Challanges That Face The Change Management Business Essay

Challanges That Face The Change Management Business Essay Change management is a structured and strategic approach to initiate and manage the change process in the organization structure and culture as well as the individuals/teams behaviour and attitude towards the change transition in the field of the business processes, technology implementation or any other policies of an enterprise. Change management is about modifying or transforming organizations in order to maintain or improve their effectiveness. Change Management Models: There are several change management models that the enterprises follow while undertaking the change management process depending upon the ground realities and the organizational culture of the enterprise seeking the change processes. One of such models popularly known is described by John Kotter, who has set out an eight-step strategy for change management. These are as below 1. To establish a sense of urgency among the people in the organization. 2. To create a guiding coalition which will steer the reformation with the correct focus and aim to achieve the desired outcome. 3. To develop a clear vision and plan the strategy accordingly. 4. To communicate the change in vision to the people of the organization in a clear fashion. 5. To empower employees towards taking broad-based action to benefit the organization. 6. To generate short-term wins which in a whole would give the organization a long term winning result. 7. To consolidate all the gains of different volumes and ultimately produce desired changes. 8. To anchor new approaches in the culture and operation process of the organization. The above described model is designed keeping in focus on specific activities that will impact results. The benefits of using this model include evaluating employee resistance, help employees transition through the process, create employee specific action plans, and develop a change management plan keeping all the employees of the organization in mind and involve them in the entire process. Case Study Details: The Change Leader: In May 1996, K.V. Kamath replaced Narayan Vaghul as CEO of Indias leading financial services company Industrial Credit and Investment Corporation of India (ICICI). Immediately after taking charge, Kamath felt and understood that the organization needs to go through a change to shift its focus from just being a bank to create a difference and stand tall and different from all other competitors to create a brand name in the economic structure of India as well in entire south east Asia and introduced massive changes in the organizational structure and the emphasis of the organization changed ICIC from just a development bank mode to that of a market-driven financial conglomerate. The changes also brought in a lot of confusion among the employees, with media reports frequently carrying quotes from disgruntled ICICI employees. According to analysts, a large section of employees began feeling alienated. The discontentment among employees further increased, when Kamath formed specialist groups within ICICI like the structured projects and infrastructure group. Doubts were soon raised regarding whether Kamath had gone too fast too soon, and more importantly, whether he would be able to steer the employees and the organization through the changes he had initiated. Background: ICICI was established by the Government of India in 1955 as a public limited company to promote industrial development in India. The major institutional shareholders were the Unit Trust of India (UTI), the Life Insurance Corporation of India (LIC) and the General Insurance Corporation of India (GIC) and its subsidiaries. The equity of the corporation was supplemented by borrowings from the Government of India, the World Bank, the Development Loan Fund (now merged with the Agency for International Development), Kreditanstalt fur Wiederaufbau (an agency of the Government of Germany), the UK government and the Industrial Development Bank of India (IDBI). The basic objectives of the ICICI were to à ¢Ã¢â€š ¬Ã‚ ¢ Assist in creation, expansion and modernization of enterprises à ¢Ã¢â€š ¬Ã‚ ¢ Encourage and promote the participation of private capital, both internal and external à ¢Ã¢â€š ¬Ã‚ ¢ Take up the ownership of industrial investment; and à ¢Ã¢â€š ¬Ã‚ ¢ Expand the investment markets. In 1992 ICICI tied up with J P Morgan of the US to form an investment banking company, ICICI Securities Limited. In line with its vision of becoming a universal bank, ICICI restructured its business based on the recommendations of consultants McKinsey Co in 1998. In the late 1990s, ICICI concentrated on building up its retail business through acquisitions and mergers. It took over ITC Classic, Anagram Finance and merged the Shipping Credit Investment Corporation of India (SCICI) with itself. ICICI also entered the insurance business with Prudential plc of UK. ICICI was reported to be one of the few Indian companies known for its quick responsiveness to the changing circumstances. While its development bank counterpart IDBI was reportedly not doing very well in late 2001, ICICI had major plans of expanding on the anvil. This was expected to bring with it further challenges as well as potential change management issues. However, the organization did not seem to much perturbed by this, considering that it had successfully managed to handle the employee unrest following Kamaths appointment. Change Challenges Part I ICICI was a part of the club of 3 developmental finance institutions named ICICI, IDBI and IFCI, who were the sole providers of long-term funds to the Indian industry. When the requirement used to be large in volume, all three used to organize and raise the money for required funding and investment. However, the deregulation beginning in the early 1990s, allowed Indian corporate to raise long-term funds abroad, putting an end to the DFI monopoly. The government also stopped giving DFIs subsidized funds. Eventually in 1997, the practice of consortium lending by DFIs was phased out. It was amidst this newfound independent status that Kamath, who had been away from ICICI for eight years working abroad2, returned to the helm. At this point of time, ICICI had limited expertise, with its key activity being the disbursement of eight-year loans to big clients like Reliance Industries and Telco through its nine zonal offices. The change program was initiated within the organization, the first move being the creation of the Infrastructure Group (IIG), Oil Gas Group (OG), Planning and Treasury Department (PTD) and the Structured Products Group (SPG), as the lending practices were quite different for all of these different segment of industries. Kamath picked up people from various departments, who he was told were good, for these groups. The approach towards creating these new skill sets, however, led to one unintended consequence. As these new groups took on the key tasks, a majority of the work, along with a lot of good talent, shifted to the corporate center. While the zonal offices continued to do the same work disbursing loans to corporates in the same region their importance within the organization seemed to have diminished. An ex-employee remarked, The way to get noticed inside ICICI after 1996 has been to attach yourself to people who were heading these (IIG, PTD, SPG, OG) departments. These groups were seen as the thrust areas and if you worked in the zones it was difficult to be noticed. Refuting this, Kamath remarked, This may be said by people who did not make it and there will always be such people. Some of the people who did not fit in this set-up were quick to leave the organization. However, this was just the beginning of change-resistance at ICICI. In the major client group, a staff of about 30-40 people handled the needs of the top 100 customers of ICICI. On the other hand, about 60 people manned the growth client group, which looked after the needs of mid-size companies. Obviously, the bigger clients required more diverse kinds of services. So working in MCG offered better exposure and bigger orders. The net effect was that the MCG executive ended up doing more business than the GCG executive. A middle-level manager at ICICI commented, The bosses may call it handling growth clients but the GCG manager is actually chasing non-performing assets (NPA)4 and Board of Industrial and Financial Restructuring (BIFR)5 cases. Kamath was quick to deny this allegation as well, Just because somebody is within the MCG does not guarantee him success. And these assignments are not permanent. Todays MCG man could easily by tomorrows GCG person and vice-versa. Complaints against these changes put in continued and ICICI was blamed for not putting in adequate systems in place to develop the right people. The manner, which ICICI recognized an individuals efforts the feedback process was also questioned. A manager remarked, Last year the bonuses varied from Rs 30,000 to Rs 250,000 depending on the performance. In many cases the appraisal scores were same but the bonus amount was not. And we were not told why. While Kamaths comments in the media seemed to dismiss many of the employee complaints, ICICI was in fact, putting in place a host of measures to check this unrest. One of the first initiatives was regarding imparting new skills to existing employees. Training programmes and seminars were conducted for around 257 officers by external agencies, covering different areas. In addition, in-house training programmes were conducted in Pune and Mumbai. During 1995-96, around 35 officers were nominated for overseas training programmes organized by universities in the US and Europe. ICICI also introduced a two-year Graduates Management Training Programme (GMTP) for officers in the Junior Management grades. Along with the training to the employees, management also took steps to set right the reward system. To avoid the negative impact of profit center approach, wherein pressure to show profits might affect standards of integrity within an organization, management ensured that rewards were related to group performance and not individual performances. To reward individual star performers, the method of selecting a star performer was made transparent. This made it clear, that there would be closer relationship between performance and reward. However, it was reported that pressure on accountability triggered off some levels of anxiety within ICICI which resulted in a lot of stress in human relationships. By 2000, ICICI had emerged as the second largest financial institution in India with assets worth Rs 582 billion. The company had eight subsidiaries providing various financial services and was present in almost all the areas of financial services: medium and long term lending, investment and commercial banking, venture capital financing, consultancy and advisory services, debenture trusteeship and custodial services. Change Challenges Part II ICICI had to face change resistance once again in December 2000, when ICICI Bank was merged with Bank of Madura (BOM). Though ICICI Bank was nearly three times the size of BOM, its staff strength was only 1,400 as against BOMs 2,500. Half of BOMs personnel were clerks and around 350 were subordinate staff. There were large differences in profiles, grades, designations and salaries of personnel in the two entities. It was also reported that there was uneasiness among the staff of BOM as they felt that ICICI would push up the productivity per employee, to match the levels of ICICI7. BOM employees feared that their positions would come in for a closer scrutiny. They were not sure whether the rural branches would continue or not as ICICIs business was largely urban-oriented. The apprehensions of the BOM employees seemed to be justified as the working culture at ICICI and BOM were quite different and the emphasis of the respective management was also different. TABLE I POST-MERGER EMPLOYEE BEHAVIORAL PATTERN PERIOD EMPLOYEE BEHAVIOR Day 1 Denial, fear, no improvement After a month Sadness, slight improvement After a Year Acceptance, significant improvement After 2 Years Relief, liking, enjoyment, business development activities Based on the above findings, ICICI established systems to take care of the employee resistance with action rather than words. The fear of the unknown was tackled with adept communication and the fear of inability to function was addressed by adequate training. The company also formulated a HR blue print to ensure smooth integration of the human resources. (Refer Table II). TABLE II MANAGING HR DURING THE ICICI-BOM MERGER THE HR BLUEPRINT AREAS OF HR INTEGRATION FOCUSSED ON à ¢Ã¢â€š ¬Ã‚ ¢ A data base of the entire HR structure à ¢Ã¢â€š ¬Ã‚ ¢ Road map of career à ¢Ã¢â€š ¬Ã‚ ¢ Determining the blue print of HR moves à ¢Ã¢â€š ¬Ã‚ ¢ Communication of milestones à ¢Ã¢â€š ¬Ã‚ ¢ IT Integration People Integration -Business Integration. à ¢Ã¢â€š ¬Ã‚ ¢ Employee communication à ¢Ã¢â€š ¬Ã‚ ¢ Cultural integration à ¢Ã¢â€š ¬Ã‚ ¢ Organization structuring à ¢Ã¢â€š ¬Ã‚ ¢ Recruitment Compensation à ¢Ã¢â€š ¬Ã‚ ¢ Performance management à ¢Ã¢â€š ¬Ã‚ ¢ Training à ¢Ã¢â€š ¬Ã‚ ¢ Employee relations ICICI transferred around 450 BOM employees to ICICI Bank, while 300 ICICI employees were shifted to BOM branches. Promotion schemes for BOM employees were initiated and around 800 BOM officers were found to be eligible for the promotions. By the end of the year, ICICI seemed to have successfully handled the HR aspects of the BOM merger. Learnings From the Case Study: 1. Change Identification Awareness of necessity for organizational renewal created in the life cycle of company to preserve local competitive market and being capable to take global market in future. 2. Goal Setting Positive consequences of change process were listed to make better sense about changes. This list components including: a) Better quality of services to client b) Achieve much more income c) Go ahead of rivals d) Prepare and set modern standards in the banking and investing industry e) Better management for referred projects 3. Current State Evaluation In the ICICI there are some potentialities such as skills, knowledge, financial resources and human resources which are elements to support change process, but these were not utilized with management methods. In addition, considering capability of company and its target it was needed to engage some new specialties and also there was not any procedure for communication between employees. 4. Implementation In a change process, the most important points to start up are those which have maximum problems, so in order to solve these problems some improvement projects were defined as below: a) Promotion of human resources Prepare and modify organization structure to modern matrix structure instead of hierarchy structure. Execute evaluation systems based on 360 degree evaluation. Employing centralized experts instead of outsourcing. b) Improving coordination procedures by management information systems. In the Current State Evaluation stage it was recognized that the most problematic thing is method of communication between different departments, so responsibility matrix and information flow diagram prepared for design and build units. After that, by utilizing information systems to integrate activities in each unit, employees could simply share their needs or basic data and also managers could extract reports from reliable and integrated system. c) Managing projects by using project management standards and finally implementing enterprise project management. First of all project charter was created for each project, then responsibilities matrix applied, after it scheduling and checklists prepared for both phases design and construction. This led to control quality by filling out the checklists and clarify inspection points through every process. According to defined information systems, all of the members of project team could use their own required information by online accessible project charter. Finally project book as a document which has characteristic of lessons learned prepared for projects. 5. Oppose to Halted Factors The common problem which occurres during the implementing change process is resistance, so for an organization which wants to prevent problems it is extensively important to response to employees (internal customer). In order to oppose to negative factors and reduce resistance, below activities performed: a) Interior design with suitable work environment ergonomics b) Training self management, appropriate communications and teamwork to employees which lead to increase professional capability of personnel c) Arranging coordination meetings and clarify management strategies to middle managers and also to employees d) Encouraging employees to cooperate in improvement projects e) Exactly making known for employees the whole processes in the field of their own 6. Continues Improvement and Control 6. Continues Improvement and Control By the above study we know the actual performance of the change management process and what the process is capable of doing if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in ICICI there were some evaluation forms which was must to be filled out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team Conclusion: The above study provides us with the conclusion that the actual performance of the change management process and what the process is capable of doing, if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in the ICICI there are some evaluation forms which must fill out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team. The purpose of this paper is to develop a method that will help companies recognize weak points in their change management process and improve it, to measure quantity of success in the change management process, a procedure which was defined in ICICI. ICICI had the well laid planning in effect. They first involved them in leading to predetermined quality and time, including client satisfaction, improving standards and diversifying in business requirements. The last criterias were employees satisfaction and cost reduction. With applying this procedure it helped them to recognize that how much of the objectives were achieved by implementing change management, so a questionnaire had been prepared to evaluate the results of implementing change management. Questions: The below listed questions refer to all phases of the change management process and require answers that are required to be answered for assessment. 1. Client Satisfaction. 2. Employees Satisfaction. 3. Improving Working Standards. 4. Information Systems. 5. Cost Reduction

Jesus and Moses Essay examples -- Religion, Baptism

According to the book of Matthew, â€Å"Jesus was born in Bethlehem of Judea in the days of Herod the king,† indicating he was born between 6 and 4 BCE (Matthew 2:1). The Bible refers to this as the virgin birth because Joseph and Mary never conceived him. He was a human being in which God took his form. Very little is known about his childhood and the Bible only reveals a picture of Jesus and his teachings when he was approximately 30 years of age. Whatever happened to Jesus during these years is a mystery to us all, but whatever happened transformed him into the divine being which he is today. Jesus was raised under Judaism and sternly believed in the practices and Jewish customs. In Luke 2:41-52, Luke reveals that Jesus went missing one time from his parents and was later found teaching in his town’s temple. For me, this story shows that from the beginning Jesus was a man of faith with the great ability of explaining and preaching God’s word. I honestly believe Jesus was placed on this earth to teach us unconditional and infinite devotion to God. He lived exactly as humans did. He experienced the same trials and tribulations, the same pains and pleasures of man, and, more importantly, he died to save us from our sins and show what true faith really is. His strength and power lies in his ability to not cave in to worldly urges and to exhibit self control the way God wanted it to be by never reacting with sin. After a 20 year hiatus in the stories and teachings of the Bible, Jesus reappears for his baptism. After experiencing life as a human and witnessing how man can be tempted to evil, Jesus converted to Christianity when John the Baptist baptized Jesus in the Jordan River. The purpose of the baptism was to repent ... ...ayed Moses and engaged in idolatry. The Midian women lured the Levites, Moses’ people, to commit these acts. As a result, God ordered Moses to kill all those who engaged in idolatry as well as every child, woman, and soldier (Deuteronomony 23:3-6). Moses never truly achieved his goals to free his people from persecution and establish a safe and secure homeland, but he did appoint people to lead after him and left them with the Book of Deuteronomy. In these sermons, Moses recalls the trials and tribulations of 40 years in the wilderness to show the struggles his people have made so far. He also demands that they follow his teachings and, more importantly, the Ten Commandments. He leaves them by telling them to observe one and only one God, his God. Shortly thereafter, Moses died at the age of 120 and paved the foundation for the creation of Israel.

Natureview Farm Case

Natureview Farm Case Natureview Farm is a small yogurt manufacturer with annual revenues of $13 million. It produces three different size cups – 8 oz. cup, 32 oz. and 4 oz. cup multipack. However, Natureview’s goal is to increase its annual revenue to $20 million in two years. With a solid relationship with its current, successful strategy in the natural foods channel it is considering expanding into the supermarket channel. Conversely, it does not want to hurt the company brand it has created as a premium yogurt brand in the natural foods market and betray those loyal, natural foods customers who made their business what it is today.In the case, Natureview is considering three options to expand its operations to reach its $20 million annual goal:1. Expand six SKUs of the 8-oz. product line into one or two selected supermarkets. The reasons behind this option are:A) Eight-ounce cups represent the largest dollar and unit share of the refrigerated yogurt market, providing significant revenue potential.B) Other natural food brands had successfully expanded their distribution into the supermarket channel. As a leading natural foods brand for yogurt, they can capitalize on the growing trend in natural and organic foods in supermarkets.C) A major Natureview competitor plans to expand into the supermarket channel. Supermarket retailers would likely only have one organic yogurt brand. Therefore, there is a first-mover advantage.2. Expand four SKUs of the 32-oz. size nationally. The reasons behind this option are:A) Currently generated an above-average gross profit margin for Natureview (43. 6% vs. 36. 0% for the 8-oz. line).B) Fewer competitive offerings in this size and Natureview had a strong competitive advantage in their product’s longer shelf life.C) Although slotting expenses would be higher, promotional expenses would be lower since the 32-oz. size was promoted only twice a year.3. Introduce two SKUs of a children’s multi-pack into na tural foods channel. The reasons behind this option are:A) Company had strong relationships with leading natural food channel retailers, and expansion into supermarket channel could potentially jeopardize the relationship.B) Distribution targets were very achievable for the two SKUs.C) Gross profitability of the line would be 37. % while expenses would be lower; quite attractive. This option may even yield the strongest profit contribution of all strategies taken into consideration.D) Natural foods channel was growing seven times faster than the supermarket channel.For each of the alternatives provided above, these are the issues that need to be encountered respectively:1. It has the highest level of competitive trading promotion and marketing spending. It would require quarterly trade promotions and a meaning marketing budget. It would also cost Natureview $1. M per region per year. Its SGA would also increase by $320,000 annually. Therefore, it would be a costly approach. Also, to achieve its target, Natureview needed to take advantage of its relationships with the top 11 supermarket retail chains in the Northeast and the top 9 chains in the West and occupy majority of the retail space.2. The difficulty was that new users would not readily â€Å"enter the brand† and adopt a multi-size product. Furthermore, to achieve full national distribution within 12 months it would be a difficult task in of itself.Natureview would need to hire more sales personnel who had experience selling to more sophisticated supermarket channels and establish relationships with the supermarket brokers. This would increase SGA expense costs by $160,000. To add to the complexity of the decision, a competitor was rumored to be launching a line called Bright Vista, which would directly compete with Natureview. Moreover, supermarkets were considering launching their own private-label versions of organic yogurt. Therefore, launching the 32-oz. has its issues of being less noticed in a myriad of different products available.3. Introducing the multi-packs requires R&D and Operations costs. It also conflicts with the premium brand positioning it had worked hard to establish due to supermarkets’ emphasis on sales promotions and inconsistent prices. There were also fears that Natureview’s marketing department was unprepared to handle the demands on resources and staffing that entering the supermarket channel would impose. Supermarket distributors were more demanding in logistics and technology than what Natureview was familiar with. However, it is thought that soon, natural foods channel would embark on similar demands.After reviewing all the alternatives and its issues and benefits, I found that moving into supermarkets could have both positive and negative repercussions. Refraining to expand into supermarkets could put Natureview at a competitive disadvantage, considering there are rumors of Natureview’s competitors expanding into supermarket channels. Supermarkets are potentially a huge market for organic yogurt, considering 97% of all yogurts were purchased through this channel and 46% of organic food consumers shop at supermarkets. Two natural food companies have already entered supermarkets and in doing so have increased their revenues by over 200%.Executing a first mover strategy would be crucial if this plan were to be implemented in order to gain brand equity from new consumers who are transitioning into the organic food market. Furthermore, because price inhibits 58% of consumers from buying organic products, Natureview would have to execute a competitive pricing strategy against non-organic yogurts. However, the expenses associated with it (i. e. the trade promotions and SGAs) are quite expensive to take in. The goal is to obtain an increase in revenues by at least $7M. Costs incurred would be at least $2. M annually just expanding into two regions. Therefore, if Natureview would expand to all four regions, the y would incur $5. 2M in just marketing and SGAs. It is quite an expensive approach, especially since there is the fear that your current customers may disown your brand and look for others. You’ll be charging less per unit and you lose the distinctive brand value that’s associated with your brand, which is a premium yogurt manufacturer. Alternatively, my recommendation would be to introduce the multi-packs for children. Your current 8-oz. product is a cash cow; leave it that way.The method to expand would be to enter a product development strategy and use the same channels for distribution. You’ve built a strong relationship with natural food retailers; continue it by product differentiating. Implement the multi-packs as an option for consumers in the natural food retailers and continue to keep the premium price brand positioning. The last thing you want to do is enter a price war; therefore, keep the same channel distribution you are using but instead, introduc e new products through product differentiation.

Examining the case of Mutual Disassociation

Examining the case of Mutual Disassociation The rise of mutual disassociation that is emphasized by the essay of Sennet arises from the loss of the durable sense of common interests among people within the city (Sennet, 25).Advertising We will write a custom essay sample on Examining the case of Mutual Disassociation specifically for you for only $16.05 $11/page Learn More Contributing to this is the fact that the sense of community that used to exist prior to the development of the present day capitalist orientation has given way to the inclination that it makes no sense to develop relationships in the long run due to the temporary nature of interpersonal connections that is emphasized within workplace environments. What must be understood is that the basis behind the creation of communities and societies in the first place was the inherent common interests (i.e. the need for protection, the necessity of companionship, to be close to particular services etc.) from which people at the time derived a c ertain degree of mutual benefit. As a result, this created the concept of the social contract which takes the form of people agreeing to follow the rules of society in order to benefit from the common interests shared. Once factors such as mutual disassociation and the loss of common interests enters into the picture, people no longer derive any benefit from being part of society and thus the social contract between that individual and society dissolves resulting in adverse patterns of behavior and action. The train of thought of such individuals follows this particular method of implementation: why should I follow the rules when I have no common interests nor derive any benefit from society?. Given sufficient traction and enough individuals this may result in the complete dissolution of society as a whole with people acting for their own personal interests rather than the shared interests of the community.Advertising Looking for essay on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More In order to remedy this situation it is advised that a sense of belongingness be implemented in that practices that emphasize the temporary nature of job assignments, the dissolution of interpersonal relationships and an emphasis on competition rather than long term cooperation be dissolved in favor of practices which create a greater feeling of community for those employed within corporations. It is only by doing so that the potential dissolution of the various societal constructs that are currently present can be prevented. Experiencing the Power of Strangeness For me, the best way in order to experience the power of strangeness would be to visit the Downsview station near the Spadina subway extension, fold my arms behind my back and watch as people come and go from one direction to another. While this may seem a bit strange, the reason behind this is the fact that you get to see a lot of how a local society i s like by the way they travel. They can either be as aggressive as the people in New York or as orderly as the people in Tokyo. Combining this method of observance and experiencing the commute for myself would in a way help me to better understand the local people and for me this is truly a way of experiencing the power of strangeness (Mutrie, N.A.). Sending a Post-tourism tourist to the city Based on my experience, one of the more interesting locations that a post tourism tourist would enjoy would be Toronto city hall at night. While a city hall may not necessarily be the most fascinating location the fact is that its illuminated windows, combined with its architecture and the view of the nearby illuminated body of water at night is truly a sight to behold and one which is normally neglected in the hustle and bustle of city life.Advertising We will write a custom essay sample on Examining the case of Mutual Disassociation specifically for you for only $16.05 $11/page Learn More Mutrie, Eric. This Must Be the Place: Travel Beyond Tourism. Strand [Tronto] 11 03 2011, n. pag. Print. Sennet , Richard. Cities without connection. New Stateman. 5 06 2000: 25. Print.

French Verb Conjugations for Augmenter

French Verb Conjugations for Augmenter Augmenter  is a French verb that means to increase, to raise, or to rise. Its a very useful word to know and its a rather simple on to conjugate to fit the present, future, and past tenses. Follow along in this lesson to learn all these conjugations, including the past participle, subjunctive, and imperative forms of  augmenter. Conjugating the French Verb  Augmenter Verb conjugations are a little more complex in French than they are in English. We understand that an English verb with an -ed ending implies the past tense and an -ing is used for the present tense. In French, there are more endings to learn because the verb must match the subject pronoun as well. Augmenter  is a  regular -ER verb. In the conjugations, it follows a particular pattern for the new endings. These same transformations can be found in similar verbs like  attraper  (to pick up) and  complà ©ter  (to complete), making these among the easiest to memorize. Using the chart, you can quickly figure out which verb form you need. Simply match the subject pronoun with the appropriate tense. For instance, I increase is jaugmente and we will rise  is nous augmenterons. Subject Present Future Imperfect j' augmente augmenterai augmentais tu augmentes augmenteras augmentais il augmente augmentera augmentait nous augmentons augmenterons augmentions vous augmentez augmenterez augmentiez ils augmentent augmenteront augmentaient The Present Participle of  Augmenter The  present participle  of augmenter  is augmentant.  This is done with a simple change from the -er  ending to an  -ant  ending. Not only is it a verb, but you can use it as an adjective, gerund, or noun in some circumstances. The Past Participle and Passà © Composà © The  past participle  of augmenter  is augmentà ©. You will need this to form the commonly used past tense known as  passà © composà ©.   To form the conjugations, use the appropriate form of avoir,  which is an  auxiliary, or helping verb. For example, I rose is jai augmentà © and we increased is  nous avons augmentà ©. Notice how  avoir  has been conjugated to match the subject, but the same past participle is used in both phrases. More  Augmenter  Conjugations There may be times when you will need to use the following verb forms of  augmenter. The subjunctive and conditional are rather common and imply a certain degree of uncertainty in the action. Its likely that you will only encounter the passà © simple or imperfect subjunctive in formal writing. Yet, its good to be able to recognize and associate these forms with  augmenter. When using  augmenter  in imperative verb form, there is no need to include the subject pronoun. This is implied within the verb itself and these are used in short statements. Rather than nous augmentons, you can say augmentons.

Consistency, parallelism and sentence variety are valuable techniques Essay

Consistency, parallelism and sentence variety are valuable techniques I have learned in this writing course - Essay Example consistent and concise essay, research paper, or other written document require special attention to be placed on the order of paragraphs and linking paragraphs. The order of paragraphs needs to be chronological with the importance emphasized with each sentence. Words and sentences should not be used unless they support the topic being discussed. Furthermore, to ensure consistency with the paragraphs more than the order is important, they also have to be linked. Linking paragraphs means keywords are repeated from one paragraph to another. It also means that transitional expressions and sentences are used. The thesis statement in this paper and topic sentence of this paragraph show how keywords can link one paragraph to another with a transition. Paragraphs are made up of words and sentences, which mean that sentence variety helps create a transition between the various thoughts in a paper through language awareness. Sentence variety means I need to use a mixture of long and short sentences to explain my idea. The words need to be concise, exact, fresh, and vary from the beginning. Discussing the use of words leads me to my next point with regards to parallelism. Parallelism requires the same tense, voice, person, number and tone to be used throughout a paper (Thurman, 2008). In a sentence I need to use the same verb tense. For example, washed, waxed, and vacuuming are not consistent. Washed and waxed are the same verb tense; however, vacuuming is a past progressive verb tense instead of past tense verb. Tone created by verbs and words in a sentence also needs to be consistent. Tone is considered the expression of the speaker (Abrams, 1999). If the tone changes the meaning of the paper may change or lead to confusion on behalf of the reader. Paragraphing techniques, parallelism, and sentence variety are the three main points I learned about in this writing course which all lead to a consistent and concise paper. I am able to take what lessons I learned from class

Coronary heart disease in the UK Essay Example | Topics and Well Written Essays - 1250 words

Coronary heart disease in the UK - Essay Example Cardiovascular diseases cause a lot of health problems in the UK. In 2011, the country experienced approximately 160,000 deaths due to these diseases. Majorities of deaths from heart diseases are brought about by heart attacks; the UK records around 103,000 heart attacks every year. The UK experiences approximately 152,000  strokes every year, which cause more than 40,000 deaths (Department of Health 2010). Coronary heart disease is the leading cause of deaths in the UK and around the world. The disease causes approximately 73,000 deaths in the United Kingdom every year (Mozaffarian et al. 2015). It is estimated that one in  a group of six men and one in  a group of ten women dies as a result of coronary heart disease. In the UK, there are about 2.3 million persons living with the disease. Around the world, approximately 2 million people are affected by coronary heart disease. As people grow old, they become more likely to get CHD; Men are more likely to suffer from the disease when they are much younger as compared to women (Mozaffarian et al. 2015). The high number of deaths caused by coronary heart disease requires immediate intervention in order to curb its spread. It is important to study the condition in order to know its causes, symptoms and establish how to treat it. The building up of fatty deposits on the walls of the arteries that directs blood to the heart causes coronary heart disease. The fat deposits cause the arteries to narrow leading to a reduction in the supply of oxygen to the heart (Shah 2006). The decrease in the supply oxygen causes pain in the chest or even heart attack. The heart is a muscular pump that moves blood to the lungs and the other parts of the body. The blood supplies the body with oxygen and other vital nutrients while taking away carbon dioxide and other waste materials. The heart gets a supply of blood through the coronary