Academic degree Essay Example for Free

Academic degree Essay After the SPM examination,many students have to decide their future on which education to pursue. Some of my friends chose to enrol in college. I decided to study in matriculation college as a Pre-U qualification to enter university. My reason is university education is better than college education. This is because university has a better education system,more dedicated lecturers and better facilities. First,university education provides a better education system than college does. A SPM certificate is enough for you to enrol in a college but to enter a university you need a Pre-U qualification such as STPM or A-level. This simply shows that it is harder to study in university as you need some qualifications in which the college does not demand. Besides,the grading system in university is stricter than that of college. So,students have to work harder to get a good result. On the other hand,most college change their grading system,according to the overall result of their students. Moreover,the the syllabus in university is well designed. Besides giving knowledge,it helps to develop the social skills of students. For example,Students have to do survey on public about topics related to their study. This ensures that the graduates can have critical thinking skill and communication skill. Universities usually hire more experienced lecturers with better knowledge. According to a research, these lectures possess a Master or PhD degree and some even graduated overseas. Thus,they have higher level of of knowledge which benefits the students. Besides,Most of them have years of teaching experience and so they know how to guide their students,developing their skills and exploring their potential. For instance,a Physics lecturer does not only talk on theories. Instead,he teaches the students to analyse a problem logically. They are also more caring and responsible to their students. These qualities are hard to seen in college lecturers,who are mostly bachelor degree holder and work just for money. (very serious generalisation here!) Last but not least,university usually has better facilities,for example,the state-of-art computers. Unlike those college such as Inti College which are run by private companies,university has a better management. Thus every single thing in the university,including the infrastructure is planned and developed well. This is beneficial to students. For instance,university with advanced laboratories is beneficial to students as they can learn science better by being explored to the real situation while conducting experiments. Besides,university with better sports facilities can help the students to relax their mind. In other words,better facilities means a more conducive environment for university students. In a nutshell,university education is better than college education for its better education system,lecturers and facilities. Despite the growing number of college in our country,I advice fellow friends to choose university education so that when you graduate,you are competitive enough to survive in this ever developing world.

Change Management Strategies at IKEA

Change Management Strategies at IKEA IKEA is the worlds most successful mass-market retailer, selling Scandinavian-style home furnishings and other house goods in 230 stores in 33 countries and hosting 410 million shoppers per year. An acronym for founder Ingvar Kamprad and his boyhood home of Elmtaryd, Agunnaryd, IKEA began operating in Sweden in 1943 and continues its original ethos based upon cost obsession fused with design culture. No design, no matter how inspired, finds its way into the catalogue if it cannot be made affordable.As a means of expanding the business, the company considered change in its business in the form of selling 2nd hand furniture by reconditioning damaged or old furniture stocked in its warehouse and offering furniture reconditioning services to customers. In developing this kind of business, it expects to make this constitute fifty percent of its business. 2. Term of reference In this part of the section, we will list several aspect of theoretical approaches that we could apply in the company to plan and implement the change. 3. Planning and implementing the change 3.1. The need factor during the change Waste reduction and improvement in recycling wastes are the issues that are driving the need for change. IKEA incurs waste because of damaged furniture during transportation, handling or wear-and-tear when stocked for longer periods in the warehouse. Although the compa . Problem/Issues that Prompted the Need for Change Waste reduction and improvement in recycling practices are the issues that prompted the need for change. Eastern Furniture Company incurs waste because of damaged furniture during transportation, handling or wear-and-tear when stocked for long periods in the warehouse. Although the company takes its cue from the inflow and outflow of furniture from its warehouse for delivery to customers in determining which furniture to make in greater volume and which furniture to stop making or make in lesser volume, the company has to manage a bulk of damaged furniture that it cannot sell. These take up valuable warehouse space and comprise loss for the company. Overall, the issue is one of efficiency, which has two elements. One is the ability to maintain a good ratio between the input allocated or employed and the output generated. Ideally, there should be balance in the ratio to ensure break-even but to ensure positive returns the ratio should be greater in favor of output. (Thompson, Strickland Gamble, 2007, p. 93) Waste represents input not transformed into output. The company wanted to place greater weight on output by optimizing resources use. Another is the enhancement of the skills in avoiding or preventing wastage of resources and time. The company has to minimize waste of both resources and time to improve performance. 3. Identifying and Assessing the Causes of Change Understanding the change and clarifying the justifications for the change is an important management process. There are various diagnostic tools useful in assessing change. These clarify the change and points to compelling reasons that supports the decision to implement the change. One tool is the force field analysis, which refers to the process of listing down the pros and cons of the planned change and evaluating the merit or soundness of the decision as well as the viability of the change (Hurt, 1998, p. 55). The table below shows the forces supporting and discouraging the implementation of the planned change. Forces for Change -boost resource management efficiency -increase sales -control cost -enhance profitability address customer demand -add value for products and services to customers increase market share -ensure sustainable growth Planned Change (establish a 2nd hand furniture trading) Forces against Change -increase operating cost -pull or stretching of available resources -resistance from managers and employees -risks of incurring further losses A number of forces support change. These forces encompass different areas from the improvement of resource management practices by optimizing output from the input used, financial performance in terms of sales and profitability by controlling cost, and marketing outcomes by meeting new demand and adding value to customers. The occurrence of these forces of change could mean sustainable growth for the company. However, there are also important forces discouraging the change. These include increasing operating cost because of the expansion of the business, the pull of resources from the existing business to the new business that means the stretching of available resources. There could also be resistance from managers and employees because of the change in organizational structure. The risk of incurring further losses in case the company is unable to manage effectively the rigors of the change process is also an adverse factor. By balancing these forces, it appears that the forces supporting change weigh greater than the forces discouraging change. Achieving the benefits is viable given the stable financial situation of the company and the opportunities for expansion in the market. The company has sufficient resources to invest in the change and the expected returns are high because of the growing market for refurbished and environmentally friendly furniture products and services. The establishment of a 2nd hand furniture business also adds value to its product and service offering to customers by providing customers with the opportunity to help in conserving the environment by minimizing waste through recycling. However, the company needs to address the forces discouraging change by developing a sound resource management and investment plan, developing preventive and contingency plans for risks, and easing the resistance of managers and employees. By addressing these discouraging factors, the company can e nsure expected results from the change. Another tool is critical pathways, which refers to the use of directions and schedules in planning tasks and monitoring completion to ensure the achievement of the expected results. Using this tool determines the viability of the change and the areas requiring focus. (Thompson, Strickland Gamble, 2007, p. 93) The table below shows the tasks required in the implementation of the change, the commencement period, the period for completion, type of activity, and the relative depends on the tasks necessary for completion. Task Commencement Completion Type Task Interdependence 1. marketing study Month 1 1 month Sequential 2. consultation of managers and employees Month 1 2 month Parallel 3. brainstorming and preliminary planning Month 2 2 months Parallel 2 4. expansion strategy implementation (i.e. mergers and acquisitions, joint venture, takeover, etc.) Month 4 2 months Sequential 1-3 5. restructuring and hiring of new employees Month 4 3 months Parallel 4 6. preliminary marketing activities Month 7 6 months Sequential 1-5 7. preliminary evaluation Month 10 1 month Sequential 1-6 8. final evaluation Month 12 1 month Sequential 1-7 The entire change process happens in a twelve-month period. The identified tasks support the viability of the change. The tasks distinguish the preparatory activities, implementation proper activities, and post-implementation activities that the company needs to complete the change process. The tasks also coincide with the issues requiring consideration such as resistance during the restructuring process relative to the results of the consultation with managers and employees and the development of the appropriate marketing activities coinciding with the results of the marketing study. The determination of the sequencing of tasks and interdependence of the tasks also supports the viability of the change by determining priorities during a particular period to ensure due preparation and evaluation of implementation. Overall, the critical pathways analysis supports the commencement of the change and identifies the tasks for completion to achieve the change. 3. Stakeholder Analysis The change process is organization-wide, which means various parties likely affected by the change involving the development of a 2nd hand furniture service. Stakeholders pertain to the parties linked to the business firm who stand to experience benefits or adverse effects from the change (Friedmand, 2007, p. 172). Identifying the stakeholders and the respective interests is important to develop ways of wining over these various stakeholders who are likely to contribute to the success of the planned change. Determining stakeholders or the parties affected by the change together with the impact of the change to these parties is also important in prioritizing stakeholder interests as well as the resolution of issues faced by the stakeholders. (French Delahaye, 1996, p. 22) There are a number of stakeholders in the planned change falling under either internal or external stakeholders. First is top management of the organization who decide on the change, direct strategy implementation, and carry accountability for the outcomes of the change. Second are middle managers affected by the change and comprise implementers of the tasks constituting change. Third are employees also affected by the change and serve as movers in the change process. These three stakeholders also constitute internal stakeholders as they form part of the organization and directly experience and participate in the change process. Fourth are suppliers of furniture retailed by the company who could be affected by the expansion. Fifth are investors and investment parts providing capital needed in the change process. Sixth are customers for whom the change is directed and from whom the impact of change is assessed. These last three stakeholders comprise external stakeholders by not being part of the organization. These stakeholders influence the change indirectly but could influence the success of the change management activity. There are a number of tools in analyzing these stakeholders. The application of these tools identifies stakeholder interests and clarifies the prioritization of stakeholder interests, in case of conflict. This is necessary to ensure that the intended impact for stakeholders and the expected response from these stakeholders ensure the achievement of objectives for the planned change. One analytical tool is the power model, which classifies stakeholders according to their relative power or influence in swaying the change process. There are four classifications of stakeholders relative to power, which are promoters, defenders, latents or apathetics. These classifications vary according to the interest in achieving the change and the influence on the change process. The model also determines the stakeholders included in the decision-making over the change process depending on the relationship with the company and the influence on the operations of the company. (Cooper, 2004, p. 13) Stakeholder Classification Prioritization of Change Influence on the Change Internal Stakeholders External Stakeholders Promoters High High Top Management Investors or Investment Partners Defenders High Low Middle Manager Latents Low High Employees Customers Apathethics Low Low Suppliers In implementing this analytical tool, the identified stakeholders fall under different classifications. This determines differences in interest and the means of managing these interests. In achieving the planned change via policy support, there should be strong support from the top management and middle managers. It is important achieve strong support from top company officers as well as middle managers to ensure the development and implementation of policies towards the planner change. To ensure successful implementation, it is important to consider and integrate the interests of investors to gain capital that supports the change process, employees who would implement tasks comprising the change process, and customers whose acceptance determine the marketability of the new business. Another analytical tool is the resource dependence theory (Frooman, 1999, p. 191) that classified the relationship between the firm and stakeholders into four types, which are 1) firm power, 2) high interdependence, 3) low interdependence, and 4) stakeholder power. The nature of the relationship determines the issues requiring resolution to manage effectively stakeholders. The core idea of this analytical tool is the recognition of the limited self-sufficiency of business firms so that they have to rely on their environment to address difficulties. Firm-Stakeholder Relationship Stakeholders Firm Power Middle Managers, Employees, Stakeholder Power Customers, Top Management High Interdependence Investors and Investment Parties Low Interdependence Suppliers The implementation of this analytical tool shows the stakeholder priority of the organization in achieving the planned change in the context of resource accumulation. Since the company has strong dependence on investors and investment parties as source of capital and investors also rely on the company to experience returns. This means that the company should develop mutual positive relationship with investors and investment parties. Since the power of stakeholder is high in the case of customers and top management, which means that the company should consider the important roles of top management in directing change policy and customers in justifying the area of change. 4. Change Implementation Strategy Determining the appropriate and effective change implementation strategy is an important part of the management of the planned change. The change implementation strategy determines points to the viability of the change by identifying the nature and direction of the intended change together with the corresponding roles of the parties involved and the activities requiring completion. There are two considerations in developing the change implementation strategy. One is the direction of the change, which is either top-down or starting from the front line. Another is the source of the factors for change, which is either internal or external. A top-down change implementation refers to planned change because change emanates from the implementation of change policy from the top management. This means that change occurs through directives from the top expressed through change in the attitudes and behavior of employees as well as work processes and output. Top-down change implementation strategy is also similar to the hierarchical model of change, which places stress on the manner of utilizing the firm structure, compensation and incentive system, and other control systems to facilitate the achievement of the intended change. As such, senior management serves as architects of the change and manages the organization to achieve the desired change. The hierarchical model usually applies in changes involving the change in structure, staff, compensation systems, incentives, performance measures, and other similar change. Control serves as the means of ensuring the change. Rational connection between the planners and doers also ens ures change implementation, which means that the intended change should be rational in terms of firms and stakeholder benefits to be accepted by the doers, which is made up of the front line employees. However, this also has limitations such as the use of inaccurate information to support decisions over the change process and problems in motivating change at the lower levels of the organizational structure. In addition, this aligns with the economic perspective of organizational change. (DeWit Meyer, 2004, p. 297) Change commencing from the front line refers to the encouragement of creativity and innovation at the bottom level of the organization. The creation of an innovative working environment and implementation of incentives for innovative outputs encourage employees to determine solutions to problems they experience in the delivery of products and services and dealings with customers. The implementation of these solutions comprises the change. This has relation to the cultural model of change implementation, which emphasize on the participation of employees at the lower level in the formulation and implementation of strategy in terms of information feedback to their immediate managers or supervisors. As such, there is a fusion between the roles of thinkers and doers because managers participating in doing while employees also take the role of thinkers. Because of this, the change focuses on the infusion of organizational culture across the firm. Top management provides broad guidance in i nnovation. (Goold Quinn, 1990, p. 176) This works well for decentralized business firms. However, this also limitations including the assumption that the managers and employees are well-informed and able to make informed decisions on areas of change and sound solutions to front line problems. Focus is difficult to maintain in using this model. The change process would also likely involve costs and involves a certain period. Not all organizations can afford the high price for change from the grassroots or culture-based change or have the luxury of time to wait for protracted change. (Parsa, 1999, p. 73) There is also an alternative change implementation perspective, the collaborative model, which requires the participation of senior managers in the process of strategy formulation. This means that top management facilitates brainstorming, consensus building and other collaborative methods in planning the change so that top management also comprises the bridge for change implementation on the part of middle managers and employees. (Goold Quinn, 1990, p.176) As an integrative model, this addresses the problem of information inaccuracy likely to occur in the implementation of top-down change as well as the assumption of complete information at the grassroots in applying the cultural model (Parsa, 1999, p. 73). The distinction between thinkers and doers blurs but this does not completely disappear because of the assumption of the parties of dual roles. Based on the understanding of the planned change, which is expansion by establishing a 2nd hand furniture business and requiring prioritization of the interests of investors and customers, the appropriate change implementation strategy is the collaborative model. The change involves the acquisition of business units, restructuring of the organizational structure, and hiring of new employees. The acquisition of new business units is a strategic issue for resolution at the level of top management with feedback from senior managers to support sound decision-making. The hiring of new employees and restructuring of the organizational structures are management issues for resolution at the senior management level obtaining policy guidance and confirmation from top management while at the same time obtaining feedback from middle managers and employees on emerging problems and effective solutions. Senior managers serve as the fulcrum balancing or bridging change implementation and the change process. Successful change ensures the interests of investors and customers. Change implementation strategy could also be internal and external. Internal change implementation means that the parties involved in the change are members of the organization and the achievement of change depends on internal competencies. External change means that the parties facilitating change do not form part of the organization and infuse external competencies into the change process. However, these are not conflicting, which means change implementation could involve both internal and external factors, with the extent of combination depending on the requirements of change implementation. (Grant, 2002, pp. 132-133) The change implementation strategy for the planned establishment of a 2nd hand furniture business involves the combination of internal and external factors. The internal factors refer to top management directives or guidance, consensus building and feedback from senior managers, and feedback from middle managers and employees over issues and solutions emerging from the front line. The external factors include capital infusion from investors, feedback from external consultants, and acquisition of business units. 5. Addressing Resistance Key to the success of the change implementation strategy is the identification and understanding of the factors blocking the implementation of change. Kotter (1996, p. 3) described blocks as the entirety of the hindrances and issues experienced by business firms in the course of implementing change. This requires resolution to ensure the successful implementation of change. An impending block to change implementation is resistance or disagreement, disapproval or opposition to some aspects or all of the planned change. If unaddressed, resistance could lead to delays, accumulation of additional costs or even the failure of change implementation. Resistance finds explanation through the transition curve (Fisher, 2001, n.p.) [See Figure 1 below] that explains the response of parties to the change as a process. Upon learning of the planned change, the affected parties experience anxiety because of concerns over whether they can cope with the change. This could lead to happiness because of the realization that change, which could be anticipated, could happen or denial because of the inability to accept the change. However, this could immediately turn into fear because of concerns over the expectations of their role and the impact on them that could develop into depression when in the stage of uncertainty. This could then lead to two directions. One is towards gradual acceptance and moving forward as the affected parties develop confidence in the change and their roles in the implementation of change. Another is towards hostility and absolute resistance because of the inability to find their place and role in the expected change. Recognizing the adjustment to change as a process implies that business firms should address the fears and threats faced by the parties affected by the change to ensure that the attitudes and behaviors of stakeholders lead to acceptance and moving on. Based on the transition curve, resistance to the planned establishment of a 2nd hand furniture business would likely come managers and employees. The change involved the acquisition of new business units to comprise 50 percent of the business. The different nature of the business means change in existing practices and norms. The change also involves the restructuring of the organization, which means the removal of some positions and creation of new one and the removal or reassignment of people. These situations build fear among managers and employees. The change also involves the hiring of new personnel, which could be perceived as threats by existing employees. Specifically, there could be several sources of resistance to the planned change. One is the concern of employees over the changes in their employment status after the implementation of the change. The initial response to threats on employment status is resistance by fighting against the change to prevent the cancellation of positions and removal of personnel. Another is the concern over possible changes in their tasks if they remain employed with the company after the establishment of the new business. Employees experience security by developing knowledge and skills necessary to accomplish their work effectively. The change requires the accumulation of new knowledge and skills that challenge the security of employees. Still another is the different perspectives of managers and employees towards the purpose and impact of the planned change. The different in opinion could divide support for the change. Last is the adverse perception towards the change because of lack of consultation. The implementation of change without sufficient consultation, based on the perspective of managers and employees, could develop negative regard towards the change. Addressing the problems of resistance that develop in a process could also be through a process that requires strong leadership. Addressing resistance is a three-stage process [See Figure 2 below] that commences with the unfreezing of the present status of the organization, followed by the guided movement towards the new position, and concluding with the freezing of organizational life at the new position. This means top management, with feedback from senior managers, should determine the existing position of the company, articulate the new position, and implement policies or activities that move the organization from the current to the new position. This finds further explanation by the parallel three-step process. The first step is defrosting of the status quo, followed by the taking of actions that usher change, and concluding with the anchoring of the achieved changes using corporate culture. This also highlights the importance of leadership and adds the incorporation of the chan ge in the corporate culture as the means of ensuring that the organization remains at the new position. (Lewin, 1997, pp. 330-334) These three-step processes address resistance in a number of ways. Completing the first step means that the company has identified a rational justification for the change by understanding problems in the present status of the company and developing a vision of the outcome of the required change to address these problems and gain benefits. Implementing the second step requires the identification of activities and processes that encourage the intended behavior or action from all stakeholders. These behaviors and actions comprise movement towards the new position. The application of the third process through activities that secure the comfort and satisfaction of the organization towards change should ensure the stability of the organization in its new position. (Lewin, 1997, pp. 330-334) Specific actions or activities that could help the organization address resistance. First is the establishment of a sense of urgency over the need for change. It is common for people to require a reason for agreeing and participating in change. Leaders or top management has to provide an acceptable justification to expect change from managers and employees. Second is the development of the vision for change and communicating this to the parties affected. People also expect to make changes when they know where they are going. This means that leaders need to clarify where the change would lead the organization to expect managers and employees to understand the importance of their role in the change process and the impact of the change on them. Third is the establishment of a guiding coalition made-up of a team nurturing and supporting the change. The team has to exert influence because of their qualifications and other forms of influence towards managers and employees. Fourth is the em powerment of employees to participate in the change process with confidence. This means that leaders should provide room for the development of ideas on the part of managers and employees. This environment develops flexibility, which supports change. Fifth is the establishment of short-term goals that is realizable in a short period because people are not likely to cooperate in change without seeing positive results, no matter how minute, in the short-term. Sixth is the encouragement of additional changes to secure long-term or sustainable change to take advantage of the momentum of change by encouraging open communication and innovation. Seventh is the reinforcement of change through positive developments in the organization that justifies the better position of the company after the change. (Kotter, 1996, pp. 33-145) 6. Project Evaluation The evaluation of the project constitutes another important aspect of change management. Evaluating the project ensures the resolution of problems as well as the prevention of issues. One project evaluation model is the lifecycle of change management. The implementation of this mode commences with modifications at the model level and then the translation of these changes at the implementation level. This minimizes rework at the implementation level while at the same time developing a model for use in the assessment of the outcomes of change implementation. (Singh Shoura, 2006, p. 25) Simulation is a means of considering possible modification at the model level. In application to the establishment of a 2nd hand furniture business, simulation could apply to the assessment of different modes of mergers and acquisitions to determine the best means of achieving the desired change. The selected option is subject to implementation and expected outcomes, based on the model as the point of r eference. Another situation implementing the lifecycle model is the consideration of the role of leadership in the change implementation process. Ideally, leadership should develop the vision for change and guide movement towards the change through activities that comprise the change such as the assumption of new tasks by managers and employees. This ideal serves as the means of evaluating the role of leadership in actual practice. Managers should also facilitate consultations and feedback sharing within and across the different levels of the organization. This ideal comprises the point of reference in assessing the role of managers in the change process. Overall, the intention of the lifecycle model of change is that the organization should remain operational after the implementation of change but placed at a better position compared to the previous state before the change. The comparison of the difference between the old and present status in terms of strategic objectives tells so mething about the merit of the change and the effectiveness of the change implementation strategy. (Singh Shoura, 2006, p. 25) 7. Conclusion Change management is important in achieving strategic objectives. There are a number of elements for consideration in implementing change management. One is the clarification of the change by determining the problem or issue underlying the planned change. This is important to rationalize and justify the change. Another is the assessment of the change by weighing the forces that persuade and dissuade the change. The persuading factors should outweigh the dissuading factors to support the change. Still another is the identification of the stakeholders or the parties affected by the change together with the interests for purposes of the prioritization of interests in case of conflict. The development of the change implementation plan is also important because this determines the activities comprising change and the role of the parties in achieving the change. Understanding the blocks to change, particularly resistance is also important to ensure a smooth change process. Lastly, designin g a project evaluation is also an important element because this determines the extent of achievement of the change and areas for improvement in the course of implementation.

Management, Leadership and Public Health Planning

Management, Leadership and Public Health Planning Student Name: Aphrodis Ndayisaba 0. Introduction The complexity and dynamism of healthcare systems around the world make them require strong, knowledgeable and skilful managers and leaders. The need for effective health managers and leaders is of paramount importance in allowing organisations and professionals to achieve their goals. Part of the knowledge and skills that healthcare services managers and leaders should have include planning and change management. In this essay, we will discuss, using a health project and examples, the steps undertaken in planning process and later on we will be discussing on various ways that healthcare services managers and leaders would partake to effect organisational change. 1. The steps in a health planning process According to Ardal et al (2006), a plan is defined as â€Å"a map, as a preparation, as an arrangement†. Planning defines the direction where the organisation or a person is heading and how to reach there. Various activities are undertaken in health planning process. It is stated that health planning process follows as the same basic steps as any planning process and these steps form a cycle which is normally repeated in the planning process for programs, populations, systems or health goals. The necessity of repeated cycle is due to the prevailing conditions which some or all may push to the change of the existing plan. For example, new evidences to create, restore or support health are released unceasingly, thus to incorporate these evidences into plans, the planning process should be cyclical (Ardal al, 2006). According to Ardal et al (2006), most planning cycles comprise seven steps which are: Surveying the environment Setting directions Identify problems and challenges Identify ranges of solutions to the problem and challenges Identify the preferred solutions Implementation Evaluation According to the same source, some people might argue that planners are only involved in the first five steps yet planners are also instrumental in understanding and supporting to shape the implementation plan and evaluation. They may be invited to provide support in these latter activities. To discuss on these steps, we use an example of a community health project on fighting against malaria in a local district. 1.1. Surveying the environment This step is concerned with the information collection to determine the current situation regarding the issue under consideration. The assessment of the current situation is done from various perspectives. For example, in the planning process for the project to fight against malaria, those involved in the planning process can review the previous plans about the project. According to Chatora and Tumusiime (2004), the review of the previous plans is essential in the planning process as it helps find out whether the government policy changed over a period of time and what its impact on the plan. Additionally, the planners can review the previous plans to see any change on certain key information in the planning like demographic information on the number of the target population, social, economic and cultural factors, community engagement in the process and health delivery. Similarly, the review of the previous plans provides information on the change about resources like human, financia l and material resources and about the performance of the previous plans. 1.2. Setting directions This step involves goals and objectives setting and the establishment of the standards against which the existing health/ illness status or existing organisational or system performance will be compared with. Simply put, at this stage, health planners seek to answer the key question â€Å"where do we want to go?† or â€Å"what do we want to achieve†. In other words, the health planners identify the desirable future state or outcome for the issue in question. For example, during the planning process of the project intended to fight against malaria in the district, those involved may set the target of having zero death due to malaria in the district during a certain period. 1.3. Identification of problems and challenges This step is concerned with the identification and quantification of the shortfalls between the existing situation and the desirable situation. To identify problems and challenges, the available data should be taken into consideration; data from health information management system, community surveys, census, reports, and anecdotes alike. Problems can be either primary or secondary. On one hand, Primary problems include illnesses identified in the community like malaria, tuberculosis HIV infection, leprosy or other related to socioeconomic factors like inequity, unfairness or patient dissatisfaction. On the other hand, secondary problems or contributory problems are those problems related to poor health systems like shortage of health resources, poor health delivery services and poor management skills which contribute to the primary problems (Chatora Tumusiime, 2004). For example, during the process of planning the project to fight against malaria, planners have to make use of various data sources to determine the causes of the deficit between the current situation and the desired situation about malaria in their district 1.4. Identification of range of solutions to problems and challenges At this stage, a range of solutions to each identified problem and challenge is identified. Also, at this stage, an assessment of each possible solution, using criteria like feasibility with the available resources, cost-effectiveness, is done so that each solution can be compared with each other to ease the process of prioritisation. For example, in planning process about community health project to fight against malaria, each identified problem and challenge that impede the initiatives to fight malaria a solution should be sought to it. However, given the complexity of this step in identifying solutions to the problems and challenges, creativity is of paramount importance as some problems and challenges may not have readily available solutions (Ardal al, 2006). 1.5. Identification of preferred solutions This step is concerned with the selection of a solution or a range of solutions to deal with the identified problems and challenges in the above step. The selection of the solutions may require to take into consideration fiscal and political context and other limiting factors (Ardal al, 2006). For example, in choosing solutions to the problems and challenges to the fight against malaria, government policies and guidelines and the available resources and other limiting factors should be not be ignored. 1.6. Implementation This step deals with the implementation of the selected solutions and it is preceded by the development of implementation plan. 1.7. Evaluation It stated that this step may start with the development of an evaluation plan well prior to the actual evaluation. This step is concerned with the evaluation of the outcomes of the implemented solutions to determine if the latter resulted in achieving the goals set in the planning process. It is also concerned with the evaluation of the environment in which the plan was carried out to determine if any change occurred hence helping depict whether the implemented solutions were less effective, more effective or irrelevant. Additionally, it involves developing ongoing tracking system methods to be used to continuously make identification and assessment of the planned or unplanned outcomes of the implemented actions (Ardal al, 2006). 2. Various ways to effect organisational change Healthcare organisations, like any other organisations, either public or private constantly undergo changes. The need for change or reform in these organisations is reported to be fundamental to the management process. Managers of these organisations need to adapt how they work when faced with contextual changes such as the emerging new technologies, changes in environmental pressures, demographics, political ideologies, socioeconomic context and rising demand and cost (Goodwin et al, 2006). So, organisations have to change as their internal and external environment constantly change. Numerous models and theories of change management have been proposed in the literature. These models include the 7-S model, PESTELI, soft systems methodology, Kurt Lewin’s classic three-phase model of change-unfreeze, move or change and unfreeze, John Kotter’s popular 8 step change model, etc. (Goodwin et al,2006; The State of Queensland, 2014). It is stated that each model has its own advantages and disadvantages and no one approach is best in all circumstances. â€Å"Indeed it is not so much the actual model or theory that is important, but more that the approach that is taken is relevant to the circumstances† (The state of Queensland, 2014). In essence, the best change model appear to make use of and adjust aspects of various models to meet the culture of the organisation in question and the context of change needed. Basically, it is reported that the goal of all change management is to secure the involvement of each and every one to the change and align indiv idual and team behaviour and skills with the change (The state of Queensland, 2014): For the case of the director of the Directorate of Public Health who needs to replenish the image of the organisation after observing that it was getting negative, below are the proposed ways that can be partaken to effect the health organisational change. They are the analytical tools that they can be used to develop a coherent strategic response to the situation like the one mentioned above. The 7S model PESTELI Soft systems methodology Process modelling SWOT analysis 2.1. The 7S model The 7S model is one of the diagnostic tools that healthcare organisation managers can use to conduct situational analysis to assess the gap between what is and what ought to be and it is often a tool that can be used for the justification for change management programmes. This model suggests that there are seven criteria which require the harmonisation of each other. These criteria are the following: Strategy: this criteria is concerned with the plan or course of action that leads to the allocation of organisation’s resources to achieve its goals. Structure: This involves the outstanding characteristics of the organisational chart. This is related to the organisational leadership structure and how its parts are interconnected inside the organisation. Systems: This criterion is concerned with the processes and procedures and the information flow around the organisation. Staff: This criterion is concerned with the categories of human resources within the organisation. Style: This is related to leadership style that the managers use to reach the organisation’s goals. Shared values: This is concerned with the guiding principles that the organisation instil to its members. Skills: This is related to the staff capacity of the organisation. Goodwin et al (2006) state that the 7S model can be used in two ways: in identifying strengths and weaknesses by taking into consideration the linkage between each criteria and how change made in one criterion will impact on all of the others. Despite its attractiveness of its dual emphasis on soft and hard organisational components, it is criticised of providing one-sided organisational culture with the only sole focus on the similarities that stick to the organisation and ignore other important aspects like conflict and disagreement (Goodwin et al, 2006). 2.2. PESTELI PESTELI is described as checklist used to analyse the environment in which the organisation operates. It stands for: P: Political factors: political impetus and influences that have an effect on organisational performance or other options open to the organisation. E: Economic influences: competitive nature that the organisation faces and the financial resources available within the economy. S: Social trends: change in demographics, trends in the behaviour and attitude of people regarding how they live, work and think. T: Technological innovations: new ways of doing new and old things and mitigating new or old problems; be it equipment or new ways thinking or organising. E: Ecological factors: this involves defining wider ecological system to which the organisation belongs and the manner the latter interacts with. L: Legislative requirement: these extend from the employment law to environmental regulations. I: Industry analysis: this is concerned with reviewing of the rousing quality of the industry to which the organisation belongs. As the 7S model, PESTELI can be used to conduct an analysis of the favouring factors in the environment in which the organisation operates and those that hinder the progress (Goodwin et al, 2006). 2.3. Soft systems methodology It is a tool which helps in articulating complex social processes. This is done by bringing together concerned people so that they can express their points of view, challenge them and test them. The following steps are undertaken when using this tool: Identify a problem and its causes from the stakeholders, cultural and political perspectives, without any attempt to impose a preconceived structure or to over-simplify the processes in place. Articulate root definitions of relevant systems: purpose, dynamics, inputs and outputs. Discuss on the situation with the stakeholders by describing the needed activities to achieve the root definitions using for instance process mapping tool or cause-and-effect diagram. Compare models with reality by observing, discussing and defining what to alter on the structure, process and attitude. Take action to implement the proposed solutions. Despite the importance of this tool in making change happening, it was criticised of being time consuming and costly. Also, there are concerns of whether organisational members are enough motivated to undertake the task to its end (Iles and Sutherland, 2001 cited in Goodwin et al, 2006). 2.4. Process modelling Process modelling is used as an approach to capture and clarify different views and expectations of a process. It helps increase the understanding of the situation at hand and how the proposed new one will make a difference. Simply put, the aim of this tool is to capture the dynamics of a situation so that those involved can brainstorm and come up with the best practices to change the current process. 2.5. SWOT analysis SWOT analysis is another important tool used to examine an organization’s internal strengths and weaknesses, its opportunities for growth and improvement, and the threats the external environment presents to its survival (Harrison, 2010). It is a systematic way of examining why an organization needs to change. SWOT stands for: Strengths, Weaknesses, Opportunities, and Threats. This tool can be used in combination with other tool. For example, it is used together with the 7S model to identify organisational internal factors and PESTELI to identify external factors that hinder the growth or the normal functioning of the organisation. REFERENCES ARDAL, S. ET AL, 2006. The Health Planner’s Toolkit. http://www.health.gov.on.ca/transformation/providers/information/resources/health_planner/module_1.pdf [6-11-14]. CHATORA, R., TMUSIIME,P., 2004. District Health Management Team Training Modules. Module 4: Planning and Implementation of District Health Services. https://www.k4health.org/sites/default/files/Module%204.pdf [5-11-14]. GOODWIN, N. ET AL., 2006. Managing Health Services. London: Open University Press. HARRISON,J., 2010. Essentials of Strategic Planning in Healthcare. Washington: AUPHA Press. THE STATE OF QUEENSLAND, 2014. Change Management Best Practices Guide: Five (5) key factors common to success in managing organisational. changehttp://www.psc.qld.gov.au/publications/subject-specific-publications/assets/change-management-best-practice-guide.pdf [6-11-14]. 1

Lord Of The Flies :: essays research papers

Select one chapter from Lord of the Flies and assess its importance to the novel as a whole. ‘Lord of the Flies’ is about what happens to a group of schoolboys when they are abandoned on an island following a plane crash. Chapter eight ‘Gift for the Darkness’ has much significance in the novel, as it is here that Simon converses with ‘The Lord of the Flies’. Jack separates himself from Ralph’s group, showing that Jack has now been consumed by evil. The signal fire is moved and now there are two marked rival groups on the island, one belonging to Jack and the other Ralph. Chapter eight, ‘Gift for the Darkness’, has many themes, one of the most prominent being the Beast, which is the boys’ greatest fear. In chapter seven they had come across a dead parachutist and had believed it to be a beast. The beast represents the evil residing within everyone. The Beast is used as a scapegoat by the boys to avoid self-knowledge. Golding uses the boys’ daydreams to show their fears and desires. The Beast gives the boys’ fear something to focus on. Golding expresses various types of fears in the book and many are apparent in chapter eight. There is fear that all is not known concerning the Beast. â€Å"The beast had teeth†¦ and big black eyes.† The boys did not actually see the Beast and are making this up. This only causes their fear to escalate except for Piggy’s. He is by far the most intellectual and skeptical of the boys. He knows that the adult world and books would not abide by the legend of the ‘beastie’. Just after the only kill in chapter eight, the boys’ gradual degeneration into savages is obvious by their actions: â€Å"Then Jack found the throat and the hot blood spouted over his hands†¦then Jack grabbed Maurice and rubbed the stuff over his cheeks.† This is almost a tribal ritual making a mask. The boys use masks to cover their identity and this allows them to kill. â€Å"He was safe from the shame or self-consciousness behind the mask†¦Ã¢â‚¬  This illustrates that the mask somehow gives the boys a sense of security. â€Å"Demoniac figures with faces of white and red and green rushed out howling†¦Ã¢â‚¬  From this quote it can be seen that the boys have totally lost their individuality and become like animals, almost indistinguishable from the other.

Of Mice And Men :: John Steinbeck

"Ain’t No Good to Himself nor Anybody Else" â€Å"You seen what they did to my dog tonight? They says he wasn’t no good to himself nor anybody else. I wish somebody’d shoot me when I ain’t no good no more.†(60) Candy spoke these words implying that death is better than being no good to himself or anybody else. The same is true for Lennie. Lennie wasn’t good for himself because he couldn’t survive on his own. He can’t stay out of trouble and without George he would have been dead a long time ago. He’s no good to others because he doesn’t now his own strength and can’t control himself. He had murdered a woman because of his curiosity and his self-uncontrollability. â€Å"I ought to of shot that dog myself, George I shouldn’t ought let no stranger shoot my dog.†(61) As Candy said he had the choice of saving his dog from himself and others. So did George but unlike the regretful Candy, George made the right decision in saving Lennie from himself and others. Candy’s dog was no good to itself and was going to be shot by strangers. It would have been better for Candy to shoot him himself. It would have been better for Candy’s dog to be saved from himself by a friend than by a stranger. George was in the right by ending Lennie’s life himself. There was no stopping the inevitable. The workers would have gotten the dog killed any way they could. The same is true for George. Curly and the workers no matter what would have killed Lennie. George could not stop them from killing Lennie. He could only save Lennie from the fear and loneliness he would feel if a stranger killed him. Who knows what they might have done to Lennie if George wouldn’t have saved him from them? They might have shot him in a place where he would have died slowly or they might have hung him or a combination of both and he would have died alone and afraid. In discussing the guilt of George you have to consider the time setting of this novel. It was set in the 1930’s. The reason you must consider the time setting is because things change with time. What may have been allowed then may not have been allowed now. What happened then may not have happened now.

Family, Friends and Fame: Handel’s Roots and First Influences Essay

A composer’s influence doesn’t end within the pages of his composition. It stretches on, to musicians and other famous composers. Georg Frideric Handel is one famous example. Being a primary influence to many of the most famous composers of all time, such as Beethoven and Mozart, Handel has been one of the most acclaimed men in the history of music. The entire English nation, owes him a debt of gratitude because of the masterly way in how he encouraged and command them to assimilate and accept the beauty of the music he created. Even a master such as Handel, though, has simple and humble origins. He encountered obstacles and experiences during his early years that nearly cost him and prevented him from creating the masterpieces he gave the world. Most of these came during his early years of being a musician, and stemmed from close relationships. Handel Family Origins Handel’s roots originally belonged to Breslau, a city in southwestern Poland, found near the Oder river. For several generations, their family has been coppersmiths. Valentine Handel, the grandfather of the composer, was born in 1582, and in his later years migrated to Halle. Two sons of his followed in the coppersmith trade, but his third son, Georg, became a barber-surgeon instead. Georg married a woman who was the widow of the barber who acted as his mentor. She was 12 years older than he. After the death of his wife, he married his second wife, named Dorothea Taust, the daughter of a clergyman. From this marriage, sprung four children, one of them destined to become famous for his compositions. Birth and Family Ties On the 23rd of February 1685, Dorothea gave birth to George Frideric Handel, in the Duchy of Magdeburg, found at the Upper Saxony. Halle, the place where he was born, was not a very attractive place. â€Å"Travellers unanimously complained of its dusky impression, its sooty buildings, and its crooked narrow, ill-paved streets. † Nevertheless, Halle was home for the Handels, and this was where George Frideric spent his childhood. Handel had a half-brother and half-sister when he was born, Karl and Sophie Rosine, respectively, and both were already older than him. Despite having different mothers, Handel maintained a good relationship with his half-siblings. Karl Handel even played an interesting role in a crucial musical incident involving his younger half brother and his love for music. Relationship With His Parents Even at a young age, George Frideric already had great love for music. When he was still a baby, the toys found in his nursery were those that produce musical sounds, including flutes, drums, and trumpets. The first few years, it was amusing, but as he developed, it seemed to become more serious. Handel had intimate, but very different ties with his father and mother. While one urged him to pursue his dream of being a musician, the other greatly opposed it. Georg, the composer’s father, wanted his child to obtain a proper occupation, and pursue law. He had big ambitions for his boy. When he observed the child’s strong propensity for music, he greatly forbade and opposed it, commanding him to stay away from anything that might steer him towards that profession. He did not understood art, and does not understand the noble part artists play in the world, only seeing them as men of amusement, entertaining the world during idle moments. â€Å" ‘Music,’ said he, ‘was an elegant art and a fine amusement; yet if considered as an occupation, it had little dignity, as having for its subject nothing better than mere pleasure and entertainment. ‘† He forbade the child to attend the public schools, fearing that he would be drawn nearer to his musical dreams. The child was also forbidden to visit places where he can hear music. The musical instruments found in the house were also banished. Despite his father’s harshness towards the dream he loved so much, the child persisted. He knew music was his calling, and even if he knew he was going against his father’s wishes and putting himself in danger of being caught, he found ways. He would manage to lay hands on a dumb spinet or a clavicord, hiding it in a garret. Usually, these were given to him by his mother or godmother, a woman named Anna. At night, when the whole house is asleep, he would sneak out and tinker and play with the instrument. These hidden, stolen moments allowed the young man proper concentration, leading to better understanding of music, and therefore, paving way to greatness. Dorothea, Handel’s mother, was filled with love and ambition for her child. While her husband opposed the â€Å"low dignified† profession, she silently encouraged him to pursue it. Even when he died, Dorothea and her son’s relationship were as warm and devoted to each other, drawing strength from faith. Along with her, Handel’s two sisters also showered him with love and affection. This influence is perhaps the reason why the composer worked with women as singers, and became knowledgeable in the ways of women. â€Å"Sometimes a mixed blessing, he seemed to have thought, but an opportunity and professional relationship most men did not have in that time. † The Incident at the Duke’s Palace Another interesting incident in Handel’s childhood also played a crucial factor in his ambition to be a man of music. When his father was to visit Karl, the son from his former marriage, the seven year old George pleaded to be taken with him, even following the coach on foot when his father refused to take him with it. Eventually, the father agreed. When they arrived at the Duke of Saxe-Weisenfields’ Palace, where the son was a valet-de-chambre, the child wandered off, and started tinkering with the church organ, unable to resist it. The Duke heard the music, asked questions, and the child was brought to him. He asked the boy to play. The royalty recognized the child’s talent and addressed his father telling him that â€Å"it was a sort of crime against humanity to stifle so much genius in its birth†. The father conceded, and swore to respect the vocation. Handel was grateful to the Duke for his good advice to his father. In his later years, he even regarded the Duke as his benefactor. When they returned to Halle, his father allowed the child to be taught by Friedrich Wilhelm Zachow, the Liebfrauenkirche’s organist and also permitted him to continue his school work. For the next five years, Handel acted as an assistant for Zachow, and finally got his first formal training in the field of music. Following His Father’s Wish Handel’s father ruled him with an iron grip, and even if he allowed the child to practice his ambition of being a musician, he still wished for him to continue a career in law. On February 11, 1967, the composer’s father died in his sleep, perhaps of old age. He left behind his widow, two daughters and son, who was then barely 12 years old. Handel became them the man of the household, and was forced into an adult world at a tender age. Five years after his father’s death, February 1702, he entered the University of Halle, as a student of law or â€Å"Studiosus Juris†. This career choice, however, was not meant to last long. In July 1703, the eighteen year old Handel moved to Hamburg, where he took a job in the theater as a â€Å"violon di ripieno†. Without his father keeping an eye on him, he was able to leave his home and his family, and become a musician. Friendship with Georg Philipp Telemann Handel was not the only musician who was imprisoned in his deceased father’s dreams of studying law. Another young man by the name of Georg Philipp Telemann was also in the same plight, unsure of his plans of studying law. His mother was insisting that he give up his dreams of music, in respect to his deceased father’s dreams for him. Telemann was born at Magdeburg in 1681, and was four years older than Handel. When they met, he was reluctantly traveling to the University of Leipzig to pursue law. Telemann says that while with Handel, he â€Å"imbibed so much of the ‘strong poison’ of music as to nearly overset all his resolutions†. Handel’s enthusiasm for the profession influenced the other man so much, that he became tempted to go against what her mother wanted. However, Telemann’s mother’s wishes prevailed. Fortunately for him, a friend discovered one of his psalms and presented it to a burgomaster, who declared it a fine harmony and inquired about the composer. He was employed to compose something for the church, and was given compensation. When he sent word to his mother (who was then supporting his finances) about this, he was able to prove to her that the profession she had been unfavorable to, yields good results and steady income after all. She finally gave him her blessing to pursue his dream. Handel and Telemann then renewed their friendship, corresponding regularly and meeting often with each other. One composer’s influence upon another is always extraordinary, as seen in Handel and Telemann. Like, their music, their friendship lasted a lifetime. They exchanged advice and encouragement, giving one another the much needed push to pursue the profession they both love. Meeting Johann Mattheson When Handel moved to Hamburg in 1703, one of the first people he made friends with was Johann Mattheson, a composer, theorist and singer. Despite Mattheson’s young age, he had also become one of the most influential men in Hamburg. Like Telemann, he was four years older than Handel. Mattheson was gifted, but vain. Nevertheless, Handel was eternally grateful to Mattheson, because the latter introduced him to the musical life in the new place he was in. Mattheson recounts that the first time he met Handel, the young man was â€Å"strong at the organ, stronger than Kuhnau in fugue and counterpoint, especially es tempore, but he knew very little about melody†. Mattheson helped Handel pursue his dreams, even introducing him to the English ambassador Sir Cyril Wyche. Their family music was assiduously cultivated, and here, Handel was able to get engagements and students. They worked at the opera together, and also went to social excursions and musicals, despite numerous controversies that surrounded their friendship. They also traveled to Lubeck together, to contest each other for the post of the organist at the Marienkirche, to succeed Dietrich Buxtenhude, who was about to retire. They both withdrew, though, upon learning that Buxtenhude wanted the successor to marry his daughter. During the time they spent together, the two became very good friends and inseparable companions. All good friends have their disagreements, and so did these two fervent individuals. Their personalities, fueled by the same music, can be very different at times, and often became the result of conflict. In the marketplace, in front of a large crowd, they fought with swords after a quarrel while conducting â€Å"Cleopatra†, Mattheson’s opera. The fight ended when a metal button on Handel’s coat broke Mattheson’s sword. Perhaps, they both realized the stupidity of their actions. Hence, the two musicians resolved the issue, buried the hatchet, and emerged better friends than ever. During his stay in Hamburg, Handel was able to produce a cantata on the Passion, four operas and several minor compositions. These, and the exposure and experience from this place would not have been possible, if not for the guidance and help of his good friend and colleague Johann Mattheson. Concluding A Life Of Music George Frideric Handel died on April 14, 1759, peacefully in his sleep. He left behind a life’s worth of compositions, the most acclaimed and famous one being the â€Å"Messiah†. If a study on his operas and dramatic works was made, people will discover a Handel that’s very unknown: a composer with an unparalleled sense for dramatic human character. Perhaps, majority of it came from a life of experiences, but a tremendous part of it came from the people closest to him. His family origins and closest friends influenced him, in such a way that he emerged as one of the most famous and celebrated composers in the world. References Bray, Anna Eliza. (1857). Handel: His Life, Personal and Professional. Harvard University. Dent, Edward Joseph. (2007). Handel. BiblioBazaar, LLC. Harris, Ellen T. (2001). Handel As Orpheus: Voice And Desire In The Chamber Cantatas. Harvard University Press. Hogwood, Christopher. (2005). Handel: Water Music and Music for The Royal Fireworks. Cambridge University Press. Lang, Paul Henry. (1996). George Frideric Handel. Courier Dove Publications. Sadie, Stanley & Hicks, Anthony. (1987). Handel: Tercentenary Collection. Boydell and Brewer. Schoelcher, Victor. (1857). The Life of Handel. Oxford University. Streatfield, R. A. (2005). Handel. Kessinger Publishing. Van Til, Marian. (2007). George Frideric Handel: A Music Lover’s Guide to His Life, His Faith and the Development of Messiah and His Other Oratorios. WordPower Publishing. Vaughan, Robert, & Allon, Henry. (1862). The British Quarterly Review. Hodder and Stoughton. Williams, Charles Francis Abdy. (2008). Handel. BiblioBazaar, LLC.

Favorite Painting by Picasso

Have you ever gone to the museum and glanced at paintings but had to do a double take because a painting grabbed your attention so strongly? This is what happened to me when I saw the painting by Pablo Picasso entitled Mother and Child 1901. This painting was done during what was called the Blue Period. â€Å"Picasso Blue Period was in 1900 and ended in 1904. † (unknown, Pablo Picasso Blue Period 1901-1904, 2009) All of his paintings during this period were created in shades of blue and blue-green with other colors occasionally. Picasso had many paintings that had the same title UT in different time periods.Paintings by Picasso brought out warm and loving feelings in my heart. This one particular had me to think of the Joys of being a mother. I chose this painting by Picasso because it is warm and loving. You can see and feel how much the mother and child loved and cared for each other by their embrace. The mother clothed in a dark blue wrap that covers her head and continues around her body; has her right hand softly touching the back of her child's head. She is delicately bending down towards the child as she kisses him/her on the ordered. It is hard to tell if the child is a boy or girl.The child is in a light blue gown with matching slippers. His/her head is tilted upward to welcome the kiss from his/ her mother. It appears that the child has brought the mother a piece of fruit. Based on the colors of orange and pale yellow, it could possibly be an orange, mango or peach. The mother has a basket next to the black rocking chair she is sitting in. There is a white cloth in the basket along with some thread and scissors. It looks like the child brought the fruit while the mother was sewing. The child may have wanted his/ her mother to take a break and eat something.When I first saw this painting, I thought of Mary and Jesus. It evoked feelings in me of warmth, love and pure Joy. As I look at the way the mother expresses the love for her child, I can put myself in her place and feel how much she loves her child. I can feel my hand embracing the soft hair on the child's head and the soft kiss being placed on his/her forehead. To me the blue color of her wrap evokes the feeling of comfort. I can also feel the child's heart being warmed from the kiss he/she receives room the mother. The mother has her eyes closed as she kisses the child on his/her forehead.I can see that the kiss is a result of the fruit that the child has brought to her. In this painting it appears that the child is in his/her night clothing and is preparing for bed as the mother is busy sewing a piece of clothing in the basket. I can feel that this special moment between mother and child is a soft and loving moment. Pablo Picasso has many paintings that have the women seem to have a religious resemblance to Mary and the child possibly to Jesus. I can see that Picasso held elision as an important part of most of his paintings.I felt that Picasso viewed this painting as one of love from a mother to a child and vice versa. He painted the love of them as beautiful and distinctively warmly. I love how the child shows that he/she loves the attention his/her mother is giving and love they express between them. If I was a mother and alive in Picasso time, I would have asked him to paint a portrait of me and my children. Perhaps I will come across a painting from this century that resembles Picasso and it will make me feel warm and full of love as well.