Creating A Social Program Coursework Example | Topics and Well Written Essays - 1500 words

Creating A Social Program - Coursework Example The causes of Fibromyalgia are not clear, but it is clear that it is a disorder with a number of possible causes. It seems sufferers have all experienced stressful or traumatic events, such as car accidents, repetitive injuries, illness, and certain diseases that can accompany the discomfort. These may include rheumatoid arthritis, systemic lupus erythematosus, and ankylosing spondylitus (spinal arthritis) (National Institute of Health 2007). Scientists believe there maybe a genetic factor involved in the disorder and women who have a family member with the disorder are more likely to have it themselves. Researchers once believed the debilitating pain reported by Fibromyalgia sufferers was the result of the accompanying depression they experience, however, recent brain scan research has shown an increase in blood flow to the areas of the brain that detect pain intensity (Anderson 2008). Common limitations of patients suffering from Fibromyalgia include exertion and mobility limitatio ns (pushing, pulling, lifting, etc.), extremely reduced energy and stamina levels, cognitive deficits, and the need for a restricted environment due to sensitivities to cold, light, noise and changes in air pressure (Contreras 2003). Fibromyalgia can be very difficult to diagnose and presently there are no specific tests that can be used to determine a clear diagnosis. For this reason, some patients may require several doctor visits and tests to be performed prior to receiving a correct diagnosis. The American College of Rheumatology currently presents the standards for diagnosing Fibromyalgia after other factors have been ruled out. This diagnostic standard includes checking for a certain number (11-18) of tender points on the patients body. Because the complaints and symptoms of Fibromyalgia can be vague and vary between patients, physicians tend to put patients through repeated evaluations prior to diagnosis (Elrod 1997). This extensive diagnostic

What should Troy do Essay Example for Free

What should Troy do Essay If troy has to work overtime on a business project then his boss, Mr Hunt has to compensate Troy with an overtime pay, if not then he will be exploiting Troy for his own gain. Troy does not have to pressure and exhaust himself over the projects since he is not a senior executive or a big shot at the firm making the big bucks. If that does not work, Troy can go to Mr. Hunt’s superiors and nd tell them about the situation. If that doesnt do anything, threaten legal action. I guarantee theyll change their tune real quick. One thing Troy can do is to take the work home and convince his boss that he will be working form home. Describe one process through which Troy might attempt to resolve his dilemma. One way Troy might attempt to resolve his dilemma is to confront his superior and explain to him that the project requires more time and that Troy will have to put some overtime in order to complete the project. Although Mr. Hunt and the customer may not be pleased about it, Troy on the other hand will not be so stressed out to make the deadline. Troy can find a way to and figure out a way to work with his boss to design the job to fit Troy’s life as well as meet the customers’ requirements, but Troy faces the problem of raising on the corporate ladder. On the other hand, Troy can work â€Å"off the clock† and accomplish the project just on time and have a chance to be promoted, however he will be sacrificing his family and personal life. Consider the impact of this company’s approach on young editors. How could working long hours be an ethical problem? Working long hours is a classic manager’s dilemma. On the one hand, if a subordinate is working long hours, it can reflect dedication and commitment to the job. It can also mean the person has no work-life balance, which could come back and bite the company down the line. It can also mean that the employee cannot effectively manage his time or people.

Dinoflagellates And Bioluminescence Emission

Dinoflagellates And Bioluminescence Emission Bioluminescence is the emission of light from living organisms, without giving out appreciable or no heat. It is basically a 100% efficient system. Virtually all of the energy generated is converted into light with almost none lost in heat or sound production. It is literally a cold fire. The light results from a chemical reaction mediated by enzymes and involving specialized molecules in the organisms. Bioluminescence occurs in species too numerous to list but the most recognizable ones include dinoflagellates, some jellyfish and fireflies. Dinoflagellates and fireflies are by far the most common sources of bioluminescence in the ocean and on land respectively. Some deep sea fish are equipped with organs that produce luminescence to which prey is attracted. The flashes emitted by male and female fireflies are used as species specific signals for mating. The use of bioluminescence in an organism can be to evade predators, attacking its enemies, camouflage, food, attracting their mate s or sometimes due to organisms inside an organism. Dinoflagellates are unicellular aquatic organisms which come under the order Dinoflagellida and the class Phytomastigophorea with two uneven flagella for locomotion. Several thousand species of dinoflagellates are known to mankind. Most contain chlorophyll and are photosynthetic. Among these there are the diatoms, which are the primary producers of energy in the ocean food chain. Like many complex one celled organisms, dinoflagellates show traits of both animals and plants and are claimed by zoologists as protozoans and by botanists as algae. They are mostly marine creatures and in warm shallow waters they sometimes reproduce in enormous numbers resulting in a bloom. Many species of dinoflagellates are bioluminescent. Both heterotrophic and autotrophic dinoflagellates are known. Some can be both. They form a significant part of primary planktonic production in both oceans and lakes. Most dinoflagellates go through moderately complex life cycles involving several steps, sexual and ase xual, motile and non-motile. Some species form cysts composed of sporopollenin, and preserve as fossils. Dinoflagellates display considerable morphological variations and many share a common anatomical pattern during at least one stage of their life cycle. Most of them have two flagella inserted into their cell wall via the flagellar pores at approximately the same location. In many one of the flagella wraps around the cell and is known as the transverse flagellum, while the other longitudinal flagellum extends tangentially to the cell, perpendicular to the plane of the transverse flagellum. The beating of the longitudinal flagellum and the transverse flagellum imparts a forward and spiraling swimming motion, and defines the anterior and the posterior. The flagellar pore and point of flagellar insertion defines the ventral with the opposite side dorsal. Left and right sides of the cell are then defined as in most organisms. Basic anatomy of a thecate, dinokont dinoflagellate A depression occurs on the ventral surface at the point of flagellar insertion, and is known as the sulcus. The transverse flagellum occurs in a furrow known as the cingulum which encircles the cell except where it is interrupted by the sulcus on the ventral surface. The cell wall of dinoflagellates is subdivided into multiple polygonal amphiesmal vesicles of varying numbers from half a dozen to hundreds. In some dinoflagellates, these vesicles are filled with relatively thick cellulose plates with bounding sutures. When this occurs, the cell wall is referred to as a theca. Dinoflagellates possessing a theca are often referred to as armored dinoflagellates, while the ones which lack are referred to as naked dinoflagellates. Redrawn from Fensome et al. 1996 Schematic life cycle history of dinoflagellates Coming to the life cycle of dinoflagellates which is multi-staged and about 6 stages can be clearly identified in peridiniales dinoflagellates. The six stages are: When rapid growth and a population expansion is observed vegetative propagation dominates and takes over. Now the schizonts act as gametes and pair up to form zygotes. Due to this process one or more theca may be lost. A new theca is formed from the new diploid zygote. The activity level of the cell decreases, and with time the flagella is lost. This zygote is termed as a hypnozygote. When the theca is separated and broken and decayed the cyst is formed and completed. The cyst now settles down in the bottom on the sea. After the period of dormancy the theca is grown again and it becomes motile. For an organism to give off light, at least two chemicals are required in the presence of oxygen and the energy molecule ATP (Adenosine Tri Phosphate). The one which produces the light is generically called a luciferin and the one that drives or catalyzes the reaction is called a luciferase. Luciferase is the enzyme that catalyses the oxidation of luciferin which is the basic substrate in bioluminescent reactions. The basic reaction follows the sequence illustrated above: The luciferase catalyzes the oxidation of luciferin. Resulting in light and an inactive oxyluciferin. In most cases, fresh luciferin must be brought into the system, either through the diet or by internal synthesis. Sometimes the luciferin and luciferase are bound together in a single unit called a photo protein. This molecule can be triggered to produce light when a particular type of ion is added to the system (say calcium as it happens in the jellyfish, Aequorea victoria). Dinoflagellate luciferin is thought to be derived from chlorophyll, and has a very similar structure. In the genus Gonyaulax, at pH 8 the molecule is protected from the luciferase by a luciferin-binding protein, but when the pH lowers to around 6, the free luciferin reacts and light is produced. The structure of the luciferin in a dinoflagellate The ability to produce luminescence is strictly dependent upon the day or night cycle. In a twelve hour light or twelve hour dark cycle, dinoflagellates will only flash brightly during the dark phase. Light emitted is brightest after several hours of darkness. Early in the morning, glowing activity is reduced and they no longer give off light upon shaking or disturbing them. During the day, the dinoflagellates appear as ellipse shaped cells, pigmented red, indicating the presence of chlorophyll which enables photosynthesis to occur so they may harvest light from the sun. The luminescence is transient and the cells soon return to their resting state. Most cells flash for less than a second, however others appear toglow for 1-6 seconds. Upon repeated stimulation, light emission is much reduced. Within about half an hour of rest, the luminescence becomes brighter again. 12 hour light cycle Bioluminescence is used to evade predators which act as a type of burglar alarm for defense mechanism in dinoflagellates. They produce light when the deformation of the cell by minute forces triggers its luminescence. When the cell is disturbed by a predator, it will give a light flash lasting 0.1 to 0.5 seconds. The flash is meant to attract a secondary predator that will be more likely to attack the predator that is trying to consume the dinoflagellate. The light flash also makes the predator jump and worry about other predators attacking it, making the predator less likely to prey on the dinoflagellate.2 In most dinoflagellates, bioluminescence is controlled by an internal biological rhythm. They are on a circadian rhythm. Towards the end of daylight, luminous chemicals are packaged in vesicles called scintillons. The scintillons then migrate to the cytoplasm from the area around the nucleus. It is not currently known how the scintillons are moved to the cytoplasm. During the night light is triggered by mechanical stimulation. When action potential generates in the vacuole, the action potential propagates throughout the rest of the cell. This allows protons to pass from the vacuole to the cytoplasm. The cytoplasm becomes acidified, normally by hydrogen ions and the process is activated in the scintillons. Dinoflagellates have distinct chromosomes through the whole cell cycle although their condensation patterns vary during interphase, with a maximum unwinding corresponding with the peak of replication in S phase. They are attached to the nuclear envelope and have a unique organization. Free-living dinoflagellates have high chromosome numbers per haploid genome while parasitic dinoflagellates have only a few chromosomes. Chromosomal ultra structure varies during interphase, and lacks the typical banding pattern of mitotic eukaryotic chromosomes, reflecting the genome compartmentalization. Dinochromosomes show a banded and arched organization by transmission electron microscopy (TEM) and freeze-etching that corresponds to a cholesteric organization of their DNA with a constant left-handed twist. Whole-mount chromosomes have a left-handed screw-like configuration with differentiated roughly spherical ends. Dinomitosis occurs without nuclear envelope breakdown and nucleolar disassembly an d with an extra nuclear mitotic spindle without direct contact with the chromosomes. Dinoflagellates are true eukaryotes that experienced a secondary loss of histones during evolution, constituting the only living eukaryotic knockouts of histones. The ancestral group of the alveolates, that includes the dinoflagellates, had eukaryotic histones as observed in ciliates and apicomplexans suggesting that dinoflagellates may have experienced a secondary loss of histones, and a set of primitive bacterial HLP may have been reintroduced from a prokaryotic source by gene transfer. Dinoflagellates have significant genomic differences compared with higher eukaryotes at all levels, from base composition and methylation, to the structural organization of their DNA and chromosomal domains, that nevertheless led to a similar organization and functioning of nuclear domains. The exact way they use to regulate gene silencing and activation without histones is still unknown, although the high proportion of base methylation could be involved. The very mention of red tides brings to mind the fear of dead fish and toxic seafood. Red tide is a naturally occurring, higher than normal concentration of the microscopic algae. The massive multiplication of these tiny, single-celled algae is usually found in warm saltwater and is commonly referred to as a bloom. Even though they are important producers and a key component to the food chain, dinoflagellates are also known for producing deadly toxins, especially when they are present in large numbers. They can not only kill a large range of marine species, but can also impart fatal toxins into several species, especially shellfish. Usually deadly to finfish, shellfish are relatively unaffected. These shellfish may then be eaten by humans, who are then affected by the stored toxins.

Erich Maria Remarques All Quiet on the Western Front and Mary Shelleys :: Remarque Western Shelley Frankenstein Essays

Erich Maria Remarque's All Quiet on the Western Front and Mary Shelley's Frankenstein Erich Maria Remarque's All Quiet on the Western Front and Mary Shelley's Frankenstein shows how the change in society has an effect on people. But they both take different methods of showing it. All Quiet on the Western Front shows how war takes the lives of others and the effects on people during the war.Frankenstein, even though it is fictional, tells a story of a distraught dream of science by artificial means of life. Both stories have different effect surrounding each character want and needs throughout the plot. First, to understand All Quiet on the Western Front and Frankenstein it must be analyze first. Then, they must be broken down for a compare and contrast. All Quiet on the Western Front takes place in Germany. The war that is being fought is World War I. There, the young are basically joined the military for the idea of adventure. First, they go to training relaxed and basically thinking nothing of the war that is ahead. As they enter the war, they are shocked to see the conditions of it. When on the battlefield they rush into trenches to avoid the on coming fire and shells. When solider go to hospital it wasn't uncommon for there boots to be taken. It was a way to how war leave mental scare on people. It was a kind of respect to show that a solider was important to others. After the death of Kemmerich, Paul kills a Frenchmen and looks at as he has killed a man. Instead of looking at the Frenchman death as a victory it is more of remorse because it was a death of a human being. Paul then goes though a metal state to help the family of the Frenchmen. He lost his frontline position and was sent home. As he tells his war stories, friend a family believed him to be a fool. The people in the town had no idea what effects of World War I had on people and left old soldier to be 'coward'. A few of the symbols in All Quiet on the Western Front where the boots of other men that dies in World War I and the life of what they missed at home. A pair of boots showed the loss of a fellow soldier as a way to move on. It leave behind that though that this was a man that died here, not a pawn that is uses for war. Also, the boots stood for a friendship that other soldier might have had for him.

The Concepts of Negative and Positive Peace

Firstly, it is important to provide some sort of outline of what the term peace itself means. During my research I came across the notes of the Irenees’ Peace workshop held in South Africa in May 2007. According to these documents Peace does not mean the total absence of any conflict. It means the absence of violence in all forms and the unfolding of conflict in a constructive way. Peace therefore exists where people are interacting non-violently and are managing their conflict positively – with respectful attention to the legitimate needs and interest of all concerned. In terms of explaining the difference of negative and Positive peace this definition seemed the most appropriate. Johan Galtung, who had been often referred to as the father of peace studies distinguishes between ‘negative peace’ and ‘positive peace’. Before I elaborate on these two concepts, Galtung grew up during World War II in German-occupied Norway, where his father arrested was by the Nazis. By 1951 he was already a committed peace mediator, and elected to do 18 months of social service in place of his obligatory military service. Galtung eventually insisted that his social service should be spent in activities promoting peace, which lead to the Norwegian authorities imprisoning him for 6 months. Galtung's theoretical work proposes that there are four ways in which conflict can emerge: conflicts within a person or between persons; conflicts between races, sexes, generations, or classes; conflicts between states; and conflicts between civilizations or multi-state regions. Peace, according to Galtung, is not just the absence of war. Because two nations are not at war does not mean they are in peace. Negative peace refers to the absence of violence. When, for example, a ceasefire is enacted, a negative peace will ensue. It is negative because something undesirable stopped happening (e. g. the violence stopped, the oppression ended). The Cold War between the Soviet Union and the United States is the classic example, but look also to modern examples of negative peace between North and South Korea or Israel and Syria. Therefore, the mere absence of physical violence or war is a negative peace because the conditions that inevitably lead to violence persist. Positive peace refers to the absence of indirect and structural violence and includes a state of collaboration and support between states, nations, or members of a society. It is closely tied to positive content such as restoration of relationships, the creation of social systems that serve the needs of the whole population and the constructive resolution of conflict. Ironically I was not able to find examples of any situations which would constitute an environment of positive peace. What I did come across was Galtung’s insistence that peace studies shouldn’t seek simply to reduce or end violence but rather to understand the conditions that lead to violence along with the conditions that manifest peace. According to Galtung peace and violence need to be examined at all human levels if a state of positive peace is ever to be reached therefore instances of something such as inter-gender violence is equally as important as inter-state violence. It isinteresting that in the UN charter, peace is not thoroughly defined. Instead, it is referred to as a negative definition of peace (the lack of war) and not a positive definition (the lack of war plus just institutions, structural equality, etc). In other words, officially the UN as an organization works with a definition of peace as the lack of interstate war.

Implementing organizational change

Implementing organizational change Introduction We all know that for one to thrive in the business world, change is paramount. Management has to develop new initiatives and catch up with the rapid technological and socio-economic advancements in order to stay ahead of the competition.Advertising We will write a custom research paper sample on Implementing organizational change specifically for you for only $16.05 $11/page Learn More There are various theories and models recommended to corporate managers on how they can handle organizational change. However, in implementing organizational change in practice, especially where a large-scale organization is involved, can be challenging and complex and if not handled properly, it can be disastrous to the whole organization. This paper discusses practical implementation of organizational change in a large-scale business. General Motors Corporation will be analyzed by looking into the various changes it has undergone through and problems resolved as well as recommendations on new changes that could be carried out to enable it retain its competitive advantage in the industry. The GM adopted the overall structure organizational change model in implementing its changes. Implementing organizational change General Motors Corporation Organizational Changes The GM recently changed its traditional organizational model from being decentralized to a more centralized and unified one. The traditional model was characterized by a hierarchical structure of management and leadership. Jobs are arranged into independent functional departments. â€Å"GM was divided into different independent automakers†¦each independent automaker was operated differently and competing with each other,† (Kenly85 2009). The new model, however, does not have independent departments but rather consists of a team and individual employees all focusing on a common organizational goal. This model was adopted to respond to problems such as harmonization of w orkers. The staff required to develop a central set of skills by learning from each other’s designs of work as well as improve communication amongst themselves so as to work as a team rather than as autonomous individuals. The management revised its management to respond to the declined demand for medium and high-priced cars which had been created by the depression. A new management staff was put in place at the five-car division with the operational committee being dissolved and the executive committee eliminated. â€Å"In order to cut costs, the divisions had to share frames, chassis and other parts. This meant that productions and designing cars would entail cooperation and coordination among the four divisions,† (Spector, 2010). This resulted into reduced operation costs and streamlined management system.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More F urther, it was deemed necessary to reorganize the general office. The office was now empowered to oversee the operational and overall financial decisions. The top executive basically made all the major financial decisions in the organization. This is because financial decisions are very important to the future success of an entity through prospective policies and procedures. This made it a requirement to include general executives with special knowledge in prospective policies in decision making concerning financial matters. Operational policies were therefore left to the administrative committee. Later, the financial policy committee was created which was meant to authorize all financial decision matters. An operating committee was also formed and was mandated to oversee strategic planning and policies. The division managers no longer had legal authority. Its only role was to recommend policies for the operating policy committee to adopt. The president and chairman formed the CEO a nd had overall authority over the financial committee. Division managers were later included in administrative committees but this did not relegate their power of having overall control over policy. Policy groups made up of general office men now formulated policies. The proposed policies were then handed over to the administration committee which were required to debate and ratify or modify the policies. The divisions only had power to revise or amend such policies. Support systems were also formed to ensure organizational changes were effectively implemented. An Automotive Strategy Board together with a management committee were formed to keep the CEO updated on the happenings of the corporation. There were also monthly meetings whose attendance was compulsory globally. The meetings were used by operation heads to monitor the progress of the organization so as to inform the CEO. It also ensured that the organization staff worked as a team towards the achievement of the organizatio nal goal. A Culture Transformation Team as well as an Operating Model Team were established. The Automotive Product Board and also Automotive Strategy Board were eliminated and replaced with one committee consisted of eight individuals. This was done to fasten the decision making process.Advertising We will write a custom research paper sample on Implementing organizational change specifically for you for only $16.05 $11/page Learn More The committee reported to the CEO twice a week when they met to discuss product matters. The operation team, however, was composed of ten executives representing the various divisions in the globe. This increased bureaucracy even more and the decision-making was made even slower. The government has also contributed to the GM change. The U.S. government eliminated certain vehicle brands such as Pontiac and Hummer and slashed headcount. It also reduced its debts and the obligated benefits and shuttered dealerships. The governm ent now has a 60% shareholding in the company; therefore, we can say that the ownership and control of the organization has shifted to the government. However, most of the government intervention in GM has been helpful to its growth as well as its changes. For example the New Deal Legislation in the past which was aimed at avoiding future depressions through relief, recovery and reform. It has somehow helped and the GM to recover from its bankruptcy through government funding and subsidies. The GM had to implement its organizational changes according to the Chapter 11 of the Bankruptcy act. The government also funded the GM to the tune of $14 billion through the Emergency Economic Stabilization Act. The Troubled Asset relief Program (TARP) supported the funding. It was aimed at saving the free-market system that GM represented. Effects of the organizational changes There were both positive and negative effects of the transition. Positively, the organizational change was able to must er teamwork amongst its workers. Streamlining of production and general operations cut down operational costs. By cutting costs, the organization was able to operate efficiently and maintain its solvency. Further, a good communication system was established from the teamwork. Good communication increases the motivation of workers through recognition and the ability to voice their grievances. It also helps in reducing resistance to change by engaging employees in the change program. This ensures that everyone knows what is going to be achieved and they are all willing to contribute towards the same. It will also give management an opportunity to clarify on the need for change and the intended results to ease out employee’s uncertainty and fear of the unknown on the outcomes of the change process such as retrenchments and layoffs.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Much as these changes were meant to add to the development of the corporation, this was not the case. Instead, this transition affected the two most important stakeholders i.e. the customers and the surrounding community. Due to the discontinuation with some of the brands, it became hard for customers of some models to service or upgrade their vehicles. Consequently, GM did not only lose its customer base but also its reputation was affected. During the transition, however, GM had to close some of its factories aimed at streamlining production. Consequently, other entities â€Å"such as restaurants, gas stations, the real-estate market and the grocery stores suffered financially,† (Kenly852009). Therefore, the community’s financial well-being was disturbed. Of course, this had an impact on the money circulation chain in the market creating unemployment, downsizing in some public departments and generally lower standards of living. â€Å"Due to downsizing, people tend to move out of the town resulting to start of the cycle all over again,† (Dawson, 2003). The transformation of management system also had great effects on the workforce. This is because they were required to learn a new set of skills and also learn central software being used in all the organizations’ offices in the globe. This in turn impaired the communication system. Training and development of staff also became a major problem. This occurred because with the traditional model, the independent departments existing were using different softwares each. Recommendations for Future Organizational Changes The organization needs to adopt a new organizational culture which, according to Fitz Henderson, should consist of accountability, focus more on the customer and the product as the main subjects and also one that was ready to take risks. Also, it should be faster in decision making process. In the past, the organization was restructured where the Human Resource was given the responsibility of supporting culture change rather than drive it. Leaders came up with a new performance management standard and conducted an informative education system to communicate the new organizational culture and it’s values to all the workers. Those cultures were aimed at incorporating a culture into the organization’s highly bureaucratic system to ensure that its independent departments, regions as well as brands became self-governing and competitive within the organization. In order to retain its competitive advantage in the industry therefore, GM requires to make new changes to its organizational structure. For instance, it needs to come up with new organizational culture. There should be a way of making the executive body accountable for its performance standards. Employees should be exposed on how other organizations and, in general, other industries operate. The various staff should be promoted based on their performance as opposed to how much they h ave invested in the organization or how many years they have been on the job. Further, the organization should change its bureaucratic nature and adopt a more democratic decision making process to include even the employees in the process. This will bring the employees closer to the product, the problem as well as the customer themselves. In return, he will be able to respond quickly to the rapidly changing and divergent needs of customers as well as the highly unpredictable market conditions. Also, a company that is highly bureaucratic takes long in making decisions thus resulting into slow decisions. The organization should make changes to its production system into a Just-in-Time production system. This reduces costs since production is only done when the products are needed and therefore storage costs are minimized. Also, they should concentrate on producing environmental friendly cars as opposed to the guzzlers. This will not only ensure a clean environment but will also increa se demand since that is what customers are going for nowadays. Further, they should make more connections with suppliers globally to increase their distribution channels. Also, focus on getting low-cost suppliers by using competitive bidding. By keeping up with the consumer needs and general economic trends, the organization will be able to change as the market changes and produce products that will satisfy the consumers. It will also be able to adapt to current early enough to technological developments to avoid being outdated. In a world where technology is becoming the in thing, failure to adapt to new technology on time will have disastrous results to the whole organization driving it to bankruptcy. Conclusion The General Motors has taken various steps to change its organizational design in order to retain its competitive nature in the industry. This organizational change has helped it achieve some of its objectives such as teamwork and cutting operational costs. On the other ha nd, those changes have brought about several negative effects by affecting the customers, the community as well as the staff themselves. Its bureaucratic system has also contributed negatively to its failures. But GM’s organizational change has shown that bankruptcy can also be used as an opportunity to take that crucial step to implement major organizational changes that will see a company fly up and start flourishing once again. Therefore, companies should not fear making that big step and making holistic organizational changes. References Dawson, P. (2003). Reshaping Change: A Processual Perspective. Routledge. Kenly85. (2009). Blog 1: Organizational Change- General Motors (GM). kenly85’s blog, Just another Worldpress.com. Retrieved from https://kenly85.wordpress.com/2009/08/04/blog-1-organizational-change-%E2%80%93-general-motors-gm/ Spector, B. (2010). Implementing organizational change: Theory into practice, (2nd Ed). ND.