Case Study of Monopolistic Competition in India

Case Study of Monopolistic Competition in India Hindustan Unilever Limited being the leading company in the FMCG sector is the prime focus of our study. It is the largest share holder of the FMCG sector in the Indian market. It was founded in November 1956 and its based in Mumbai, Maharashtra. The mission statement of HUL is, add vitality to life. In this report we have analyzed the life cycle of HUL, along with its strong presence in the market due to its highest shares in the FMCG market. Research in this report consist of analyzing the competitors with respect to HUL through reference book, internet research which gave a proper direction to our study. Our major finding includes that HUL has a strong market base which is spread strategically in all the market segments under soaps and detergents due to so many brands by HUL. Also we see there are a lot of emerging competition to the HULs soaps and detergent market share and how it has and will continue to tackle these competitions. Additionally we see the HUL firms life cycle, along with an understanding of a monopolistic market. Furthermore we see into one of the competitors downfall in the soaps and detergent market. In conclusion, this study shows HUL has a strong market share in the soaps and detergent sector.HUL in the light of all the competition, is constantly innovating new products so as to dominate the market. Unlike other companies, HUL has its base under all the segments, thus targeting a wide range of consumers. Abstract Hindustan Unilever Limited is the largest FMCG Company with market leadership in the Soaps Detergents Industry. The report focuses on the evolution of HUL as the market leader in light of the Life Cycle of a Firm and analyses how it managed to sustain its position with emerging new entrants in a monopolistic competitive market. Problem Statement Among several leading national and global brands, HUL is the largest company in the FMCG Sector and it is the market leader with 46% share in the soaps and detergents industry. The underlying factor for its success is the strong customer base. It : Provides wide range of products Continuously innovates to respond to the competitive pressures by providing value additions to its existing products Has established its target audience to every segment: premium, mid-priced and popular Introduction Hindustan Unilever Limited (HUL) is Indias largest Fast Moving Consumer Goods (FMCG) Company based in Mumbai, Maharashtra. It is a subsidiary of Unilever, a British-Dutch company which controls 52% shareholdings in HUL. Unilever is worlds largest supplier of fast moving consumer goods across 100 countries in the world. In Home Personal Care Products and Foods Beverages, HULs 35 power brands are spread across 20 different consumer categories such as detergents, shampoos,soaps, skin care, toothpastes, coffee, tea, ice creams etc. The company aims to create a better future every day as it provides for nutrition, hygiene, and personal care that help people feel good and look good. HUL touches the lives of two out of three Indians. These brands are manufactured over 40 factories and operations consist of 2000 suppliers and associates. It covers 6.3 million retail outlets reaching the entire urban population and 250 million rural consumers. HUL has over 16000 employees and an annual turnover of around Rs.21736 crores(as per financial year 2011-2012). Life Cycle of HUL Life Cycle can best be explained as the course of events that bring a new firm into existence and follows its growth into maturity to capture the mass consumers. The most common steps in the life cycle of a firm include the following phases: Introduction Development Maturity Growth Sales volume 1988 1930 1991 2000 Time Development Phase Firms in the development phase are likely to be characterized by small levels of sales and are more speculative in nature. The firms enter the market as they see a market opportunity. Unilever the parent company of HUL viewed the Indian market with tremendous potential. Thus, it launched Sunlight Soap in 1988. This gave rise to an era of marketing branded fast moving consumer goods (FMCG). It further introduced Lifebouy and other brands like Pears, Lux and Vim came into market in 1985. Vanaspati and Dalda were also launched in 1918 and 1937 respectively. Introduction Phase In 1930s the introduction of the firm as Hindustan Lever Limited came into existence with the merger of HindustanVanaspati Manufacturing Company, Lever Brothers India Limitedand United Traders Limited.It became the first foreign subsidiary company to do so. Today, the company has more than three lakh resident shareholder. Growth Phase In 1991, with the liberalization of the Indian economy,a drastic change in growth curve of HUL was witnessed as the company explored every single opportunity in the product segment,without any restriction in the production capacity. HUL and its largest competitor Tata Oil Mills Company (TOMOCO) merged together,and the acquisition took place in 1994.In 1996,a 50:50 joint venture was formed, with Lakme Limited to market cosmetics andwith US based company Kimberly-Clark Lever Ltd to marketHuggies Diapers and Kotex Sanitary Pads.HUL also set up a subsidiary as Unilever Nepal Limited (UNL). The UNL factory manufactured HULs products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The company witnessed crucial mergers, acquisitions and alliances after 1990s , on the Foods and Beverages front. Maturity Phase HUL entered the maturity stage in early 2000s. Since it reached upper bounds of its demands, it undertook various projects and initiatives to maintain its brand image. The increasing demand is not entirely affected by the advertising. For instance,HUL undertook Project Shakti in 2001,a rural initiative which targeted small villages. Presently, 45,000 Shakti entrepreneurs are working,which covers over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002, HUL made its entry into Ayurvedic Health Beauty Centre category with the Ayush range and Ayush Therapy Centers. In 2003,it launched Hindustan Unilever Network, Direct to home business , launching Pureit water purifier in 2004. In 2007, the Company name was formally changed to Hindustan Unilever Limited. Brooke Bond and Surf Excel showed Rs.1000 crore as a sales mark followed by Wheel which crossed the Rs.2000 crore sales milestone in 2008. HUL has completedmore than 75 years of corporate existence in India. HUL-Monopolistic Competition Monopolistic competition is a market situationin which there are a large number of sellers and a large number of buyers for the products and services. The firms in a monopolistic competitive market are generally small in size. All firms provide similar products i.e. the products are close substitutes of each other. However they can be differentiated on the basis of color, packaging, features, and brand price and so on. The Indian FMCG Market is a perfect example of monopolistic competition. It is a highly crowded market with a large number of national and global players competing on margins. The stock turnover is high as FMCG products are frequently consumed and have a short shelf life. The main features of FMCG in light of monopolistic competition can be viewed as follows: Large Number of Sellers In a monopolistic competitive market, there is abundance of sellers producing differentiated products. The presence of large number of sellers is highlighted by the fact that the Indian Soap and Detergent market has 700 companies competing to sell their products. The major players across the globe are: ITC Limited, Procter Gamble and Hindustan Unilever Limited. Freedom of Entry and Exit There are low barriers to entry and exit of firms in monopolistic competition. If the profits are attractive, the firms can enter the industry. Increase in disposable income in hands of both rural and urban consumers, gave an opportunity to the rural consumers to shift from unbranded unorganized products to branded FMCG products. The increasing demands, leads new firms to enter the market. When the competition increases the existing firms are forced to reduce their price in order to meet the competition. Thus free entry and exit maintains normal profits in the market in the longer span of time. For instance, Nirma was launched in the detergent industry at a low price targeted to cater to the needs of middle-priced and popular segment. The success of Nirma forced HUL to launch an even lower priced product. Thus, Wheel and Rinwere introduced by HUL to maintain its market share. Selling Costs Due to product differentiation in monopolistic competition, firms are required to incur some additional costs such as advertising, sale promotions, salaries of marketing staff etc. to promote the product. The main aim is to inform, persuade and remind the buyers of the availability of the product. The strategy of aggressive advertising is adopted. HUL and Procter Gamble are two renowned companies for portrayal of advertisement war. Aggressive television commercials were shown targeting each others brand. Even in print the prices of detergents such as Tide and Rin were compared to influence the customers buying habits. It is highly believed that advertisements are factual and help buyers make an informed choice. Product Differentiation It is regarded as the most important feature of monopolistic competition. The products in monopoly are homogenous in nature whereas in monopolistic market it is heterogeneous in nature. The products are close substitutes; however every seller tries to differentiate his product from the competitors product. They maybe different in terms of colour, packaging, features, pricing, size and shape. For instance, Ariel, the detergent laundry line for PG, is available in a variety of forms. Ariel Colour is a detergent used mainly to protect colour of clothes, Ariel Stain remover is a stain pre-treatment product, ArielQuickwash is used to wash clothes in the quick wash cycle and so on. Therefore, Ariel has been able to expand its laundry line depending on the use of the detergent. By adding various features to the existing product, Ariel has been able to distinguish itself from the competitor. Absence of Interdependence The firms operate on the basis of their own marketing policies and production. No firm is influenced by the other firm. Since a large number of firms enter the market, the size of each firm varies. Thus, no firm is dependent on the other. Falling Demand Curve A firm in monopolistic competition, has a downward sloping demand curve. This is mainly because the sellers are the price makers i.e. they are influential enough to affect the price of the product. The demand curve is highly elastic as substitutes are available.This means one can sell more at low prices and vice-versa. Competitors analysis HUL has a large share of market in soaps and detergent segment, but it still faces a growing number of competitions from various Competitors in the market. In the detergent sector it faces competition from Procter and Gamble (PG), Henkel, RohitSurfactancts Pvt. Ltd. (RSPL) and Nirma (now out of the market). In the soap sector it faces competition from Godrej, PG, Wipro, ITC and Nirma (now out of the market). HUL faces just one competition in the health care sector of the soap industry and that is from Reckitt. Detergents Market Past HUL captured the Indian detergent market in the year 1957 and maintained its monopoly in terms of quality till 1980s with its product SURF. However by 1980s a company named Nirma Chemicals brought out a detergent Nirma which was priced much lower than HULs Surf with a very catchy advertisement on TV, claiming great quality at affordable rates. It soon became a very popular jingle, catching the imagination of the masses. By 1985 Nirma had replaced Surf from the number one position in the detergent market. HUL then changed their strategy and introduced cheaper detergents named Wheel and Rin, and managed to regain some of the lost ground in the detergent market. This shift ultimately resulted in HULs Wheel replacing Nirma from the top position of the detergent market in early 2000. But soon there emerged a threat from a product named Ghari which was launched by RSPL in 1987. Present In the current market scenario, Ghari holds the number one position at 17.3%, followed closely by Wheel which holds 16.9% of the market share. Nirma on the other hand had witnessed a huge downfall and it now just commands a market share of less than 6%. Tide launched by PG is now at the third position in the market after Ghari and Wheel, with a share of 13.5%. The Indian detergent market is broadly classified into four different segments namely:- Premium, examples- Ariel and Surf Mid-price, examples- Henko, Rin and Tide Popular, examples-Wheel, Ghari, Nirma and Mr. White Regional and small unorganized players Premium, Mid-price and Popular account for a market share of 15%, 40% and 45% respectively against each other. All the above three segments combined form 60% of the market share, while the rest 40% share is held by the regional and small unorganized players in the market. HUL is still a major player in the market with its Wheel, Rin and Surf in all three main segments, but RSPL is now the overall leader due to Ghari. Soaps Market The soap market in India is divided into various categories that is mens soaps, ladies soap and common soap. There is also a small share in the soap market which is held by specialty soaps like baby soaps, sandal soaps, glycerin soap etc. The market growth of the soap sector is estimated to be 7% p.a. and it is observed that rural market constitutes 60% of the soap sales. There are about 700 soap manufacturing companies in India. The Indian soap markets value is estimated to be around 60000 crores. In this huge market there are just a handful of key players who control the major chunk of the market share. These are HUL, Godrej, Wipro, PG, Nirma and ITC. HUL enjoys over 54.3% of the market share with its brands such as Lux, Lifebuoy, Rexona, Breeze, Pears, Haman and Dove. Godrej Consumer Product Ltd.(GCPL) comes in second position with 11% of the market share with its brands such as Cinthol, Fairglow, Nikhar and Allcare. GCPL is among the biggest manufacturer of toilet soaps and it launched Fairglow, which was the first fairness soap in India. Wipro with its brands such as Santoor and Chandrika has a strong base in the soap market sector. Procter Gamble (PG) and Nirma are the other competitios with a strong presence in the market share. ITC is a fairly new entry into the soap market with the launch of its brand named Vivel. According to AC Nielson a global marketing research firm, Vivel soaps have witnessed a growth rate of 70-80% within a short period of time. ITC is now the fastest growing company in soap the soap market. Case Study: Downfall of Nirma Detergent Powder The purpose of this case study is to highlight the factors that led to downfall of NirmaDetergent Powder. How ignorance of factors like consumer behavior, innovation, product differentiation immensely affect the existence of any firm in the cut-throat competitive market. Nirma detergent powder was launched in 1969 by Nirma Chemicals at a price far lower than the market leader-Surf. The aim of Nirma was to create a brand at affordable price. The strong popularity of Nirma among the cost conscious Indian consumer, gave rise to competition. No company is interested in losing its market share. Thus, recognizing the threat, HUL, the undisputed leader in FMCG, launched Wheel detergent to try and establish itself in the low end of the market. Nevertheless, it forced Nirma to exit the market. The main reason for this are highlighted as under: Lack of Innovation: With the increase in disposal income in the hands of the consumers, a shift was seen in the demand of products. The consumer desired aspirational products focused on viability and divisibility instead of economy brand products focused on affordability. Nirma suffered from the inability to innovate products to meet the new demands of the consumer. It failed to think beyond pricing. On the other hand, HUL was able to establish products in all segments; Popular:Wheel , Mid-Priced: Rin and Premium:Surf. Lack of Advertising: Nirma did not have a strong brand promotional strategy. It failed to capitalize on the trademark jingle i.e. failed to convert its recognition earned into sales. With the increase in competition, Nirma did not introduce new and improved advertisements. Even the visibility on TV channels reduced. Lack of Product Differentiation: On the one hand where the sales of HUL increased, there was evident decline in those of Nirma. Hul along the way changed its technology and added features to its existing products. Surf went from Surf to Super Surf to Surf Excel. Even though Nirma advanced to Nirma Blue, the differentiation was not visible. Lack of Price Increase:Nirma locked itself to the conventional low price plank. Overtime with the increase in prices of LAB ( linear alkyl benzene) and Palm Oil, both ingredients used for the making of detergents, Nirma did not increase the price of the detergent. Naturally the company faced complications in terms of revenue generation as the costs were higher than the profit derived from it. What Nirma could have done? Compete on Quality: A company like Nirma can easily increase sales by highlighting improved quality in its product. It could emphasize on the performance risks in the low priced segment and mention the cost advantages. Strategic Positioning: A company must position its product well. The target audience for Nirma was the low income group. It should aim at increasing sales in the rural markets by increasing availability in villages. Moreover it should tap the untouched cheaper and unorganized markets. Attractive Advertising: Advertising plays an important role in creating consumer awareness. The way HUL changed the packaging of Lifebouy from a masculine product to a family product (as shown below),Nirma should change the conventional image of a Nirma dancing girl to something more appealing. C:UsersDIVNEETDesktopold_lifebuoy_ad_mazhar khan.JPGC:UsersDIVNEETDesktopLifebuoy_soap.jpg Co-opt Contributors: A company can easily form strategic partnerships with dealers, suppliers and resellers by offering exclusive deals and offers. Grammage in Packaging: Many a times, companies reduce the quantity of the product and sell it at the same price. Reduction in quantity is generally unnoticed by the consumer. For example: Selling Half Kg detergent for Rs.7 instead of One Kg. SWOT analysis of HUL Soaps and Detergent Market Strengths Established target audience in various market segments Largest company in FMCG sector Top position in soap and detergent market share Wide range of products Continuously innovates Global presence Popular among the masses Weakness Few popular products appealing to the mass has been kept in premium pricing range, due to which people prefer cheaper products offered by the rival companies Opportunities As the masses are becoming more hygiene conscious, the sales expected to rise Rising demand of premium and mid-priced products in the rural areas Downfall of Nirma will help them to regain lost market shares Soap sectors growth is expected at 7% p.a Threats Rising competition from other emerging companies Losing top position in the market share of detergents to Rohit Surfactants Pvt. Ltd.(RSPL) ITCs sudden growth in the soap market Conclusion In this report, it can be easily observed that HULis a market leader in the FMCG industry in soaps detergents. Its evolution can be seen through various phases and currently operating in its Maturity phase. However, its evolution began in 1988 with launch of sunlight soap by Lever brothers and today we see a wide range of products starting with soaps and detergents, home personal care and food beverages. We see how continuous innovation and close study of consumer behavior has helped HUL exist in this competitive market as a leader in its field. Grabbing right opportunities at the right time and optimal utilization of available resources is the also one of the key critical success factors for any firm to be successful. HUL was able to capitalize on its products because of their approach towards target segmentation. HUL targeted the mass audience with products available in all income groups-low level, middle level high level.HUL have managed to balance margin pressures in the detergents segment, through product mix changes by good quality of a huge product and brand portfolio. Recommendation

Economic Factors have been of dominant concern in Australian Foreign Po

‘ECONOMIC FACTORS HAVE BEEN THE DOMINANT CONCERN IN AUSTRALIAN FOREIGN POLICY OVER THE PAST 25 YEARS.’ During the past 25 years, Australian Foreign Policy has consisted of a balance between economic and security priorities. No government can afford to focus on one to the detriment of the other. During the Hawke and Keating era (1983-1996), economic factors were of significant importance as we were in a region that was growing rapidly, faster than any other region in the world. Although having said this, it can be argued that there were exceptions whereby security initiatives were of equal concern to the government. In the current day (Howard era), it is possible to view that there is a higher emphasis on security initiatives than ever before due to being situated in a heavily volatile region (Arc of Instability). Having said this, there once again has been emphasis on the economic growth and prosperity of our nation at the same time, via the use of Trade Agreements and other forms of economic policy. This indicates that although there have been concern on economic factors in the past 25 years in relation to Australian Foreign Policy (AFP) decisions, there has also been a balanced emphasis on security factors during this period. There is no doubt that during the Hawke/Keating era (83-96) economic priorities received significant emphasis in Australian Foreign Policy decisions. To promote the economic growth and increase of trade in the Asia Pacific Region, the Hawke government embarked on a period of ‘enmeshment’ within the region. Keating proposed this enmeshment with neighboring â€Å"Tiger Economies† by co-founding the APEC (Asia Pacific Economic Corporation), in 1989. Focused on facilitating economic growth, cooperation, trade and investment in the Asia-Pacific region, it was seen as being crucial to maintain healthy international diplomatic relations within the Asia - Pacific region. This was largely due to the strengthening trading blocks such as the EU (European Union) and NAFTA (North America Free Trade Agreement). These trading blocks exclusively stipulated that major trading was being transacted via these member economies and was ruling Australia out of many valuable markets. This reinforced that Australia must turn towards its own region for the concentration of developing itself as a strong economy and therefore founded the APEC organization under it... ...ing economic growth in the Asia Pacific Region, whilst also maintaining a fair market for the trade of agricultural goods. On the other hand particular focus was also placed on the national security interests on Australia with the participation in the 1991 Gulf War, in an attempt to strengthen our military ties with the USA and also strengthen ties via the ANZUS Treaty. However it can also be seen during the Howard era that Foreign Policy focus was primarily on a balance between security and economic objectives via the implementation of the â€Å"Helpem Fren† initiative in the Solomon Islands and Enhanced Cooperation Program in Papua New Guinea, there were also factors that determined a focus on security initiatives along with this economic focus. This was through Australia’s participation in the Gulf War to improve our military relationship and ‘insurance policy’ with the USA. Economic factors that were also in the Australian government interests for t he nation, was the bilateral free trade agreement with the USA. After evaluating both of these national parties and eras it can concluded that no government can afford to focus on one area of foreign policy to the detriment of the other.

How Frequent Organisational Changes Affect Employees Essay

Today’s business world is constantly evolving. To keep up with the rapidly shifting environment, companies introduce process changes frequently within their organization to improve performance, and outdo their competition. In this memo, the pros and cons of frequent organizational changes are first investigated. By going through the effectiveness of adopting specific activities and leadership style in communicating changes, we seek to understand employees’ reaction to frequent process changes, and how it affects their work performance and attitude towards the organization. This will allow us to understand if employees learn and get better at change, or does change does irreparable damages. Pros and cons of frequent organizational changes When frequent changes are introduced, employees will grow to be accustomed to changes and eventually view it as a company culture. Therefore, whenever there is a change to be implemented, employees will be less resistance to change and accept the change. Employees will learn that changes are meant to improve their work productivity and effectiveness. Using the example of job rotation (Friedrich and Kabst, 1998) between various departments, employees will get accustomed to learning new skills which aim to increase work productivity and effectiveness. When employees are multi-skilled, job satisfaction and productivity increases and they also better understand how their work affects other employees. Employees would also feel that with more skills and knowledge, they are valuable to the company and this gives them a sense of job security. Once employees accept frequent changes, they are able to learn and use past experience of change to help them cope with stress each time new change is implemented. They can better understand change is necessary and how the change can help them perform better with confidence and increase job satisfaction. One of the frequent changes organization adopts is due to globalization. Introduction of strategy, structure and processes enable employees to become better in managing effects of globalization. In such instances, employees become adaptable and better in managing the effect of globalization. Established frequent changes will also encourage change leaders to constantly look for new ways to communicate and implement changes to employees. They can use employee participation, reward management, training and development and motivation which will help to assist employees learn and get better at change. The above positive effects are expected when employees accept changes, learn from and get better with changes. But in reality, employees are by nature resistant to change, and feel primarily stressful when changes are implemented. If employees are unable to accept change and adapt, stress increases and directly impacts their work performance, mental and physical health, and attitude towards the organization (Poole and Van de Ven, 2004), leading to irreparable damages. Employees mostly fear that if they are unable to adapt, they may lose their job. This increases stress levels and directly lead to poor work performance by the employees and lowers productivity level for the organization. Using the example of process change, such as automation through the use of machinery, organization aims to improve productivity, maintain or improve quality standard, and reduce costs. However, older employees of the organization will be resistance to use the machines and they fear that they would not be able to learn how to operate them. They would feel compelled to learn and usually take more time to learn, leading to poor work performance and lower productivity level. In the event that the older employees lose their job, previous tacit knowledge and work experience within the retrenched employees may be lost and this represents irreparable damage to the company. Stress can also lead to health problems such as hypertension and anxiety. When employees seek frequent medical attention, both short and long periods of absences away from work will further impact the organizations daily operation, resulting in poor work performance and attendance for the employees and decreasing productivity for the organizations. Organizations will not be able to recover the lost time and potential profits lost due to low productivity; these are irreparable damages to the company. In the absence where organization fail to adopt specific steps as per suggested by (Kotter, 2007), employees become less trusting and show less commitment to the company. Employee dissatisfaction would accumulate with frequent process changes being enforced onto them, resulting in lower morale and commitment towards the organization. These employees are likely to leave the company when there are better job opportunities. Organizations must than accept when large number of employees leaves, productivity level will decreases resulting in loss of income and potential profits. Organizational will also take longer time to hire and train new employees. Time lost and cost spent to rehire are irreparable damages to the organization. It can be seen that frequent process changes aims to improve a company. But the end effect is mixed. It depends on employees’ perspective to the change, and their ability to adapt. The main crux lies in how the management implements changes, and communicates to the needs of every employee. Effective Activities and leadership style For employees to learn from and get better at change and experience the benefits we discussed above, the change leader should adopt specific effective activities at the right time to effectively implement change (Kotter, 2007). There are five steps that leaders can consider (Waddell, Cummings & Worley): Motivating Change; creating a vision; developing political support; managing the transition and sustaining the momentum. Firstly, change leader should convince employees that frequent change is necessary through motivation. They can do so by creating a sense of urgency, showing employees how frequent change is a preventive measure rather than a salvation solution when they experience deep levels of hurt. Employees are also less resistance to change when they are motivated by the benefits of change. Secondly, change leaders should create a simple and concise vision to enable employees to visualize the desired outcomes through proper plans and processes. Thirdly, change leader should aim to balance the power among the various departments as it is an instinct for various departments to protect their self-interest and compete with one another for resources and influences Fourthly, change leader should facilitate a smooth transition from the organization’s current state to the desired state through activity planning, commitment planning and management structures. Change leader should have a specific activity plan that has clear instructions, action and timeline. Change leader must be committed to see the transition complete successfully. Lastly, once the changes are in progress, change leaders continue to provide the necessary resources for change. He should also have a support system for his employees in place when they face difficulties during the change. A reward system can be implemented for employees when they have successfully performed the changes that led to the desired outcomes. The reward system will encourage the employees to continue the change. Besides adopting the above five steps, a change leader should display a democratic and participative leadership instead of an autocratic leadership (Lewin, 1967), this will reduce the irreparable damages discuss above and ensure that employees learn from and get better at change. Conclusion In conclusion, employees are by nature resistant to organizational process changes but will eventually grow to be accustomed to changes and view it as a company culture. However, it is recommended that change leaders adopt a democratic leadership together with specific effective activities to effectively communicate frequent process changes. This is likely to reduce the irreparable damages and ensure that employees learn from and get better at change. References Cherry, K. Lewin’s Leadership Styles. Retrieved on 19th September 2012, from http://psychology.about.com/od/leadership/a/leadstyles.htm Dahl, M.S. (2010), Organizational Change and Employee Stress. Friedrich, A., and Kabst, R. (1998). Functional Flexibility: Merely Reacting or Acting Strategically? Gilmore,T., Shea,G., &Useem,M. (1997) Sides effects of corporate transformation. The Journal of Applied Behavioral Science. Grunberg, L., Moore, S., Greenberg, E.S, &Sikora, P. (2008).The Changing Workplace and Its Effects: A Longitudinal Examination of Employee Responses at a Large Company.The Journal of Applied Behavioral Science. Kotter, J.P, (2007) Leading Change: Why Transformation Efforts Fail. Harvard Business Review Manns,M.L. &Rising,L. (2010). Strategies for Leading through Times of Change: Fourteen Effective Patterns to Ease an Organization through Change. Graziadio Business Review. McDonald, T.N. (2004). Analysis of worker assignment Policies on Production Line Performance Utilizing a multi-skilled workforce. Pascale, R, Millemann, M., Gioja, L.(1997). Changing the Way We Change. Harvard Business Review. Poole,M.S., & Van de Ven. A.H. (2004) Handbook of organizational change and innovation. Oxford, UK: Oxford University Press. Turner, R. &Sternin, L. (2005).Your Company’s Secret Change Agents. Harvard business Review Waddell, D.M, Cummings, T.G. & Worley, C.G. (3rd Edition).Organisation Development &Change.:CENGAGRE Learning Australia Pty Limited.

William Wordsworths Expostulation And Reply - 1615 Words

William Wordsworth’s â€Å"Expostulation and Reply† and its companion poem â€Å"The Tables Turned† use a revived form of poetry to encapsulate the main philosophies of the Romantic era. This poem was published in Lyrical Ballads, with a Few Other Poems in 1798, a publication considered by some to mark the beginning of the Romantic era in literature. These two poems bring back a poetic form that became a trademark for the British Romantic poets: the ballad. This form, often associated with simplicity, was useful in conveying the ideologies that were portrayed by the romantic poets. In reaction to the preceding Age of Enlightenment or Age of Reason, the new era focused on emotion over reason, a fact that Wordsworth emphasizes in these works.†¦show more content†¦This justifies Wordsworth’s need to be in nature because, as he states, it is natural to have these sensual experiences with nature. He expands upon his thoughts later in the poem: â€Å"N or less I deem†¦ That we can feed this mind of ours / In a wise passiveness† (â€Å"Expostulation and Reply† 21, 23-24). In Romantic idealism, one gains knowledge in a state of observation and passiveness, and, as Wordsworth points out in these lines, the wisdom gained by doing so is no less than the wisdom gleaned from books. In fact, with his earlier lines about the natural tendency to observe, he suggests that this type of learning is superior to learning strictly from books. This is Wordsworth’s way of addressing the common attitude among his readers, which was a product of the Enlightenment era, and to compare it to the emerging Romanticism in order to show the benefits of evolving into the Romantic mindset. The companion poem to â€Å"Expostulation and Reply,† â€Å"The Tables Turned,† exhibits Wordsworth’s active attempt to change the mindset of his audience. He calls his audience to change from a reason-based mindset to a Romanti c mindset: â€Å"Enough of Science and of Art†¦ Come forth, and bring with you a heart / That watches and receives† (â€Å"The Tables Turned† 29, 31-32). This is a direct reference to the Age of Enlightenment, a time when science reigned. These lines voice Wordsworth’s call to abandon a philosophy based on science and reason alone: â€Å"William Wordsworth, and Samuel Taylor ColeridgeShow MoreRelatedThe French Revolution Of The 18th Century907 Words   |  4 PagesRevolution marked the beginning of the Romantic Period, effectively inspiring poets to pursue raw emotion rather than logic or reason as in the previous age. In turn, the revolution gave great influence to several key social poets of the time such as William Wordsworth and Samuel Coleridge. Accordingly, these poets illustrated the ideals of these revolutionary beliefs to reach the public consciousness of their society through poetic portrayals of the individual achieving greatness or personal un derstandingRead MoreSummary of She Dwelt Among the Untrodden Ways11655 Words   |  47 PagesThe Lucy poems William Shuter, Portrait of William Wordsworth, 1798. Earliest known portrait of Wordsworth, painted in the year he wrote the first drafts of The Lucy poems[1] The Lucy poems are a series of five poems composed by the English Romantic poet William Wordsworth (1770–1850) between 1798 and 1801. All but one were first published during 1800 in the second edition of Lyrical Ballads, a collaboration between Wordsworth and Samuel Taylor Coleridge that was both Wordsworths first major publication