Comparison of The Arrival of the Beebox and The Love Song of J Alfred Prufrock Essay Example for Free

Comparison of The Arrival of the Beebox and The Love Song of J Alfred Prufrock Essay In Sylvia Plaths The Arrival of the Bee Box and T. S. Eliots The Love Song of J. Alfred Prufrock both speakers are burdened by great mental anguish caused by their feeling of insignificance and powerlessness in the world. They both fear and accept the prospect of death, while acknowledging life as its opposite. These are the two sides of the human experience. Through an internal monologue, Prufrock explores his feeling of uselessness and displacement in society, while in The Arrival of the Bee Box, the speaker is concerned with their powerlessness over their mind, and impending consequences. Throughout The Arrival of the Bee Box, the speaker is concerned with their powerlessness to the noises in their mind. The speaker tends to contradict or argue with themselves as shown by contrasting tone and opinion. While the speaker knows that (the box) is dangerous they still cant keep away from it. The speaker wishes to be sweet God, yet denies desiring power by proclaiming that I am not a Caesar. This bi-polar behaviour is also shown by inconsistent rhyming throughout the poem. In the first stanza lift is rhymed with midget and it, yet in other stanzas no rhyming is found at all. Inconsistently throughout the poem, internal rhymes are found square as a chair, din in it, It is dark, dark which add to the staccato feel of the poem. The din of the bees is emphasised profusely by using consonance and onomatopoeia It is the noise that appals me most of all. The unintelligible syllables that highlight the true noise and confusion in the speakers mind. The noise of their mind is highlighted by many metaphors that compare the sound to furious Latin, a Roman mob, angrily clambering, a box of maniacs and unintelligible syllables. The tone of the end of the piece seems to ask for help as the speaker asks many questions such as how hungry they are?, if they would forget me?, how can I let them out?, and why should they turn on me?. The speaker expresses a desire to be in control, but accepts that they are insignificant to the power of the noise in their mind. In T. S. Eliots The Love Song of J. Alfred Prufrock, Prufrock is concerned with his sense of his insignificance and displacement in society. Eliot makes use of metaphors measured out my life with coffee spoons, When I am pinned and wriggling on the wall to show that Prufrock compares life to coffee and feels like an insect on a wall. Contrastingly, Plath uses metaphors to emphasise an exact sound, the noise of the bees in the speakers mind. Eliot also uses much more alliteration than Plath in his poem Before the taking of a toast and tea, fix you in a formulated phrase, When I am pinned and wriggling on the wall whereas Plath nearly did not use any alliteration at all apart from black on black perhaps since her piece sounds more like a story using conventional words when compared to Eliot. Both Eliot and Plath personify many objects in their pieces. Plath describes the bees as a Roman mob and Eliot compares the yellow fog and smoke to a cat as it licks its tongue, leap(s), rubs its muzzle and curled†¦ and fell asleep. A unique literary device that Eliot uses is anaphora To have†¦ To have†¦ To roll†¦ To say†¦ which in this instance describes all the things that Prufrock could have done, but never did. The central connecting burden that both speakers are plagued with is a powerlessness to their Sword of Damocles; the bees ruling the speakers powerless mind and Prufrocks feeling of alienation and uselessness in the real world.

The Challenge of motivating employees

The Challenge of motivating employees Challenge of motivating employees Organization has been deemed to be the strength of any viable business. The more organized and efficient the different components in the business are, the better it functions. The breaking down of tasks associated with each component in a particular organizational system has now led to the concept of job design or performance charters. Motivation is simply a process which encourages and guides behavior. Robbins and Judge define motivation as, â€Å"the process that accounts for an individuals intensity, direction, and persistence of effort towards attaining a goal†. Motivation therefore, is a goal directed behavior with factors which energize, direct and sustain employee behavior. Laurie J. Mullins (2007) states that, â€Å"the relationship between the organization and its employees is influenced by what motivates them to work, the rewards involved and the fulfillment they derive from it†. Employees today are motivated by various things of which some are considered as a needed entity or as a desired. Worldwide, organizations have focused on theories that motivate employees to be the best they can be and most of these theories of motivation have proved to be true to date. Since motivational theories were formulated in the 1950s, they have been divided into two categories; Content theories Process theories Content theories are said to be, â€Å"what motivates people† further explained as what arouses, energizes, or simply starts behavior, i.e. individual physiological and psychological needs and this focus is on internal needs. Motivation results from an individuals attempts to satisfy these needs. 1. Maslows Hierarchy of needs states that; Adult motives are complex Needs form a hierarchy lower needs to be satisfied before higher order needs People always seek growth because they want to move up the hierarchy of needs Research evidence in the Maslows Hierarchy of need theories has been said to be; Flexible hierarchy of needs Satisfaction of one need level may not decrease its importance and increase importance of the next need level It has also been found that needs vary according to; The size of the organization A persons career stage Geographical location Across cultures By employing Maslows Hierarchy of needs, several managerial implications exist; Physiological needs food and wages Safety needs a working environment that is safe as well as job security Social needs opportunity to interact, teamwork Esteem needs recognition, challenging tasks, status symbols and participation Self-actualization encourages creativity and innovation 2. Herzbergs two factor theory encompasses dual factor motivation-hygiene as it portrays two different factors. Hygiene factors: related to the context of the job Motivational factors: related to the content of the job Research in the 1950 Herzbergs two factor theory asked people to describe situations in which they found their job exceptionally good or bad. Research conclusion; Job satisfaction intrinsic factors. Builds high level of motivation and stimulates superior performance. Dissatisfaction extrinsic factors. Environmental as well as external factors to the job build a zero level of motivation if maintained. Herzbergs two factor theory research evidence also states that the theory fails to; Account for individual differences Link motivation and needs to both satisfaction and performance Consider cultural and professional differences 3. Alderfers ERG theory was developed by Clayton Alderfer and his theory collapses Maslows five categories into three categories: existence needs, relatedness needs and growth needs. ERG theory states that more than one need category may be activated at the same time. Existence needs the desire for physiological and material well-being Relatedness needs desire to satisfy interpersonal relationships Growth needs desire for continued personal growth and development The ERG theory research evidence is encouraging because it offers a more flexible approach to understanding human needs. The comparison of content theories is very interesting to analyze as it gives a more precise breakdown of theories put together. Figure 1 below is a depiction of all three theories put together. Herzberg Maslow Alderfer Higher order Intrinsic Needs Motivation Lower order Extrinsic Needs Motivation Process theories are focused on the cognitive process that influences behavior, i.e. Why an individual behaves in a particular manner and specifically deals with ‘how to motivate. This process illustrates how people choose behaviors to satisfy their needs. Victor Vrooms expectancy theory states that a persons motivation is a multiplicative function of expectancy, instrumentality and valence. Expectancy is the probability assigned by an individual that work effort will be followed by a given level of task accomplishment. -Instrumentality is the probability assigned by an individual that a given level of achieved task performance will lead to various work outcomes. -Valence is defined as the value attached by an individual to various work outcomes. Vrooms expectancy theory has various implications as regards motivation. -Motivation is sharply reduced when expectancy, instrumentality or valence approach zero. -Motivation is high when expectancy and instrumentality are high and valence is strongly positive. The expectancy theory has been seen to have managerial implications where as managers should be seen to act to maximize expectancies, instrumentalities and valence that support various organizational objectives. Research evidence on the expectancy theory has received substantial empirical support though the multiplier effect is subject to some question. It may also be useful to distinguish between extrinsic and intrinsic rewards. The expectancy theory does not specify which rewards will motivate particular groups of employees thereby allowing for cross-cultural differences. Lastly, the Porter Lawler model tries to establish a relationship between the efforts, performance and satisfaction of an individual. The most important variables in this model include effort, performance, rewards and satisfaction. In todays digital age, a large number of employees are well educated to some acceptable standard and for that most demand a reasonable salary as well as worthwhile working conditions. As motivation has conformed to some socially acceptable standards of behavior, it has been assumed to be an individual perspective. Every individual is unique because we have different desires, potential, values, goals and attitudes. The most important aspect that most employees are concerned with is their needs and wants. Todays managers have a challenge or the opportunity to influence the motivation of their employees through the design of their performance charters. Well outlined performance charters help accomplish two important goals: getting the necessary work done in a timely and competent manner, motivating and challenging employees. Both the organization as well as the employee is a beneficiary of a successfully done performance charter. Performance charter is the specification of the contents, methods and the counter relationship of jobs to fulfill organizational requirements. Mostly, employees are motivated when they are lead to accomplishments of which they can proud whilst recognizing what they have done. Warren Blank (2001) states that, â€Å"a motivational environment enables people to feel like winners†. Todays performing managers have the responsibility of designing employee performance charters. If a manager ignores this responsibility, employees will definitely design their own. It wouldnt be a surprise to see that performance charters designed by employees are more likely to be adjusted to their experiences and preferences than to the goals of the organization. It has been said once before that you cannot motivate anyone but you can provide the environment in which they can grow to their full potential. Management by objectives (MBO), â€Å"is a style or system of management that attempts to relate organizational goals to individual performance and development through the involvement of all levels of management†, encompasses time period with feedback as well as goal progression. According to Laurrie J. Mullins, the phrase ‘Management by Objectives (MBO) was first introduced by Peter Drucker in 1954 as a strategy for managing people whilst focusing on teamwork based on their ability to complete individual as well as team goals. MBOs have been seen to be effective as it helps in the alignment of an employees efforts around an organizations collective objectives. The MBO process begins with an organization defining its objectives. This is where the process of strategic planning, goal setting, visioning which generates from its process a set of objectives that the organization should always strive to achieve. The main principal underlining Management by Objectives is mainly to create empowered employees who will have clarity of the roles and responsibility expected from them, and once the objectives set are understood, it helps in the achievement of personal as well as organizational goals. Some advantages of MBO include specifically ‘clarity of goals. With clarity of goals, came the birth of SMART goals concept which Intel Specific various key factors should be present in the set objectives for them to be effective. This is where the word ‘specific is outlined because this simply describes specifically the desired results. Measurable This simply states that the objectives should be clear as to whether the objectives were met. Achievable when objectives are set, it should be seen that they are achievable. Realistic Realistic objectives in its own right is explained as goals or objectives that can be achieved coupled with the tools at an employees disposal to achieve the said objectives. Time based time based simply means a set objective has a time frame attached to it which acts as a guideline. SMART objectives ensure the delivery of greater results because they clearly and specifically address performance goals rather than broad emotions or behaviors. This concept also requires that objectives are created in collaboration with supervisors so as to be aware of their subordinates goals and supportive of their completion as well as ongoing tracking and feedback in the process to reach desired objectives. As noted in Robbins and judge, â€Å"MBO popularity should not be construed to mean that it always works†. This is normally as a result of lack of commitment by management as well as the inability in allocation of rewards based on accomplished objectives. Management by Objectives therefore, can be as a process of determining exactly what an employee is to do on the job, the tasks, duties, responsibilities, decision-making and the level of authority. The challenge being faced by managers now is that of employing the new strategies with all its opportunities in ways which not only meet an organizations needs but also the expectations as well as aspirations of the employees. Dennys Restaurant review Leadership Qualities â€Å"If you can become the leader you ought to be on the inside, you will be able to become the person you want on the outside. People will want to follow you, and when that happens you will be able to tackle anything in this world.† John Maxwell We at Dennys are constantly striving to identify quality minority and women businesses to support the needs of our company. Because we see diversity as an asset, we will attract and develop talent from the full range of the worlds rich cultural base. Dennys Vision mission. Despite having a clearly stated vision and mission, its management failed to publicly communicate the causes of the discrimination incidences they were amassed with as well as the actions Dennys management was taking to counter check the reoccurrence of those incidents. A leader is said to be an individual with suitable knowledge and desirable skills to lead groups to achieve their goals willingly. It is noted in Lasting Leadership that, â€Å"the spirit of the people† is a big part of what management experts mean when they talk about corporate culture. The beliefs and values that guide employee behavior can improve performance by motivating workers toward a common goal and instilling in them a sense of purpose. There are several indicators, which can help us to outline the strength of our leadership. The most important leadership quality that one needs to exhibit in todays world is ‘honesty. A leader should always be honest to his task, his products or services, his people and most importantly to his customers. This quality of leadership should not only exist but also should be seen to exist in by all stakeholders in the organization. John C. Maxwell in an extract of his book by George Wells states that, â€Å"while leaders need to connect publicly with large groups of people, the same thing needs to happen on a one-to-one basis between individuals. Maxwell tells how his staff used to groan when he would say People dont care how much you know until they know how much you care because he quoted the saying so often, but it is true. You develop credibility with people when you connect with them and show that you genuinely want to help them. Everybody wants to be somebody† If you treat every person you meet as if he or she were the most important person in the world, youll communicate that he or she is somebody to you. Of course, the respect needs to be genuine at all times otherwise people will rapidly sense that they are being manipulated otherwise. Dennys Restaurant management should have been able to realize that customer complaints are company failures and these require immediate attention. Ultimately, spending money in hopes of making money is an organizations goal but every dollar paid out to offset various customers who were dissatisfied is a signal that an organization must change in some decisive way. The Vidsoft Triangle Every little thing we do has positive, negative or neutral impact on teams motivation. Vidsoft case is one among the few companies that come across case of team based management problems that are faced by employees. Analysis of Vidsoft Vidsoft technologies was an internet company designing enterprise software and in June 1999, its quarterly revenues grew from $50M to over $250M year ending 2000 while employee base rose from 500 to 2,000. Babatunde graduated from Darden graduate of business administration in may 1998. He moved to California to get a job with Vidsoft technologies as senior technical support engineer. Alex Hsu was employed as technical support engineer and reported directly to babatunde. Even though Hsu was not good at team work, he was hired to bring varied culture as well as experience to vidsoft due to his previous record Babatunde made a public decision of promoting one of his engineers to be manager. Hsu reported some displeasure about his new supervisor Jennah Li as she was deemed to be an inexperienced manager and babatunde was unsure of what decision to make as he was the overall among the two despite having fears about taking sides. Keith Nash as CEO of vidsoft developed a culture that encourages its employees to speak their minds as excellence of employees was followed with promotions. Vidsoft as an organization encouraged teamwork and thus were awarded bonuses for collectively working together. Keith Nash believed in the culture of promoting from within as a motivational tool for employees until after vidsoft went public because this brought a mass influx of talent as well as wages became high. Vidsoft ended up falling back on its employees in terms of hiring due to costs so as to train them to keep up with the pace. Babatunde initially employed a micro-management style of management where he kept a close eye on all his employees in hopes that his team succeeds but this had to change as employee numbers rose. He then changed his style of management by using set objectives for each team to achieve desired goals. As babatundes responsibilities grew, he saw it necessary to change his reporting structure to reduce the number of people reporting to him so to manage more effectively. This led to him promoting one of his engineers ‘Jennah Li to manage one of the product lines. Jennah Li in regards to Hsu was hired for her skills in managing customer relations despite English not being her strength; she was awarded for being the best team player. In vidsofts operational history, White was one of the first employers to run the technical support department and set stringent goals to be met by his fellow employees. He took an active role in ensuring that any team under his command did well to meet his standards. James White made a decision to hire babatunde because of his MBA training and trusted him to an extent of giving him all powers to make various decisions affecting the organization with his guidance. THE SOLUTION Babatunde at this point should be able to realize that workplace conflicts and unresolved differences can be the cause of negative performance of teams or generally employees. Furthermore, existing physical and psychological differences can escalate if conflict remains unaddressed by vidsoft managers as well as team members. From the onset, babatunde was aware that Hsu was not a team player and this should have been a starting point of making things clear to him that for him to succeed, he had to work in collaboration with other team members. It was observed that being a team player for Hsu as observed is a road he hasnt travelled and requires some skill and effort from babatunde. Hsu should be made to realize that teamwork is about assuming positive intent and seeing things from all sides in detail. Everyone has unique gifts and abilities. Recognizing these and appreciating them can be very useful especially in the case of two people with different skills because they can complement each other very powerfully when they work together. Its about acknowledging and accepting differences, and exploring alternative solutions that meet everyones needs and concerns as it is important to everyone, and all sides ‘Hsu and Ali need to be committed to the solution. Both parties should agree that the goal is to fix the problem not to assign blame, hurt, humiliate, or threaten the one another. Babatundes job now is to focus on the issue, present and future, and on solutions available. They should be made aware that the situation must change and identify consequences if it does not. Keith Nash as CEO of Vidsoft should make things clear from the onset of employment that individuals are different at times as regards to each others needs. Sometimes workplace issues are evaded or ignored completely but generally, this is not a useful long term solution as the workplace is never small enough to avoid someone completely. Some guidelines should be put in place to for conflict resolution. Every employee upon being taken under vidsoft should be made aware that; Conflict and grievances are present within the workplace Improved communication within the workplace will avoid conflicts Establish performance expectations and consequences if expectations are not met. Lastly Vidsoft should have a written resolution and agreement regarding behavior within the workplace which should be adhered by both the employer as well as the employee. Babatunde should provide the leadership that enables his teams to productively work together and as much as possible, work with employees individually and encourage them to address the conflict directly with each other.

Sanofi-Aventis Business Strategy

Sanofi-Aventis Business Strategy Question 1 Introduction According to analysts, the pharmaceutical industry is changing rapidly and undergoing a shift. Sanofi-Aventis are therefore changing its strategy to help transform itself from a Europe/US-centred pharmaceutical company to a global diversified healthcare company. These changes include a change in its products, markets, top management and its capabilities. This essay aims to discuss the environment within which Sanofi-Aventis is operating, identifying the reasons why the company need to change its strategy and how it will achieve this. Harrigan (1980) and DAveni (1989) showed that when performance is declining or poor, organisations tend to principally alter their activities. This is the case with Sanofi-Aventis, it is running like a French national treasure and performance is declining in the rapidly changing pharmaceutical industry. The Strategic Position of Sanofi-Aventis Porters five forces framework (1980) can help to identify the attractiveness of an industry for a firm by drawing attention to the external pressures it may face. Figure 1 shows that buyers in the industry have a low bargaining power. The major consumers of the industry include doctors, hospitals, patients and pharmacists. Buyer power is dependent on factors such as the number of buyers, switching costs and buyer competition threat. The industry has many buyers and the competition usually takes place between them. Thus the power of buyers in terms of the number of buyers is reasonably small. However buyers are able to choose from other similar products. To avoid this problem organisations within the industry usually spend most of their research and development on new patent drugs to keep up competition. The suppliers within the industry have a certain level of power but it is not such a high threat. The suppliers could include providers of raw materials and intermediates, the manufac turing and production plants and labour. The suppliers provide different levels of threat and cannot easily be changed in this industry, even if suppliers refuse to supply. Thus there are high switching costs for companies within this industry. However, the threat from suppliers in this industry is not much bigger than that in other industries. In the pharmaceutical industry, there is a high barrier to entry. This is due to the high costs which are required to enter the industry. There are high RD costs because the research and development of new drugs is time consuming and costly. There is also heavy regulation of the industry where drugs need to be approved, as well as patent restrictions. Patents are a high barrier for organisations who are trying to enter the market. Organisations already existing within this market have already established a strong brand name with loyal customers and have a large budget to spend on marketing to continuously support their brand. New companies th erefore find it difficult to build up a brand name. The main substitutes for products in the pharmaceutical industry are generic brands of medication. The price of brand name medicines is kept competitive with generic brands. However, there is not always a generic medicine available as a substitute due to patents. Other substitutes include methods such as Ayurveda, traditional Chinese medicine, hypnosis, diet-based therapies, chiropractic care and Reiki. In terms of competition, the industry is very competitive. With high RD cost, strict government regulations and extremely competitive products in the market, companies are constantly trying to release the next best product so that they can stay ahead. Advances in technology are also another factor affecting competition because it opens new avenues for research. Companies are dependent on the long run success of their ideas which puts a lot of pressure on them to find drugs which have high pay-offs. It is common for firms in the indu stry to merge together to gain competitive strength so that it can take on the leaders of the industry. In this industry the competition is such that only the strongest firms will survive. By analysing the five forces for this industry, it can help to determine what problems Sanofi-Aventis may incur. The barrier to entry into the industry will be high which works in the favour of Sanofi-Aventis. In terms of buyers and suppliers, these are low. The substitutes are also fairly low until the patents expire between 2009 and 2013. The power of substitutes will then increase along with rivalry and the bargaining power of buyers as buyers will switch to generic drugs. This will result in a reduction of costs of the drugs and profitability. In terms of PESTEL analysis, this legal factor of the patents is a key driver for change because it is enforcing a threat on the company. Companies within this industry have opted for mega-mergers. This could be another threat to the company as these companies have more competitive strength. Sanofi-Aventis need to overcome these problems by differentiating its products and the company itself for the existing markets as well as for new marke ts. This suggests that a transformation of the companys strategy is required for them to exist in the changing industry which will align them with the changing environment. The company have already a #1 position in emerging markets, so they have an opportunity to exploit this in order to overcome some of these threats and gain a sustainable competitive advantage. The company also need to take into account the other main influences on its strategy. These influences can help determine what threats the company has and how the strategy should be changed so that it can overcome some of these issues. The culture of the company can have a major impact because the company can be confined by that culture making it difficult to change outside the bounds of it. Sanofi-Aventis was being run like a French national treasure. This shows that the company is too rigid and too traditional. Johnson (1992) suggests that changes going on within or without the organisation will affect organisational performance. However, even if managers, as individuals, perceive such changes they may not necessarily acknowledge them as impinging on the strategy or performance of the organisation. Sanofi-Aventis had this problem as the management had acknowledged that the environment was changing but were not changing its strategy greatly to be in line with this. To rise above thi s issue the company have brought in a non-french manager Christopher A. Viehbacher, which has helped to show analysts and investors that the company will not be run like a French national treasure and that the company have changed their attitude. This suggests that the company will not be based on its past ways of doing things and the lessons learnt from the evolving environment of the organisation, as this has not been successful in the rapidly changing pharmaceutical industry. This shows that Sanofi-Aventis have tried to change its culture so that it avoids the problem of strategic drift resulting from focusing on the existing culture when dealing with the changing environment. This is a change in the companys power structure. The company have also changed its organisational structure by changing the management team and by creating customer-focused teams. Looking at Johnsons (1987) cultural web, it can be seen that the company are changing two factors (Appendix 1), which will help Sanofi-Aventis to transform its strategy more easily. The strategic capabilities of the company provide a view of the internal influences on strategic choices for the future. The competences and resources which are distinctive or superior relative to those of rivals may become the basis for competitive advantage if they are matched appropriately to environmental opportunities (Andrews, 1971; Thompson and Strickland, 1990). In terms of Sanofi-Aventis, the threshold level has changed over time and so the company need to invest in its resource base so that it can stay in this industry and gain a competitive advantage. They have an opportunity to exploit its #1 position in emerging markets, so they are creating new strategic capabilities to achieve this by having a better position in emerging markets, adapting its RD efforts to new regulatory and economic constraints and making disciplined decisions about how the company should grow and through what activities for example diversifying into vaccines, OTCs and biologics and not to opt in mega -mergers like all the other companies within the industry. Instead they are going ahead with bolt-on acquisitions as this will add more value to the company. This shows that Sanofi-Aventis have acknowledged that for them to survive they need to differentiate itself from other organisations within the industry and this can be achieved by exploiting its opportunities. The stakeholders play an important role as the strategy of the company needs to take into consideration their interests. Sanofi-Aventis have failed to do this, which has resulted in investors reducing their stake in the company. Sanofi-Aventis need to adapt its strategy so that it takes into consideration the interests of its stakeholders. However the companys stakeholders are changing as they enter into new partnerships and change its management team. These stakeholders will be focused on the external stakeholders (the customers) and so the company need to fulfil the customers needs in order to take into consideration the internal stakeholders interests. The strategic choices and actions Sanofi-Aventis are taking Sanofi-Aventis are responding to these pressures by making choices about the companys future. At a corporate level, Sanofi-Aventis are launching new products such as vaccines, OTCs, diabetes drugs and branded generics and offering them to emerging markets as well as existing markets. This in terms of Ansoffs Matrix (1957) can be seen as diversification at an international level and product development at a national level (Appendix 2). Although the company is providing the existing market with new products such as vaccines to give them a pre-eminent position, major rivals such as Novartis, GSK and Pfizer are closing the gap. Sanofi-Aventis therefore need to continue to focus on the RD of its products to sustain this position. By producing new drugs, the company are trying to fulfil its external stakeholders needs, which in turn takes into consideration the internal stakeholders. At a business level, Porter (1985) provides a framework of generic strategies and suggests that they are distinct mutually exclusive alternatives. However the idea that the generic strategies are mutually exclusive has been criticized (Hill, 1988; Murray, 1988), and studies have shown that mixed or hybrid strategies may be profitable (Miller Dess, 1993). By looking at Bowmans strategy clock (1996), it can be seen that the company are going against Porter and are taking up a hybrid strategy in its existing markets which involves having a low cost base and differentiating its products (Appendix 3). They are trying to develop products that are better than that of its competitors by posing the question ‘why is the drug better than what theyve already got? If this question cannot be answered then the product does not add any extra value for the customer compared to its competitors products and the product does not become a part of the companys product portfolio. In new markets that have fewer economic resources the company are taking up a low frills strategy which involves producing cheap goods with low added value. In terms of Porters generic strategies, the choice of taking up a hybrid strategy can be seen as a differentiation strategy as well as a cost leadership strategy (Appendix 4). By differentiating its products, the company are trying to produce goods which its customers will value so that it can overcome the threat that is enforced from the patent expiries. The way in which differentiation is achieved can be seen by Porters (1985) value chain (Appendix 5). Value is built on the activities that are a part of creating the product, whilst sometimes reducing costs in these activities. For example, the company are trying to achieve this by restructuring its RD as it was costly and unproductive and reduce its operating costs. This makes the product unique compared to those of competitors. These value added products can be charged at premium prices to help achieve higher profitability. This will help make up for the loss of revenues from the patent expiries. The company have chosen to pursue its strategy through organic development, which has also led to the decision of pursuing its strategy through acquisitions. The company are strengthening its capabilities, one of which is the ability to make effective decision which has therefore led to the company taking on acquisitions. The reason behind these choices is because it will allow the company to add value to its products. These are carefully thought out decisions that the company are undertaking so that they have a competitive advantage. When observing how Sanofi-Aventis are changing its strategy to help it to become a global diversified healthcare company, it can be seen that the strategy is an intended one. This is because Viehbacher entered the company having ideas about how the strategy would be changed. The design lens can be used to explain this strategy because Viehbacher has been in charge of making all the strategic decisions, ‘Dehecq, who had long been considered as the driving force behind Sanofi-Aventis, was conspicuous by his absence at these meets. This led to analysts opining that Viehbacher was in sole charge of strategy. The change that the company are seeing is a result of implementing the planned strategy that Viehbacher had when he joined the company. Conclusion Sanofi-Aventis are under-going a transformational change in a short period of time. They have been able to achieve this by first considering the influences on the companys strategy such as its environment, its culture, its strategic capabilities and its stakeholders. These create opportunities and threats for the company and so by looking at these the company have been able to make strategic choices to help them to decide which direction to move their strategy towards and the methods by which this is to be done to help them to overcome some of the problems that they are facing. Question 2 Introduction In the future, the company needs to create a more sustainable growth. Sanofi-Aventis are changing its strategy to deal with the market pressures and demands while focusing on its main activities and developing strategic capabilities. The company need to utilise its resources and competences in such a way so that it can sustain growth and gain a competitive advantage over other key players in the pharmaceutical industry. Viehbacher was aware of this when he first joined the company and questioned ‘How can we change the model? How can we create more sustainable growth? For Viehbacher to be successful in achieving this he had to first identify the resources and competencies the company would need to grow and then decide how these would be developed and utilised efficiently. The resource-based model states that the competitive advantage and superior performance of an organisation is explained by the distinctiveness of its capabilities. Peteraf (1993) explains that the resource-based model can help to understand the long-lasting differences in the profitability of the firm, which cannot be attributed to variations in industry conditions. Wernerfelt (1984) states the model shows that the competitive advantage of a firm lies primarily in the application of the bundle of valuable resources at the firms disposal. Barney (1991) suggests that the resources have to be valuable, rare, inimitable and non-substitutable because then the competitors will not be able to mimic the companys strategy. This can help to explain the heterogeneity or firm-level differences among companies that allow them to sustain competitive advantage. Sanofi-Aventis is in the exploration stage and so during the transformation they are experimenting with new alternatives that will help the company to gain this competitive advantage. One of the major reasons why the company have to do this is because the main resource that they rely on; the patents, are soon to expire. Also in an emerging market the company needs better, more refined resources to compete with. Johnson et al (2008) suggest that for a company to have strategic capabilities and competitive advantage they need to have the necessary resources and threshold competences, which competitors may have or can easily imitate, as well as unique resources and core competences which are better than the competitors or difficult for the competitors to imitate (appendix 6). Viehbacher became CEO of Sanofi-Aventis in December 2008. The experience of working at GSK for 20 years and the knowledge that he has brought to the company is unique and difficult for competitors to gain. His way of thinking and style of leadership is helping the company to transform itself because it varies from the companys old leadership which was like a French national treasure. Thus it can be seen that Viehbacher is developing a new culture for the company by changing the power structure. This will allow any new CEO joining the company, if Viehbacher leaves, to be able to continuously align the companys strategy wit h the changing environment through incremental change by building on the familiar. The company will also be able to develop dynamic capabilities if the environments changes which is mostly likely to be the case. The rapid changes in the industry have meant that for Sanofi-Aventis to be a more competitive organisation, a change in the companys structure is needed. Thus Viehbacher has put a new team in place after joining the company. Only Jean-Francois Dehecq remains chairman and two of the top management team, namely, Marc Cluzel (head of RD) and Hanspeter Spek (head of pharma operations) continue to hold their positions. Laurence Debroux has been promoted as chief strategic officer (in charge of MAs) and Jean-Pierre Lehner as chief medical officer (in charge of drug safety). Elias Zerhouni has been brought in as scientific advisor, Jerome Contamine as the CFO and Paul Chew as chief medical/science officer. By making this change in structure, Viehbacher is further developing the culture of the organisation. His team together have the knowledge and expertise in different areas, which will allow the company to grow as they will be adding value to the different activities of the company. With a stronger management team, the companys future can be and will continue to be shaped allowing it to be more customer orientated. However the team will need to bring new ideas to the company in order for this to happen. The company were the thirds largest pharmaceutical company as of 2009 but it had a costly and unproductive RD pipeline. The transformation of the companys strategy entails restructuring the RD organisation so that it is productive and in sync with patients needs. The company are changing to a company that is based on biotech and specialist-driven therapies research. The RD of the company is a core competence that Viehbacher is creating. It is helping the company to meet the demands of the rapidly changing pharmaceutical environment by shifting its efforts to new regulatory and economic constraints. By moving away from blockbuster drugs, the company can concentrate on medicines that add value for the customers. It is important for Sanofi-Aventis to keep the customers in mind as they will have a major effect on the success of the business. By meeting their needs, the company can create customer loyalty which will provide the company with a steady income. The new approach to RD is allow ing the company to enter into new partnerships to boost its base business. This is an opportunity for the company to try to overcome to some extent the threats that will occur from the patents expiring. These threats include the increase in substitutes and rivalry. If they can achieve this through their new RD approach, this will help the company to achieve growth in the future. Viehbacher was quick to note that Sanofi-Aventis was the #1 pharmaceutical company in emerging markets. This is because they have the ability to make efficient and effective decisions, as well as being able to move quick, ‘everybody says they want to go there, but were already there. Were in business while other companies are still trying to find their way from the airport to the hotel. This is a core competence that the company has, thus as new markets emerge in the future the company need to uphold this status. This is possible for the company to accomplish if they continue to focus on global public health issues and not the traditional markets that are becoming saturated. They also need to continue to act fast as they have done when moving into emerging markets such as Africa, India and China. The market the company was catering to was diverse, so they are moving towards branded generics, consumer healthcare and vaccines to create the basis for more sustainable growth. Viehb acher pointed out that the company was in a strong financial position generating à ¢Ã¢â‚¬Å¡Ã‚ ¬4 billion in cash each year. This capital can be used to invest in RD, which will help the company to grow and strengthen its position in emerging markets as it finds new healthcare businesses and products to diversify into. Using the companys finance, respectable reputation and ability to expand into emerging markets, it will allow the company to compensate from the patent expiries of its top-selling drugs and make larger capital gains in the future. Sanofi-Aventis have the ability to make logical decisions with the help of their CEO. For example they have decided not to be part of any mega-mergers as this would sap the organisations creativity and productivity. By opting for a mega-merger, the company would not be adding to shareholder value, so Viehbacher felt it was not necessary to do so. The capability to make these decisions has come from Viehbachers experience where he has been a part of two mega-mergers in the past. Instead of the mega-mergers Viehbacher has decided to go ahead with bolt-on acquisitions. The five acquisitions the company have taken up has given the company opportunities to tap markets such as the Central and Eastern markets, boost its presences in countries and the OTC business and provided it with a launching pad for the Asia-Pacific region. It has also given a push to its vaccines segment. These acquisitions are helping to fuel its growth in emerging markets whilst reducing its risk profile. In the futu re, the company need to maintain making disciplined decisions about the acquisitions that it takes on, only investing in those that add value. The company should be able to maintain this because Sanofi-Synthà ©labo acquired Aventis and both companies had a history of mergers and acquisitions. By taking on acquisitions, the company can also increase its customer base quicker than with mergers because the company can take on more than one acquisition at a time. Conclusion Sanofi-Aventis are carefully designing their strategy to allow them to have a competitive advantage. They are creating core competences and resources to aid them to survive and compete in the emerging pharmaceutical market. The resource-based model has facilitated the understanding of how Sanofi-Aventis is able to enter the new market and how it can in the future strengthen its position in this market. It is possible for the company to have sustainable growth and a competitive advantage, but they need to utilise its resources successfully in order to achieve this. However if in the future the needs of the environment change, Sanofi-Aventis will need dynamic capabilities to achieve a competitive advantage. Although Viehbacher is creating resources and core competences when transforming the companys strategy, these may need to be renewed and recreated because in more dynamic conditions competitive advantage is achieved when there is a capacity for change, learning and innovation.

Lymphoma: What To Expect :: essays research papers fc

On December 16, my life changed forever. I was in my third semester of college and had just finished my last final exam. Having studied all night, I headed to the university game room to shoot some pool and relax. After a few games I felt painful spasms in my neck and shoulder. At first I thought it was a â€Å"pinched† nerve, and I tried to ignore it, but the pain just got worse. I wanted to go home, but I had promised my girlfriend we would meet. As I walked to her building the pain shifted to my chest and I grew short of breath. I remember sitting out on the steps, waiting, and thinking, â€Å"What the hell is going on?† Never had I experienced such fear. I thought I would die. Shari and I had been dating for only a month, and I did not want to alarm her. So when she appeared, I said nothing. She, her girlfriend, and I walked over to the cafeteria for lunch. I sat there quietly wearing my best poker face. No one suspected anything. After lunch, the girls left to go t o their next exam and I went home. Looking back, I should have asked for help, but I did not. It took me over forty minutes to walk to my car. With each step, the pain was more crippling. I felt like an elderly man inching along with a walker. Foolishly, I drove myself home. I was nineteen years old, but never in my life did I need my mother more. When I walked in the door my younger brothers and sister were there, but mom wasn’t. I collapsed on the couch, but before I could explain mom arrived home. She could hear the desperation in my voice as I told her, â€Å"Mom, I have to go to the hospital, something is wrong!† and explained what was happening. She rushed me to the Emergency Room where we waited in the lobby for hours. The nurses had already performed their initial assessment. They thought maybe I had a chest cold or perhaps sprained the muscles in my sternum. They wanted to take an x-ray, but I had to wait. Mom was worried about my brothers and sister being alo ne. My stepfather had met us at the hospital, so he stayed with me while she went home to care for them.

We Must Provide Subsidized Healthcare for Illegal Immigrants Essay

The topic of undocumented immigrants is heavily debated across the United States. Furthermore, the concept of these undocumented immigrants receiving subsidized healthcare is an even more highly controversial matter. The conflicting sides are significantly divided even though the United States of America was founded upon the notion of freedom and the melting pot ideology. This paper will examine the dilemma of undocumented immigrants and access to subsidized healthcare; yield a few attainable solutions in addition to some recommendations for the future on how this issue may be solved. Immigration has been around in the United States of America since the colonial times. Along with those immigrants come many other issues, including healthcare. Many of the millions of immigrants presently in the United States are without insurance. This paper will discuss how important it is for us as Americans to provide those who are uninsured and here illegally with some form of subsidized care. Additionally, this article will inform readers on reasons why this should derive from an ethical stand point and due to the associated health risk that can come about for those who are here legally. The multiplying constituency base includes healthcare providers, consumers, and buyers. There is a great importance to these individuals regarding the assurance of a more equitable and accountable system of healthcare (Kaiser Family Foundation). The terms â€Å"illegal immigration† and â€Å"undocumented immigration† are often used in an interchangeable manner. â€Å"Illegal immigration is the movement of a person from his native country to foreign country, with an intent to find a lively hood and settle down without the permission of the government. Il... ...2690> ProCon.org. Is Illegal Immigration an Economic Burden to America?, August 11, 2009. Web. 20 March 2015. Smith, J. â€Å"Screen, Stabilize, and Ship: EMTALA, U.S. Hospitals, and Undocumented Immigrants.† Houston Journal of Health and Law Policy 10, 2010: 309-358. Web. 20 March 2015. The Henry J. Kaiser Family Foundation. Race, Ethnicity, and Health Care Issue Brief: Policy Challenges and Opportunities in Closing the Racial/Ethnic Divide in Health Care, March 2005. Web. 11 March 2015. Theadvocatesforhumanrights.org The Facts: Undocumented Immigrants. The Advocates for Human Rights, 2006. Web. 11 March 2015.

Nebuchadnezzar and the Creation of Dissedence :: Essays Papers

Nebuchadnezzar and the Creation of Dissedence The artist of the piece to be examined, "Nebuchadnezzar", painted in 1795, is the Romantic poet, author, artist and theorist William Blake. I viewed the piece on Monday 27 September 1999 at the Tate Gallery in Westminster. The piece is a colour print finished in ink pen and watercolour on paper. (See Figure 1) The subject of the piece is King Nebauchadnezzar, ruler of the Babylonian empire from 605 to 562 B.C. The narrative behind the image is that of partly historical and partly mythological backround. The king is a factual person, but the image which Blake depicts is from a story of Nebauchadnezzar's dream and the allegorical interpretations of historical events in the Old Testament's Book of Daniel to illustrate the power of God. The story of King Nebauchadnezzar which the print depicts is that of one of the King's dreams. The powerful Machiavellian king dreamed one night of a great tree growing from the earth. The tree produced abundant amounts of fruit and it grew until its top reached heaven. A celestial being appeared in the King's dream and ordered him to cut the tree down, leaving only its roots bound in iron and bronze in the grass. The same being then decreed that the King's mind be changed from a man's to a beast's. Because the King did not understand his dream, he called on the prophet Daniel to explain it. Daniel told him that Nebuchadnezzar was the strong tree in his dream. He interpreted the dream as being a decree from God that the mighty King who ruled without care for anyone but himself would be condemened to dwell with the beasts so that he would recognize God's superior power.

Adult Development Analysis

Lamis came from a family that originated from the country of Pakistan. She has a big family–her mother, father, fiver brothers, and two sisters–and they all give importance to the values, culture and behaviors inculcated into their minds by their parents. She expressed how blessed she was to be in a family that treasures love, respect, integrity, and life.Lamis life was indeed very challenging because she grew up amidst various complexities in life. When she was a little child, she was always confused as to whose directions should she follow because she has parents who are entirely two different individuals. Her mother is someone who loves to be with people so much.She likes socializing with people and undertaking activities with them because such experience gives her certain pleasure and enjoyment that she does not find in any other places. Her father, on the other hand, is the exact opposite of her mother. He does not like the idea of being with people.He is more comf ortable being alone in his own place, perhaps because her father is a very private person. He keeps a lot of things in his mind and usually do not share most of those things to her mother. Furthermore, her father is very pragmatic and he is open-minded that he understands the contemporary things they do in their lives even if those are sometimes against his beliefs.On the contrary, her mother does not want them to do things on their own. She is very strict in terms of the things they undertake. She wants them to always obey her because she believes that she knows what is best for her children.The contradictions demonstrated by Lamis’ parents made her initially a very confused individual. It affected the development of her morality. She told me she loves both of her parents so she was usually torn between whether to follow her father or her mother.She eventually learned to balance the characters of her parents and somehow managed to grasp the positivity of their differing indi vidualities and created a whole set of values, behaviors, and beliefs that influenced her moral development.Lawrence Kohlberg, a theorist who proposed the concept of moral development, conceived that individuals continue through each stage of moral development consecutively without skipping or returning to a previous stage.According to him, the stages of processing ideas, implying qualitatively, various ways of reasoning, and of problem solving are incorporated in the three levels of pre-conventional, conventional and post conventional development (Hayes, 1994).The pre-conventional level of Kohlberg’s moral development theory communicated that behavior is motivated by anticipation of pleasure or pain (Hayes, 1994). The child is aware of cultural rules and labels of good or bad and right or wrong.The subject then interprets the labels in terms of the physical consequence, such as punishment or reward. This was true in Lamis’ family particularly with how her parents rais ed them. Her mother, in particular, would always want them to help each other and to do things in accordance with her will because she was so strict during those times. She would not allow them to play outside the house if any of them disobey her.Also, she wanted them to always study hard and incessantly reminded them the importance of education in their life. Hence, she would keep their toys and other sources of entertainment like television if they do not review their lessons at least two hours everyday.Her father, on the other hand, would reward them for every good things they do like cleaning the house, fixing their bedrooms, and studying their lessons. He would buy them special cookies or their favorite chocolates every good grade they get from school.Going back to Kohlberg’s moral development theory, the first level, pre-conventional, of moral thinking is generally found at the elementary school level, before the age of nine (Kay, 1982). This level is divided into the f ollowing two stages.The punishment and obedience orientation. This is observed in children ages one to five. The subject is in avoidance of physical punishment and deference to power. The child behaves according to the socially acceptable norms, due to the fear of punishment by an authority figure. The physical aftermaths of an action ascertain its goodness or badness.â€Å"What is right is to avoid breaking rules, to obey for obedience’s sake, and to avoid doing physical damage to people and property† (as cited in Wart, 1998, p. 36). Furthermore, an individual at this stage does not consider the thoughts or feelings of others, nor are they able to relate two points of view. As in Piaget’s framework, ego-centrism and the inability to consider the perspectives of others characterize the reasoning of stage one (Piaget, 2003).The individual instrumental purpose and exchange orientation. Subjects usually between the ages of 5 to 10 are observed maintaining the attri butes of being â€Å"self-serving.† This stage is â€Å"characterized by a view that right behavior means acting in one’s own best interest and occasionally taking into consideration the needs of others† (Penn State Engineering, 2006).There is an early emergence of moral reciprocity. â€Å"You scratch my back, I’ll scratch yours.† The individual will do what is necessary to satisfy his own needs not concentrating on loyalty or gratitude. Justice becomes â€Å"Do unto others as they do unto you.† What is right is the immediate interest in the form of an equal exchange, deal or agreement.A subject at this stage of moral development has a basic understanding that norms and conventions are necessary to uphold society. The motto of this stage is â€Å"What’s in it for me?† Elements of sharing are present but are interpreted in a physical pragmatic way (Hayes, 1994).When Lamis was a little kid, she told me she really did not care so much about the feelings of other people like her siblings and playmates. What was important for her was to play and made sure that she did not violate any of her parents’ rules because her strict mother would surely punish her.Lamis was so young then that she actually did not understand everything her mother told her but she did acknowledge the fact that her mother would not be happy if she does something wrong. Until Lamis learned to care about other people and realize the importance of doing good things to others.Her father played an important part in making her understand the essentiality of recognizing the welfare of other individuals in order for those people to do the same good things to her.Lamis’ early learning experiences were fundamentally influenced by her family. She told me during the interview that she did not go to school early, unlike other children, because she had asthma. She only started to go to school when she was eight years old.Apart from the fac t that she had asthma, her parents were scared to leave Lamis in school at a very early age. Such action, according to her, was perhaps due to the conservatism in their culture. Yet, her father never forgot to tell her good things about going to school and learning new things from a teacher.Lamis’ father would always narrate his positive experiences he acquired from school and things that education allowed him to do. Hence, Lamis became really interested in going to school and in fact, became one of the best students when she started her formal education.Furthermore, Lamis was very thankful to her mother being extrovert. Although she was not allowed to go to school at an early age, her mother would always bring her whenever her mother would socialize with her friends and this was perhaps where she learned most of her social skills, where, according to Kohlberg and Piaget, most moral development occurs along with aging process (Duska & Whelan, 1975).When Lamis started her firs t formal education in Saudi Arabia, she admitted to me that she had complicated experiences the first time basically because she found it very challenging to assimilate to the culture of her school considering that her native culture was very different from the school culture in so many ways.On top of this, she did not know the English language that made it more difficult for her to interact with and understand her classmates. She shared to me one experience and this happened during the school opening. She came to school with short hair and most of her classmates were making fun of her.Since she did not understand the language, she did not get affected and instead maintained her good values and behaviors that her parents inculcated into her mind. Lamis further shared to me some of her strengths when she was a student. She told me she was that kind of student who leads and influences other students. She never got intimidated by the presence of her classmates.In fact, she was the clas s leader and she was the one assigned to do the morning news and introduction at school. She was capable of handling the entire class and her teacher actually entrusted to her the class whenever the teacher leaves. She took responsibilities very well. Such behaviors gave her good grades in school for 12 years.During this part of the interview, I was able to trace where these positive and strong attitudes and behaviors came from. I believe her being strong, socially interactive, intelligent, independent, and creative was due to the trainings provided by her parents when she was a little kid.As mentioned earlier, Lamis was introduced to the notion of reward and punishment system when she was young. Her strict mother would always ask her to study and do things accordingly; otherwise a corresponding punishment would be executed.The interview moreover reveals that Lamis’ life is heavily influenced by her many personal encounters with an array of people of equally diverging persona lity types. Which is why, Erik Erikson’s psychosocial theory appears to be a very good choice to help further elucidate Lamis’ unique learning tendencies and personality traits.Erikson’s model, if only to mention, puts higher premium than most on exploring the environmental influences of a person as one grows up. In other words, it â€Å"considers the impact of external factors, parents and society on personality development from childhood to adulthood† (Learning Theories, 2007).According to Erik Erikson, each person needs to undergo eight major life-defining stages over the period of their given life spans. And these stages, on a careful analysis, have two chief characteristics. First, these interrelated life stages – infancy, toddler-hood, school-age, adolescence, early and mid and late-adulthood – are differentiated not by the traditional approach involving the use of chronologically-based age ordering system.Put in other words, Eriksonâ €™s model does not rely on the age of the person in solely evaluating his or her psychological development. Instead, Erikson conceives of these life stages always view of the growth and development of a person achieves relative to his or her age. Critical to his notion of psychosocial theory of personality development is the areas of growth that come with each life stage.Second, every life stage consists in â€Å"a developmental task that confronts individuals with crisis† (Satrock, 2006, p. 71). Erikson’s model maintains that a person needs to find a resourceful way to successfully hurdle the respective crises each life stage brings him or her. If a person resolves a crisis, it serves his growth process well.If a person is unable figure a resolution for it, chances are, it stalls the development of his or her growth and well being. Crises, in needs to argued, are life-defining moments. And as such, it promises not only an ugly catastrophe for a person, but an â₠¬Å"enhanced potential† of a healthy psychological life as well (p. 71).During infancy, Erikson believes that a person needs to resolve fundamental trusts issues. This is achieved when a child is adequately nurtured; i.e., if the immediate environment – the mother, father and siblings, among others – responds well to his or her needs.If a child did not establish a basic sense of security from the family, it can result to an unfortunate retardation of his capacity to trust the larger world later on. Stage two meanwhile pertains to the struggle of a toddler to establish his will.During this stage, a child is able to learn many new things and is beginning to learn what is right from wrong. Depending on the way a person is nurtured at this particular stage, a child can either end up having a strong sense of autonomy or shame.The next phase is the preschooler stage – a time, as it were, to indulge in childhood curiosity. When properly affirmed, a child can devel op a good sense of initiative. When constantly rebuked, a child is expected to develop a gripping sense of guilt.According to Erikson, the immediate family of a child plays a very crucial role in the development or the retardation of children undergoing these three initial stages. In many ways, the importance Erikson places on the role of the family makes his theory wholly distinct from the more inclination-indulging theory of S. Freud (Erikson, 1964, p. 9)Stage four meanwhile concerns the school phase of a child. During these years, a child needs to be empowered to develop his or her competence and self-esteem. At this stage too, a child can either develop a sense of industry or inferiority depending on the manner by which he or she successfully handles the pressures of peer and studies.The next phase is the adolescence stage. At this point, the influence of the family, especially the parents, start to diminish. Everyone’s chief concern at this stage is to establish fidelity in one’s personal affiliation, belongingness, or even relationships. Moreover, a person can either end up establishing a strong sense of who he or she is, or wound up under-developing his or her identity in a crisis marked by severe confusion. Stages six to eight pertains to a person in his or her adulthood.In particular, stage six, or the early adulthood stage, underscores a person’s struggle for love. Since this is the stage proper to establishing relationships, a person can either nurture intimacy or fall apart because of isolation. Stages seven and eight are phases that involve a person’s quest for generativity and integrity. When undermined, a person can sorely wound up into a stage of extreme wallowing and despair (Learning Theories, 2007; Satrock, 2006, pp 71-72).Using Erik Erikson’s theory to evaluate Lamis, the following observations can be noted:First, it can be said that Lamis’ authoritative comportment and unmistakable confidence take root from a successful resolution of her life’s first stage. Lamis’s early life was marked by healthy interaction with her family members.And because each person takes on the â€Å"capital† of gaining something from one’s family of origin (Wartofsky, 1986, p. 113), it can be argued that Lamis’ was able to gain the all important aspect of familial love in her life. Lamis admits belonging to a family that places much regard on care, love and nurturance.Moreover, her being born into a large family turned out to be an advantage for her as well, since her basic need to be nurtured and taken care of as an infant was addressed. This is perhaps the most fundamental reason why Lamis was to develop a strong sense of security as an adult; as indeed, this factor too may help explain why she looks at the world brimming with confidence, optimism and pride.Next, one can also note that Lamis’ is herself quite clued-up with the fact that most of what she bel ieves in and holds on in life stem from the unique manner by which she was nurtured. For instance, Lamis claims that early on in life, she already manifested a certain strain of stoicism towards feelings on account of a very strong sense of rules and punishment-reinforcements.For someone who was just beginning to explore the world, it seems pretty obvious that Lamis developed a sense of autonomy defined by how successful she was able to play by the rules. Her desire to avoid being punished and suffer the shame of being reprimanded by her otherwise rigorous mother was controlling motive for this.As such, this is a classic case of autonomy vs. shame struggle manifested by toddlers. In the process, what emerged from her struggle to obey was a person who has a specific leaning towards obedience and a knack on leadership that influences other people to obey as well.Lastly, it has to be mentioned as well that Lamis’ school age is also marked by a successful overcoming of inferiorit y and low self esteem crises. During the interview, Lamis revealed that her initial contact with the school environment turned out rather unpleasant; as indeed, she had to adjust into the school system rather quickly (since she did not have any schooling prior to her entrance at the age of eight), and put up with incessant teasing of her classmates.But because she was nurtured by a family that cared and supported her, she was able to overcome her school-age crises. In the process, she developed her sense of initiative and industry. This is perhaps seen most glaringly in the healthy and motivated way by which she views her efforts to succeed well in her studies even until the present.To briefly conclude, this paper ends with a thought that, indeed, Erik Erikson’s psychosocial theory is able to provide a window for us to look at Lamis’ belief system, behavioral uniqueness and personal worldviews within the larger context of her past experiences. Lamis is indeed a person shaped by the interactions she has had in her lifetime.It is imperative to note that in the years to come, she is to encounter more life defining crises; this time about issues pertinent to adulthood. But what stands out for the meantime is her triumphant emergence from the three identified crises she has thus far encountered.After using Erikson’s theory, we were able to affirm that Lamis’ being able to establish a healthy sense of confidence as an infant, autonomy as toddler, and initiative and industry as a school-age child, surely did serve her well.BibliographyDuska, R. & Whelan, M. (1975). Moral development: A guide to Piaget and Kohlberg. New Jersey: Paulist Press.Erikson, E. (1964). Insight and Responsibility. Lectures on the Ethical Implications of   Ã‚   Psychoanalytic Insight. New York: Norton and Company.Hayes, R. L. (1994). The legacy of Lawrence Kohlberg: Implications for counseling and human development. Journal of Counseling & Development, 72(3), pp. 2 61-267.Kay, S. R. (1982). Kohlberg’s theory of moral development: Critical analysis of validation studies with the defining issues test. International Journal of Psychology, 17(1), pp. 27-43.Learning Theories Knowledgebase (2008). â€Å"Erikson’s Stages of Development†. Retrieved 28   Ã‚  Ã‚  Ã‚   July 2008, from Penn State Engineering. (2006). Ethical decision making processes. Retrieved June 24, 2008, from http://www.vanderbilt.edu/CenterforEthics/Descriptions-More%20Info/Resource%20Pages%20for%20Ethics%20Workshop%20-%202006.pdf.Piaget, J. (2003). Part I: Cognitive development in children – Piaget development and learning. Journal of Research in Science Teaching, 40(1), pp. 8-18.Satrock, J. (2006). Educational Psychology. New York, McGraw Hill, Inc.Wart, M. V. (1998). Changing public sector values: Montgomery Van Wart. Taylor & Francis.