Elizabeth The Film Essay -- essays papers

Elizabeth The Film Theme of the Film: How Elizabeth managed to gain the throne through turmoil, and then maintain it through even greater conflict and opposition. Greatest Surprise of the Film: The attention to detail and the symbolism employed to make the story richer than any other period piece. The script was also very well written, and very well paced making the movie much more enjoyable to watch because it was interesting and did not drag. Historical Characters Prioritized: Elizabeth I, Duke of Leicester, Sir William Cecil, Walsingham, Duke of Norfolk, Mary Queen of Scots, and the Vatican, various potential suitors to Elizabeth I. Understanding Clarified Which Would Not Be Achieved Through Reading Alone: Elizabeth’s political struggles greatly affected her personal life. Being a passionate woman did not make this easy, and she was forced to give up much, even love, for her rule and her state. Summary: The film Elizabeth is set in 1552, mid sixteenth century, when a shift in power is about to occur in the British Empire. The daughter of Henry VIII and one of his many headless brides, Elizabeth was not only outcast because of this, but because of her protestant religious beliefs and affiliations. Her half sister Mary, along with her sister’s husband Philip II of Spain, ruled the English Empire at this time. They were both strict to the catholic faith and when they felt the threat of their protestant relative. They had her arrested and brought to the Tower of London for interrogation, and hopefully a confession of treasonous heresy. But in a turn of events, Mary dies without giving way to signing Elizabeth’s death warrant. Suddenly a â€Å"protestant heretic† is upon the throne of England. So Elizabeth I, of the house of Tudor, begins her rule of the English Empire on a wobbly footing. With the likes of the Duke of Norfolk and up even to as high as the Vatican itself, plotting against the new Queen, and Elizabeth’s personal endeavors complicating her rule, Elizabeth must choose wisely in her actions so not to lose her throne or her head. Biding by the advice of her trusted counsel including her lover, the Duke of Leicester, Sir William Cecil, her only real father figure, and her advisor and bodyguard Walsingham, Elizabeth tried to bring her rule and her state to order. In the end, Elizabeth has to give her love and he... ... film good. 3. Results? A great script, concentrated direction, brilliant lighting and cinematography, etc. all helped make the film very good. But the core of this film is definitely the emotion. The acting was wonderful and the story was nothing short of great. These were the hearts of the film. Recommendations for Future Use of this Film: This films gives amazing insight into what royalty have to go through. It was informative about the religious struggles in Europe in the sixteenth century, as well as the overall fight for power the throne causes. The film brings much attention to the idea of corruption and betrayal, especially those you very much love and trust. The film focuses on the idea of sacrifice. Elizabeth had to sacrifice her own personal life in the end in order to secure her rule and remain queen of England. She symbolically cut her hair and became â€Å"The Virgin Queen,† deciding to never again let man or romance get in the way of the throne. Did she truly want to do this, or was it just a necessary evil? All that we are told is that she remained at the throne for another forty years after this film ends, and that her rule is considered England’s â€Å"Golden Age.†

Piece of irony Essay

His odyssey then comes to a halt, as he perceives his friend, Henry Clerval. Coming across this memorable person allows him to forget his horror and misfortune; it allows him to feel calm and serene joy. They exchange stories and Victor reveals the scenario of his created monster. Henry believes it is a disturbed imagination, but the pertinacity of the story allows it to become believable. Where will Frankenstein go from here? This chapter is of pure significance to how the story is concluded. It creates suspense, knowing there is a vile monster on the loose. Where will it go? What will it do? This chapter allows new themes to be created. Death! Love! What will this mean for Frankenstein? Will he live or will he die? How will this gothic novel conclude and what effect will this monster have on the communities’ welfare? The character of Frankenstein should be immensely appreciated. Is Frankenstein who we think he is? From previously read chapters, we see the emotional and diligent side of Frankenstein. He is seen to be energetic, beneficial, well-mannered; a man of determination who would in capacitate at the thought of failure. However, chapter 5 emphasizes the indolent and non-progressive side of Dr. Frankenstein. We see this by the way he reacts to the form and appearance of his unforgettable monster. For example, he uses a great phrase: ‘With anxiety that almost amounted to agony’. This suggests that the amount of fear and worry was immensely increasing. Victors feelings towards his creature are negative, consequently his use of irony emphasizes this. One piece of irony used is: ‘I had selected his features as beautiful. Beautiful! Great God! ‘ Victor doesn’t mean what he says so he uses sarcasm to overlap his disappointment. Victor also uses a rhetorical question to make himself and the reader think. He asks himself: ‘how can I describe my emotions at this catastrophe? ‘. This once again clarifies his negativity towards the monster. In this chapter, Victor has two main dreams, one being of relevance. His first dream is about the outcome of his creation; the beauty that had encountered to disgust and breathless horror. The second of the two dreams is the most abnormal. Victor dreamt that his wife Elizabeth had wandered the streets of Ingolstadt in the bloom of health; once embracing her, he kisses her dainty lips and somehow her body reforms to that of his dead mother, wrapped up in cloth, covered scarcely in graveworms. This is of pure relevance to the rest of the novel as they are seen as signs for what is to come in the future. As it happens, his dream in some phases becomes true. Elizabeth, Victor’s wife gets killed by his vicious creature. From this stage, Victor is forced to create a companion for the monster; not consenting to this would lead to more homicides within Victor’s family. In the novel, Mary Shelley illustrates a poem to correlate with Victors retreat from home. The first line of the poem reads: ‘Like one, on a lonesome road’. Using this sentence suggests that Victor is walking by himself; disassociated with anyone. At this moment in time, he is feeling poorly and anxious about what the consequences hold. The second line reads: ‘Doth walk in fear and dread’. This emphasizes the fact that he is scared as he triumphants through the streets. The next line reads: ‘And having once turned round, walks on’. This phrase states that he turns around to see his surroundings, and then continues his journey. Victors feels as if the monster has banished him from Ingolstadt. The following line reads; ‘And turns no more his head’. This tells us that Victor doesn’t want to come in contact with the monster again. At this point, Victor still has the feeling of disappointment and embarrassment in himself. Next the poem reads; ‘Because he knows a frightful flend’. This means he knows a frightful demon, of whom to him is the monster he created. The final line of the poem reads: ‘Doth close behind him tread’. This means that the monster is perhaps close behind him. At this moment, Victor feels paranoid and weary. Within this gothic novel, Victor includes 3 themes: dark science, isolation and weather. Dark science is used to indicate the creation of the fiend, made from scarce rotted bodily parts. His thoughts are deep and out of this world. His knowledge takes him so deep into science that his tutor tries to prevent him passing a certain stage in his medical degree. His aim is to infuse life into an inanimate body. He succeeds, however is disappointed with his result. During this theme, it is intercepted by weather. During the lonely nights and experimental days, the dark science compacts with horrid weather. For example: ‘it was on a dreary night of November that I beheld the accomplishments of my toils’. This tells us that the night the monster was finalised, the night and atmosphere was very dull. Another example of the weather.

International Management Essay

Executive Summary This written case analysis report is prepared for the analysis of the case study of the Tata Group – â€Å"The Last Rajah: Ratan Tata and Tata’s Global Expansion.† (Luthans and Doh 2009). It will first begin with a brief introduction on the Tata Group of India, with the source and the secondary (both short- and long-term) problems of this biggest conglomerate in India, to be identified and discussed next. An analysis of the problems is presented next, followed by the criteria of evaluation. A comprehensive listing of all major feasible courses of action are presented before the recommended strategy(ies) are discussed. The next section will cover the justifications of recommendations followed by the implementation, control and follow up. 1. Introduction The Tata Group, India’s biggest conglomerate (Luthans and Doh 2009), was founded by 29-years old Jamsetji Nusserwanji Tata in 1868. It was first established as a trading company in Bombay and started pioneering businesses in sectors such as steel, energy, textiles and hospitality (Tata Group 2012). In 1904, Sir Dorab Tata, the elder of Jamsetji’s two sons, succeeded Tata Group in Germany after Jamsetji passed on. Ratan Tata succeeded as the chairman, following the death of his uncle – J.R.D. Tata, in 1993 (Tata Group 2012). Today, the Tata group consists of more than 100 operating companies in seven business sectors (Refer to Appendix 1) with operations in more than 80 countries across six continents, exporting products and services to 85 countries. The latest financial figures reflected on its website showed that the total revenue of Tata Group was US$83.3 billion (around Rs 3,796.75 billion) in 2010-11, an increase of 18.8% from 2009-10 (Tata Group 2012). With its devotion to strong values and excellent business ethics, the Tata name has been respected in India for more than 140 years. Each Tata company or enterprise operates independently and is answerable to its own board of directors and shareholders. Moving forward, new technologies and innovation will be Tata Group’s focus, in order to develop its business in India and internationally. Anchored in India with its traditional values and strong ethics, Tata companies are building multinational businesses that will achieve growth through excellence and innovation, while balancing the interests of shareholders, employees and civil society (Tata Group 2012). 2. Source Problems With its wide diversification of business across six continents, Tata faces several challenges. The first problem is to build a consistent vision while being in many different markets and industries. Another challenge is to formulate strategies for over 100 companies in more than 80 countries. Besides this, another problem of Tata Group is the high involvement of Ratan Tata, who is the chief steward of the group of nine senior executives sitting on the boards of the Tata companies, in both the negotiations of major deals and the details of his auto-making, telecom or steel businesses (Luthans and Doh 2009). The next challenge for Tata is on how to absorb the struggling Corus mills. Other challenges for the future include deciding on which businesses to spin-off and which to pursue, what will happen to the conglomerate during an economy slow-down. The most challenge issue for Tata Group perhaps would be to fill the void left behind by the energetic and visionary Mr Ratan Tata – Chairman of the Tata Group, when he retire (Koontz and Weihrich 2010). 3. Secondary Problems 3.1 Long term 3.1.1 Diversification of investments and businesses From the case study, it is evident that a major problem for Tata Group is its diversification of its investments and businesses over so many different countries. The group is subjected inevitably to the different market situations and the culture of each individual market. 3.1.2 The continuation of operation of Corus mills Another long-term problem for Tata Group is whether they should continue operating the struggling Corus mills. As mentioned in the article, the moment Tata Steel took over Corus, it is loaded with a $7.4 billion debt and the high operational cost of Corus weakens the profit margins of Tata Steel (Luthans and Doh 2009). 3.1.3 Sustainability of its business versus sustainability of its corporate social responsibility during economy slow-down Should there be an economy slow-down, the ability of Tat Group to sustain its businesses versus their ability to sustain the social responsible culture, which is developed by Ratan’s ancestors (Griffin and Moorhead 2010), remains a challenge for Tata Group. The Rata conglomerate will have to decide between sustaining its businesses and fulfilling this culture. This will be especially tough with a  $7.4 billion debt already on its books. 3.1.4 Management control in Tata Group As mentioned in the article, Mr Ratan is the chief steward, of his team of nine senior executives in the Group Corporate Office, who negotiates major deals himself and immerses himself in the details of his businesses. Ratan Tata is also the major decision maker in most of Tata Group’s major deals. At the time when the article was written, Tata Group has not found a suitable successor. The fact that Mr Ratan Tata is single and childless (Luthans and Doh 2009) thus poses the toughest challenge of who is to fill the void for Tata Group, when Mr Ratan retires. 4. Analysis 4.1 Diversification of investments and businesses This long term problem will prove to be an obstacle towards its global expansion and the development of the company to its full potential, as there is no one common group strategy with a common objective. The lack of a common corporate strategy may act as a restraining force (Singh 2012; refer to Appendix 2) against moving Tata Group to its desired position in the global market and also against achieving overall productivity of the organization. 4.2 The continuation of operation of Corus mills A first look at this problem of the Tata Group would obviously be to discontinue the operation of Corus mills. However, one of the strengths and competitive advantage that Tata Group has over its competitors, is backward integration (Hill and Jones 2011) like what Hill and Jones (2011, 180) described – steel companies supplying its iron ore needs from company-owned iron ore mines. Having its own abundant coal and iron ore reserves enables Tata Group to produce raw steel at low cost in India, and ship it to Corus’ first-class mills overseas to produce  steel products. Furthermore, by looking at the financial data provided in the case study, Tata Motors was the least profitability business in 2007 for Tata Group. With the acquisition of Corus mills and Tata’s competitive advantage of backward integration, Tata Group can make use of Tata Steel and Corus mills to produce low cost steel car parts in order to reduce the cost of sales for Tata Motors. The gross profit margins for Tata Motors can be increased with the cost of sales reduced (Needles, Powers, and Crosson. 2010). 4.3 Sustainability of its business versus sustainability of its corporate social responsibility during economy slow-down When there is an economy slow-down, it will subject Tata Group’s decision on sustaining its business or still maintain its expensive corporate social responsibility, to a great test. A fast and immediate solution, during an economy down-turn will be to reduce the contributions for charitable causes, such as reducing or terminating the annual $40 million contribution for charitable acts in Jamshedpur, in order to sustain its businesses. However, Tata Group will have to consider about the long-term implications of such drastic immediate reduction or termination of charitable funds. The reputation of Tata Group may receive a beating in the long run, due to negative press and media reportings (Davies et al. 2003), should such measures are implemented drastically and immediately, in order to sustain its businesses. 4.4 Management control in Tata Group From the description of the article, the management style of Tata Group seemed to follow an ethnocentric strategic predisposition and an organizational culture of â€Å"family culture†. A cultural strategic predisposition refers to the particular way which most  multi-national companies (MNCs) have towards doing things (Luthans and Doh 2009; Aswathappa 2010). A MNC with an ethnocentric predisposition will normally depend on the values, and interests of the parent company in formulating and implementing a strategic plan. Their primary emphasis is on profitability and the company will try to run its overseas operations in line with how they are run back at home (Loke 2008; Aswathappa 2010). Tata Group is likened to be run with an ethnocentric predisposition as Mr Ratan Tata is the chief dealmaker who is closely involved in all major deals negotiations and also details of his different businesses. This predisposition will inevitably result in parochialism in Mr Tata, which may affect his logical strategic thinking. Tata Group has adopted a â€Å"family† type of organizational culture. â€Å"Family culture† type of organizations besides focusing on hierarchy, orientation to persons, leader heads the company like a caring parent, the management also takes good care of employees, ensures employees are well treated and enjoy continued employment (Trompenaars and Hampden-Turner 1998). This is clearly reflected in their spending of $40 million annually in the company’s home base of Jamshedpur and their excellent employee remuneration policy of workers still getting paid fully till the age of 60 years old and lifelong health care, even if they retire early. This will result in additional expenses for Tata Group in order to fulfill this â€Å"corporate social responsibility†. According to the article, Tata Group has not found a suitable successor at the time when the article was written. The toughest challenge will be finding a suitable candidate of who is able to fill the void for Tata Group, when Mr Ratan retires. 5. Criteria of Evaluation 1. To identify and differentiate between the â€Å"Cash cows† and â€Å"Stars† (Phadtare 2011; refer to Appendix 3) businesses and the â€Å"Question Mark (or Problem Child)† and â€Å"Dog† businesses (Phadtare 2011; refer to Appendix 3) within the next 6 months. 2. To reduce the $7.4 billion debt of Corus within the next 5 years. 3. To reduce their annual â€Å"charitable spending† gradually within the next 5 years, but yet not neglect or forgo their corporate social responsibility. 4. To identify a successor within the next two to three years. 6. Alternative strategies A comprehensive listing of all feasible strategies will be presented for Tata Group before the recommended strategy(ies) will discussed. 6.1 Short term (S): Targeted short-term objectives to achieve within the next few months to 1 year from the time of implementation. S1 To identify and group the businesses into â€Å"Cash cows†, â€Å"Stars†, â€Å"Question Mark (or Problem Child)† or â€Å"Dog† businesses (Phadtare 2011; refer to Appendix 3) within the next 6 months. S2 To decide on which business(es) to keep and focus on and which business(es) to liquidate. 6.2 Long term (L): Targeted long-term objectives to achieve within the next 3 – 5 years and beyond. L1 To reduce the $7.4 billion debt of Corus mills within the next 5 years by perhaps re-looking into refinancing the debt loan with a lower interest rate, in order to strength their profit margins. This is to convert Corus mills into a profitable business unit which will enable Tata Group to continue building on its competitive advantage over its competitors, of integrating backward integration, with the collaboration of Tata Steel and Corus mills, for Tata Motors. L2 To reduce their annual â€Å"charitable spending† of S$40 million for Jamshedpur gradually – 5% per year in the first four year and a final 10% in the fifth year, and also to reduce the employees’ benefits gradually. This will enable Tata Group to sustain its businesses better, but yet not neglect or forgo their corporate social responsibility. L3 To identify a successor within the next two to three years and also to gradually change their ethnocentric predisposition way of running the business and also their â€Å"family† type of organizational culture. Strategy statement as per Hofer and Schendel’s characteristics: Tata Group’s strategy for the next 3 – 5 years is to â€Å"tidy up† it’s widely diversified investments and businesses and exploit on its competitive advantage of backward integration (of owning iron ore mines) in order to help its automobile business increase profit margin. By gradually reducing their annual â€Å"charitable spending†, Tata Group will be able to channel these capital to sustain and expand its business globally. By identifying a successor for its chairman, this will ensure the sustainability of the Tata businesses and also to bring Tata Group to the next frontier. 7. Recommended strategy(ies) In order for this business plan for Tata Group to be successful, the strategies presented needs to be both achievable and sustainable with an accurate evaluation of its current resources, core competencies and capabilities. With both short term and long term strategies listed above and analyzed via the Strategy Feasibility Table listed in Appendix 4, the recommended strategies (best 3 out of 5) are as follows: S1:To identify and group the businesses. S2:To decide on which business(es) to keep, which business(es) to liquidate. L2:To reduce their annual â€Å"charitable spending†. 8. Justifications of recommendations After analyzing the alternatives strategies via the Strategy Feasibility Table (Refer to Appendix 4), it was decided that the most feasible strategies are S1, S2 and L2 to resolve the source and secondary problems above. Strategies S1 and S2 are chosen to best resolve the diversification of businesses that resulted in the absence of a common group strategy with a common objective for Tata Group. The next strategy for Tata Group to implement is the reduction of their annual â€Å"charitable spending†. This will free up more capital for Tata Group to redirect them to boast their â€Å"Stars† businesses. The remaining two long-term strategies of L1 and L3, with a slightly higher score of 15 and 14 respectively, in the feasibility test, may be considered to be implemented concurrently with lesser priorities. This is because it will not be easy for Tata Group to reduce the $7.4 billion debt within a short period of time and also not easy for any company to source for, identify and appoint a successor for its Chairman and to change the culture within a short period of time too. The most critical issue now is for Tata Group to conduct the most effective and efficient strategies. 9. Implementation, Control and Follow-up For any MNCs, e.g. Tata Group, it is not easy to implement business consolidation like S1 and S2. S1 and S2 described above will only be the â€Å"identification† stage to determine the type of business each belongs to. The physical implementation of the consolidation has to be executed with extreme caution as consolidation may result in employees redundancy. After  the consolidation exercise is successfully, the Group Corporate Office (GCO) of Tata Group will have to ensure that they do not launch massive business diversification plans without careful considerations. The follow-up on the implementation of S1 and S2 will have to be monitor by the GCO closely with a clear timeline listed out as a guide to prevent any procrastination or delays. As for the implementation of strategy L2, Tata Group has to execute it with caution too. It is not be implemented too hastily to prevent any damage to the company’s image due to any to negative press and media reportings (Davies et al. 2003). Any other future â€Å"charitable spending† will have to be discussed and decided more stringently. As stated above under Section 6.2, L2, the reduction will be done gradually over a timeline of 5 years and the GCO of Tata Group will have to adhere closely to this timeline. (2,220 words excluding Executive Summary, headings, sub-headings, in-text citations, and this sentence.) 10. References Aswathappa, K. 2010. International Business. 4th ed. New Delhi, India: Tata McGraw Hill. http://books.google.com.sg/books?id=Dk4SWsWbbaMC&pg=PA332&dq=Strategic+predisposition&hl=en&sa=X&ei=9nIlT5jIN5GzrAfIhryyCA&redir_esc=y#v=onepage&q=Strategic%20predisposition&f=false. Change Management Coach. 2012. Change-Management-Coach.com: Force Field Analysis – Kurt Lewin. http://www.change-management-coach.com/force-field-analysis.html. Davies, Gary, Rosa Chun, Rui Vinhas da Silva, and Stuart Roper. 2003. Corporate Reputation and Competitiveness. 1st ed. New York, USA: Taylor & Francis Group. http://books.google.com.sg/books?id=eU4bVJmmKC4C&printsec=frontcover&dq=reputation&hl=en&sa=X&ei=9j85T4aVCdGrrAeRsYHWBQ&ved=0CDoQ6AEwAQ#v=onepage&q=reputat ion&f=false. Griffin, Ricky W., and Gregory Moorhead. 2010. Organizational Behaviour: Managing People and Organizations. 9th ed. Mason, OH, USA: South-Western Cengage Learning. http://books.google.com.sg/books?id=RidV6vh08xMC&pg=PA349&dq=Culture+of+Tata+Group&hl=en&sa=X&ei=Q8QjT_mKCcfPrQef-IiNAg&ved=0CGwQ6AEwCQ#v=onepage&q=Culture%20of%20Tata%20Group&f=false. Hill, Charles W. L., and Gareth R. Jones. 2011. Essentials of Strategic Management. 3rd ed. Mason, OH, USA: South-Western Cengage Learning. http://books.google.com.sg/books?id=VdG243upAqwC&pg=PA180&dq=backward+integration+in+strategic+management&hl=en&sa=X&ei=3NQ3T4PxEsHirAe2vfjVBQ&sqi=2&ved=0CDMQ6AEwAA#v=onepage&q=backward%20integration%20in%20strategic%20management&f=false. Hofer, Charles W., and Dan Schendel. 1982. Strategy Formulation: Analytical Concepts. 8th ed. Eagan, Minnesota, USA: West Pub. http://books.google.com.sg/books?id=8VcIfAEACAAJ&dq=Strategy+Formulation:+Analytical+Concepts&hl=en&sa=X&ei=pasjT9_BCIjMrQf0x7GeCA&ved=0CD4Q6AEwAA. Johnson, Debra, and Colin Turner. 2010. International Business: Themes and issues in the modern global economy. 2nd ed. New York, USA: Taylor & Francis Group. http://books.google.com.sg/books?id=Dhi7yUtQjegC&pg=PA140&dq=Members+of+the+Tata+Group+Corporate+Centre&hl=en&sa=X&ei=JpE3T8-LMYXRrQfw7fHVBQ&ved=0CEoQ6AEwBA#v=onepage&q=Members%20of%20the%20Tata%20Group%20Corporate%20Centre&f=false. Koontz, Harold, and Heinz Weihrich. 2010. Essentials of Management: An International Perspective. 8th ed. New Delhi, India: Tata McGraw Hill. http://books.google.com.sg/books?id=s_wzNWdevJoC&pg=PA118&dq=Tata+group&hl=en&sa=X&ei=QwwlT6vTJsnjrAfosdymCA&ved=0CDcQ6AEwAQ#v=onepage&q=Tata%20group&f=false. Loke, Chee Shong. 2008. International Management. 1st ed. USA: Aberdeen University Press Services. http://books.google.com.sg/books?id=BpbvbvaMjCwC&pg=PA48&dq=ethnocentric+strategic+predisposition&hl=en&sa=X&ei=hEg5T_uvA43yrQf6hPnVBQ&ved=0CFcQ6AEwBg#v=onepage&q=ethnocentric%20strategic%20predisposition&f=false. Luthans, F., and Jonathan P. Doh. 2009. International Management: Culture, Strategy, and Behavior. 7th ed. New York, USA: McGraw-Hill. Luthans, F., and Jonathon P. Doh. 2012. International Management: Culture, Strategy, and Behavior. 8th ed. New York, USA: McGraw-Hill. Needles, Belverd, Marian Powers, and Susan Crosson. 2010. Financial and Managerial Accounting. 9th ed. Mason, OH, USA: South-Western Cengage Learning. http://books.google.com.sg/books?id=xI8pEZIob9UC&pg=PA225&dq=reduce+cost+of+sales&hl=en&sa=X&ei=Dd43T-P7CpG0rAfo24zWBQ&ved=0CFUQ6AEwBQ#v=onepage&q=reduce%20cost%20of%20sales&f=false. Phadtare, Milind T. 2011. Strategic Management: Concepts and Cases. 1st ed. New Delhi, India: PHI Learning Private Limited. http://books.google.com.sg/books?id=FdtGb2cZTRgC&pg=PA145&lpg=PA144&dq=BCG+Model#v=onepage&q=BCG%20Model&f=false. QuickMBA. 2010. QuickMBA: Strategy / BCG Matrix. http://www.quickmba.com/strategy/matrix/bcg/. Singh, Kavita. 2012. Organizational Behavior. 1st ed. New Delhi, India: Pearson Education India. http://books.google.com.sg/books?id=DbC0_McBPgIC&pg=PA337&dq=force+field+analysis+kurt+lewin&hl=en&sa=X&ei=KEA7T-jvPIjsrAeRnJmHAQ&ved=0CFQQ6AEwBQ#v=onepage&q=force%20field%20analysis%20kurt%20lewin&f=false. Tata Group. 2012. Tata Group Worldwide. http://www.tata.com/. The Economic Times. 2011. The Economic Times, Topics, Ratan Tata. Mumbai, India: Bennett, Coleman & Co. Ltd. http://economictimes.indiatimes.com/topic/Ratan-Tata. Trompenaars, Alfons, and Charles Hampden-Turner. 1998. Riding the Waves of Culture: Understanding Diversity in Global Business. 2nd ed. New York, USA: McGraw-Hill. Appendix Appendix 1: The seven business sectors of the Tata group The seven business sectors of the Tata group: 1) Communications and information technology 2) Engineering 3) Materials 4) Services 5) Energy 6) Consumer products 7) Chemicals (Tata Group 2012) Appendix 2: Kurt Lewin’s Force Field Analysis Source:http://www.change-management-coach.com/force-field-analysis.html(Change Management Coach 2012) Appendix 3: The Boston Consulting Group (BCG) Growth Share Matrix Source:http://www.quickmba.com/strategy/matrix/bcg/ (QuickMBA 2010)

Disruption in Attachment

Attachments can often be disrupted between an infant and its primary caregiver and these particular children can find themselves growing up and developing outside the traditional family environment. Thus not forming attachments can have serious impacts on the development of the infant. Disruptions to attachments can take place due to the lack of physical and emotional attachment (Privation) and separation from the primary caregiver. In disruption of attachments there are long-term and short-term effects of separation.In short-term effects of separation, the infants are likely to respond to the separation from their primary attachment figure with a behaviour pattern in three stages; Protest, Despair and Detachment. Robertson and Bowlby investigated the effects of infants separated from their mothers and found that the distress felt by the infants fell into three categories (PDD). Conversely other researchers such as Barrett have argued that the childs initial response to separation is actually the effort to cope with the feelings produced due to separation.Protest is the beginning, when the child starts to cry, scream and protest with rage when the parent leaves them. The infant at this point will try to cling on to the parent and will reject all attempts by others to try and pick them up. Despair, is when the infants anger seems to have calmed down although they may still feel a little upset, the infant will lose interest in the environment around him and will again reject attempts by other people to console the infant.Lastly there is detachment, at this point if the separation has continued the infant will have started to engage with other people but may still seem cautious, they will also reject the caregiver on reunion and engage with signs of anger. The reaction to short-term was shown by Robertson’s in their study of 17 months old John who was placed in a residential nursery for nine days, where he was neither mothered by the nurses nor protected fr om other children who attacked him, eventually he became very distressed and at reunion with his mother he rejected her.A few long-term effect of separation are; separation anxiety, extreme clinginess (the child will try their best to stay with the primary caregiver as much as possible, wherever they may go), detachment (the child will refuse any physical love such as being hugged, this may be to prevent the primary caregiver from leaving next time), the child will also be more demanding of their attachment figure. On the other hand not all children respond the same ay to separation, some infants may become more stressed or less distressed than others, factors that affect the child’s response are: the age of the child, the type of attachment they share with their primary caregiver, the gender of the child, with whom the child is left with and the quality of care they receive, the infants experience of previous separations. Schaffer and Callender studied the behaviour of 76 ba bies aged between 3 and 51 weeks of age.Their findings where that the seven months showed little clinging and upsetting behaviour however between 12 and 18 months of age the strength of the infants response had increased primarily due to the fact that they may have developed the idea that their primary attachment figure always returns. A securely attached child has a higher chance of coping with separation than an insecure-ambivalent type. Lastly, boys seem to react more strongly to separation than girls.A small number of children experience privation, which is the lack of any attachment at all in their early childhood development. The two types of studies carried out in order to inform us about the severe effects of privation are; case studies of infants who have been brought up in very bad conditions where they were also unable to form any attachments, and the studies of children who have been raised in institutionalised care.Koluchova reported a case study of twin boys who were b orn in Czechoslovakia and brought up in care soon after their mother had died and their father and step-mother had inhumanely treated them, they were severely malnourished, when they were discovered they had no speech and they were also beaten and starved in an unheated cellar away from human activity, this caused them extreme health conditions. They were later adopted by two sisters and gained average intelligence, they attended a mainstream school and there early damage had been repaired with no cognitive issues.Case studies can raise a major ethical issue of making the children who were involved feel as if they were just part of a psychological experiment and were used merely as objects of research, later on in life. Case studies may not always appear accurate, because digging up the past of the participants and concluding from case study research may not always be accurate. However in natural experiment this issue is overcome foe example: Tizard and Hodges study of the long-term effects of emotional privation.Institutionalisation refers to the various behavioural patterns of children who have been raised in institutions, orphanages and children’s care homes. Tizard and Hodges carried out a natural experiment where 65 children were brought up in a children’s home until they were four. For this period of time the children and staff were prohibited from forming attachments with one another, only so the children would not get upset if the person left. Due to the lack of attachment the children did not show fear of strangers, they ran to any adult that entered and cried when they left.This behaviour pattern is known as a disinhibited attachment. When the babies were restored, adopted or remained in the children’s home they were given (participants, teachers, peers, parents etc. ) assessments to complete via questionnaires or interviews. Tizard and Hodges found that the adopted group formed stronger bonds with their parents than the restored infants. This may have been because the restored children felt neglected. The restored children also had worse relationship with their siblings.Nonetheless, all three groups formed very weak peer to peer relationships. The study uses a range of research methods to collect information which is very beneficial for a final conclusion. One major disadvantage of a longitudinal study is the problem of participant attrition, and this was also a problem for Tizard and Hodges research. Ethical issues involved high sensitivity when it came to family relationships and the researchers had to make sure they were extremely cautious during the follow up interviews.They also had to make sure that the participants were in no pressure to continue with the research. In spite of the severe effects of institutionalisation and privation, if infants are removed at six months such as the Romanian orphans (Rutter et al study) tend to make better developmental progress. Children are able to recover from the se only if they are placed under a loving and caring environment after institutionalisation/ privation and they need an opportunity to form a strong bond with an adult who provides them with sufficient attention.

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