What You Must Know About Term Paper Easy Reviews

What You Must Know About Term Paper Easy Reviews The Hidden Truth on Term Paper Easy Reviews A term paper has an important part in the life span of college students. If you're out to increase your academic performance for a student, then test out an illustration of term paper for college that will impact you with additional knowledge and techniques on performing better on your very best topic for the term paper. When you intend to order your assignments online you would like to find the. There will not be any other possiblity to enhance the academic performance as it's the last assignment to pop up during the semester. Here's What I Know About Term Paper Easy Reviews You may understand how to compose a term paper, acquiring a concept of the outline, but deciding on a great topic might be challenging. Your very first year college might just be frustrating since you would anticipate, when however people adopt a very long time and find arranged and know your very first newspape r is most likely not ones greatest, you can discover that you are able to perform items quicker and learn a whole lot sooner. You're in the proper place because our professionals are highly qualified to assist you with essay of any sort. Factors of your choice may be different, but the simple truth is that you are likely to cheat the system and also pay for essay as opposed to composing it yourself. Otherwise, you can elect for samples above in addition to check our tips. If your paper will probably have lots of images, you can make individual folders to hold your images. In case you haven't any yet, then it is going to be better for you to hunt for any examples and samples of works to comprehend the way the work needs to be completed and formatted. It is fine to get inspired and to quote. however, it isn't okay to just steal others' materials. As a result, if you're a native speaker, you will get a native English writer also. Though a literature review can be utilized in a ll the various academic styles readily available, the most frequent is APA style. Our experienced academic writing experts will supply you with quality assured writing help for many of your term paper requirements. Should you need expert writing help, don't hesitate to visit EssayPro.com. Term Paper Easy Reviews at a Glance Academic papers need you to determine a specific angle to pursue in writing, which is going to be the basis of the paper. In the event you would like to amend the paper further, you're qualified for a free revision. When you get a term paper from us, you may rest assured that we'll carefully adhere to all the assignment instructions and supply you with a 100% error-free paper that will guarantee a great grade. Every academic and non-academic paper is simple for them. Nevertheless, however well you may write a term paper, you will fail if it's formatted wrong. A term paper isn't only about starting well. It is a specific type of a research paper that is typically assigned at the end of high-school education course. It is very important when it comes to your final mark. Whatever They Told You About Term Paper Easy Reviews Is Dead Wrong...And Here's Why A philosophical term paper is that in which you file a claim and you've got to justify your claim with literature review. The intention of the outline is to supply you with a blueprint' of the paper and straightforward reference when writing. You ought to make an outline. An outline helps present arguments coherently so that you know what things to write about on each step of the entire course of action. The Good, the Bad and Term Paper Easy Reviews Customer satisfaction is crucial. The reviews of our loyal customers will provide you the clue. Everyone would like to feel safe when using a service or an item. Once, you're done with the ordering process we'll send you the vital information. The Birth of Term Paper Easy Reviews Experienced term paper writers are affordable and they're able to help you acquire the information that you require for your topic. Term papers are some of the the most typical essay types you should take care of. They are generally intended to describe an event, a concept, or argue a point. Philosophy term papers are difficult to write. Term Paper Easy Reviews - the Story Term Paper is among the most significant writing tasks. Global english editing offers a great value dissertation editing services. Each has its distinct features, and that means you cannot format a paper in APA if it must be MLA. The Term Paper APA format is among them and also among the most regularly used ones. Term Paper Easy Reviews: the Ultimate Convenience! Writing a very first class quality research paper isn't a sheet of cake. Writing a good research p aper entails lots of things. Custom made content usually means the paper is written based on your wants and standards. Writing a paper will raise your competence in some specifically appreciable location. You won't be charge for virtually any reference list. Some literature reviews also have an abstract, here you won't need to do a great deal more than simply utilizing the vital quotes and citations, following the identical format of the remaining pages and that's it. A literature review APA is never simple to write, which means you should always do it with the appropriate mindset and adhering to the ideal formatting and general structure to make it seem good enough. It is crucial to bring a Reference list on the previous page.

The Canadian Charter Of Rights And Freedoms Essay

Introduction The Canadian Charter of Rights and Freedoms (herein referred to as the Charter) as well as the Canadian Human Rights Act stipulates that everyone has the right not to be discriminated against. Moreover, the Human Rights Commission defines discrimination as ‘an action or a decision that treats a person or a group negatively for reasons such as their race, age or disability.’ Furthermore, the Charter states: 15. (1) Every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination and, in particular, without discrimination based on race, national or ethnic origin, colour, religion, sex, age or mental or physical disability. This provision is monumental in Canadian history as it is a step in treating everyone as equal and attempting to prevent discrimination from occurring. The movement towards equality and legal backing to anti-discrimination lead to the creation of the duty to accommodate faced by businesses, school, other public entities, etc. The goal of accommodation is to ensure a level playing field to allow everyone to have equal opportunity as well as to uphold human rights. The goal of section 15 of the Charter and each jurisdictions equality guarantee is to ‘promote substantive equality and not just formal equality.’ Substantive equality requires a person’s differences and historical disadvantages to be taken into account. The duty to accommodate, as stated by theShow MoreRelatedThe Canadian Charter Of Rights And Freedoms1617 Words   |  7 Pages Since its inception in 1982 the Canadian Charter of Rights and Freedoms, very much like its primary architect Pierre Trud eau, has been one of the most celebrated yet controversial elements of Canadian politics and governance. Revealing how this dynamic emerged requires a nuanced understanding of the motivation behind the Charter and the techniques it employed to succeed. The Canadian Charter of Rights and Freedoms, like the entire patriation process, was motivated by and mobilized support throughRead MoreThe Canadian Charter Of Rights And Freedoms1613 Words   |  7 Pages The Canadian Charter of Rights and Freedoms simply referred to as the â€Å"Charter†, is a significant document in regards to the Canadian constitution. Its primary aim is to uphold individual rights and freedoms and promote equality in administering justice. However, its passage in 1982 has led to increased controversies given that the Charter gives courts more power in interpreting its provisions while sidelining the legislature (Boyd 118). This means that the advent of this Charter was the end ofRead MoreThe Canadian Charter Of Rights And Freedoms840 Words   |  4 PagesThe Canadian Charter of Rights and Freedoms is an important milestone in Canadian history. An effort through rigorous debate and compromise gave birth to this document that defines our collective values and principles by guaranteeing and protecting the fundamental rights of its citizens. Prior to the Charter, there was no gurantee in Canada that rights and freedoms would not be taken away by legislation. T he Charter also allows courts to render the constitutional duty so that any decisions made areRead MoreCanadian Charter Of Rights And Freedoms1888 Words   |  8 PagesThe Canadian Charter of Rights and Freedoms protects the rights of Canadian citizens and provides them with assurance that all Canadians will be treated equally under the law. The Charter claims to guarantee rights and freedoms, fundamental freedoms, democratic rights, mobility rights, equality rights, language rights, legal rights, and enforcement rights, and Aboriginal rights. Although the Charter claims to guarantee the rights and freedoms of Canadian citizens, the government is still able toRead MoreThe Canadian Charter Of Rights And Freedoms1258 Words   |  6 PagesThe Canadian Charter of Rights and Freedoms was established in 1982 and was put into place by the Trudeau government. The purpose of the Charter was to protect the rights of Canadian individuals and to establish independence from Britain. However, o ne section of the charter sparked much controversy, this was section 33, also known as The Notwithstanding Clause. The purpose of this clause was to allow the state to override a right protected by the charter, for various reasons. These reasons includeRead MoreThe Canadian Charter Of Rights And Freedoms1531 Words   |  7 PagesBasing the Basics on a Belief in Something Bigger The Canadian Charter of Rights and Freedoms, implemented in 1982 outlines the rights and freedoms that Canadians have as citizens of this country. In this paper I will ask whether we need such a charter, whether we can trust the interpretation of the Charter by the Supreme Court and how the Charter balances power in a democratic way. I will then contemplate the foundational place morality holds in the lawmaking process. In all of this I argue thatRead MoreThe Canadian Charter Of Rights And Freedoms1386 Words   |  6 Pagesprinciple by entitling an accused of even the most heinous crimes to civil liberties and processes as not to compromise the criminal trial process. A fair trial is an intrinsic right of all members of society making it fundamental to our being, and is ergo ensured to us all under s.11 of the Canadian Charter of Rights Freedoms. Provided with other preemptive measures to guarantee justice is achieved in the criminal trial proceedings. Additionally, the courts help facilitate an understanding of theRead MoreThe Canadian Charter Of Right And Freedom1225 Words   |  5 Pagescriminal and family justice system has become very complicated, slow and extremely expensive for majority of Canadians. These issues are particularly glaring to low income earners, people with disabilities and other minorities. Canadian justice system have become incapable of providing solutions that can addressing problems brought to it. With the creation of the Canadian charter of right and freedom, access to justice became more of an equality issue. It moved from simply being the capacity to litigateRead MoreThe Canadian Charter Of Rights And Freedoms1504 Words   |  7 PagesThe Canadian Charter of Rights and Freedoms(CCORAF) Guarantees a Free and Democratic Society The Charter of Rights and Freedoms upholds the individual rights of all Canadians. Agree or disagree with the following statement. The Charter is part of Canada’s constitution; the highest law of Canada, which sets out the framework for how Canada is to be governed. The CCORAF sets out those rights and freedoms that Canadians feel are necessary to maintain Canada as a free and democratic community. The CharterRead MoreThe Canadian Charter Of Rights And Freedoms883 Words   |  4 PagesRainbow Nation of South Africa in 1994, the first democratically elected government was tasked with drawing up a new constitution that would properly enshrine the human rights that had so long been denied the majority of citizens. One source drawn upon in developing the new constitution was the Canadian Charter of Rights and Freedoms, itself then little more than a decade old. It is not necessary to be a constitutional scholar to detect many similarities between the two; indeed, Canada’s pride in this The Canadian Charter of Rights and Freedoms Essay The Canadian Charter of Rights and Freedoms was signed into law by Queen Elizabeth II April 17, 1982. Often referred to as the Charter, it affirms the rights and freedoms of Canadians in the Constitution of Canada. The Charter encompasses fundamental freedoms, democratic rights, mobility rights, legal rights, language rights and equality rights. The primary function of the Charter is to act as a regulatory check between Federal, Provincial and Territorial governments and the Canadian people. Being a successor of the Canadian Bill of Rights that was a federal statute, amendable by Parliament, the Charter is a more detailed and explicit constitutional document that has empowered the judiciary to render regulations and statutes at both the†¦show more content†¦The necessity to limit the rights and freedoms of Canadians is illustrated and reinforced through the governments use of reasonable limits, ‘notwithstanding clause’ to limit individual rights and freedoms, an d the occasional need for the government to have power extended above and beyond the limits prescribed in the Charter. The first section of the Charter embodies two capacities that are vital to the definition and interpretation of the ‘reasonable limits clause.’ Section one â€Å"guarantees the rights and freedoms set out in it† as well as stating that the criteria for limiting a person’s rights and freedoms must be â€Å"prescribed by law as can be demonstrably justified in a free and democraticShow MoreRelatedThe Canadian Charter Of Rights And Freedoms1617 Words   |  7 Pages Since its inception in 1982 the Canadian Charter of Rights and Freedoms, very much like its primary architect Pierre Trudeau, has been one of the most celebrated yet controversial elements of Canadian politics and governance. Revealing how this dynamic emerged requires a nuanced understanding of the motivation behind the Charter and the techniques it employed to succeed. The Canadian Charter of Rights and Freedoms, like the entire patriation process, was motivated by and mobilized support t hroughRead MoreThe Canadian Charter Of Rights And Freedoms1613 Words   |  7 Pages The Canadian Charter of Rights and Freedoms simply referred to as the â€Å"Charter†, is a significant document in regards to the Canadian constitution. Its primary aim is to uphold individual rights and freedoms and promote equality in administering justice. However, its passage in 1982 has led to increased controversies given that the Charter gives courts more power in interpreting its provisions while sidelining the legislature (Boyd 118). This means that the advent of this Charter was the end ofRead MoreThe Canadian Charter Of Rights And Freedoms840 Words   |  4 PagesThe Canadian Charter of Rights and Freedoms is an important milestone in Canadian history. An effort through rigorous debate and compromise gave birth to this document that defines our collective values and principles by guaranteeing and protecting the fundamental rights of its citizens. Prior to the Charter, there was no gurantee in Canada that rights and freedoms would not be taken away by legislation. T he Charter also allows courts to render the constitutional duty so that any decisions made areRead MoreCanadian Charter Of Rights And Freedoms1888 Words   |  8 PagesThe Canadian Charter of Rights and Freedoms protects the rights of Canadian citizens and provides them with assurance that all Canadians will be treated equally under the law. The Charter claims to guarantee rights and freedoms, fundamental freedoms, democratic rights, mobility rights, equality rights, language rights, legal rights, and enforcement rights, and Aboriginal rights. Although the Charter claims to guarantee the rights and freedoms of Canadian citizens, the government is still able toRead MoreThe Canadian Charter Of Rights And Freedoms1258 Words   |  6 PagesThe Canadian Charter of Rights and Freedoms was established in 1982 and was put into place by the Trudeau government. The purpose of the Charter was to protect the rights of Canadian individuals and to establish independence from Britain. However, o ne section of the charter sparked much controversy, this was section 33, also known as The Notwithstanding Clause. The purpose of this clause was to allow the state to override a right protected by the charter, for various reasons. These reasons includeRead MoreThe Canadian Charter Of Rights And Freedoms1531 Words   |  7 PagesBasing the Basics on a Belief in Something Bigger The Canadian Charter of Rights and Freedoms, implemented in 1982 outlines the rights and freedoms that Canadians have as citizens of this country. In this paper I will ask whether we need such a charter, whether we can trust the interpretation of the Charter by the Supreme Court and how the Charter balances power in a democratic way. I will then contemplate the foundational place morality holds in the lawmaking process. In all of this I argue thatRead MoreThe Canadian Charter Of Rights And Freedoms1386 Words   |  6 Pagesprinciple by entitling an accused of even the most heinous crimes to civil liberties and processes as not to compromise the criminal trial process. A fair trial is an intrinsic right of all members of society making it fundamental to our being, and is ergo ensured to us all under s.11 of the Canadian Charter of Rights Freedoms. Provided with other preemptive measures to guarantee justice is achieved in the criminal trial proceedings. Additionally, the courts help facilitate an understanding of theRead MoreThe Canadian Charter Of Right And Freedom1225 Words   |  5 Pagescriminal and family justice system has become very complicated, slow and extremely expensive for majority of Canadians. These issues are particularly glaring to low income earners, people with disabilities and other minorities. Canadian justice system have become incapable of providing solutions that can addressing problems brought to it. With the creation of the Canadian charter of right and freedom, access to justice became more of an equality issue. It moved from simply being the capacity to litigateRead MoreThe Canadian Charter Of Rights And Freedoms1504 Words   |  7 PagesThe Canadian Charter of Rights and Freedoms(CCORAF) Guarantees a Free and Democratic Society The Charter of Rights and Freedoms upholds the individual rights of all Canadians. Agree or disagree with the following statement. The Charter is part of Canada’s constitution; the highest law of Canada, which sets out the framework for how Canada is to be governed. The CCORAF sets out those rights and freedoms that Canadians feel are necessary to maintain Canada as a free and democratic community. The CharterRead MoreThe Canadian Charter Of Rights And Freedoms883 Words   |  4 PagesRainbow Nation of South Africa in 1994, the first democratically elected government was tasked with drawing up a new constitution that would properly enshrine the human rights that had so long been denied the majority of citizens. One source drawn upon in developing the new constitution was the Canadian Charter of Rights and Freedoms, itself then little more than a decade old. It is not necessary to be a constitutional scholar to detect many similarities between the two; indeed, Canada’s pride in this

Courtesans in the Living Room free essay sample

Why, one might ask, have PaIn spring of 2003, the new private teleThe courtesan has been a stock character in popular South Asian literature and movies. vision channel in Pakistan, Geo TV, crekistan’s liberal intelligentsia and femiated some controversy by telecasting nists chosen at this juncture to depict The popular Urdu novel, Umrao Jan Ada, was with much fanfare Mirza Hadi Ruswa’s recently made into a lavish serialized television the life-world of the prostitute and the early twentieth century Urdu novel, figure of the courtesan as metaphors play in Pakistan. It raises questions about how Umrao Jan Ada as its first serialized tel- popular television performances create a space to argue for sexual freedom and womevision play. Umrao, one of the most exen’s autonomy? for a discussion on gender politics in a rapidly changing cultural, social, and economic milieu pensive TV series produced in Pakistan with lavish sets and costumes, depicts The narrative of present-day Pakistan. We will write a custom essay sample on Courtesans in the Living Room or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page he life and times of a mid-nineteenth Umrao, set in mid-nineteenth century century courtesan in Lucknow which was the seat of power for the Na- northern India, is the story of a young girl who is kidnapped and sold wabs of Awadh in North India. Courtesans in Lucknow were recognized to a kotha (lit: roof or household, the courtesan’s salon) in Lucknow. as the preservers and performers of high culture of the court. Courte- Umrao grows up learning the skills of the trade with rigorous training sans held respect within the Nawabi court and young men of noble in music, singing, dancing, poetry recitation, and the various etiquettes lineage were sent to their salons to learn etiquette, polite manners, and and idioms of courtesan life. The novel is written in the first person to the art of literary appreciation. Yet they also provided sexual services, create the illusion of an autobiographical narrative. This technique is albeit to specific patrons, and were, therefore, not entirely considered retained in the TV serial by the director Raana Sheikh, a veteran TV propart of the ashraf, the Muslim respectable gentry. ducer and ex-managing director of the state owned Pakistani TV, and the script writer Zehra Nigah, a famous poet and literary personality. The politics As Umrao grows up accomplished in the various skills of courtesan The courtesan (tawaif) has been a stock character in popular South life, she is much sought after by many members of the elite that freAsian literature and movies. Indeed the â€Å"fallen woman† is universal in quent the kotha. She is eventually â€Å"given† for the first time to a respectits appeal among readers of pulp and highbrow fiction. Yet in Pakistani able Nawab who retains the exclusive right to her company and mainfilms and literature the courtesan’s character remains intertwined in a tains her through gifts and cash. This man becomes the first of many morality play and almost always achieves a tragic end (mostly commits with whom Umrao is shown to, within the parameters of Pakistan’s censuicide), repents for her â€Å"wayward† behaviour or, extremely rarely, be- sors, have a sustained sexual relationship. There are many twists and comes a sharif bibi (respectable woman), which for a courtesan may be turns in the story, but Umrao is always characterized as an extremely akin to a social death. In contrast, in Rusva’s novel the protagonist not sympathetic person—a victim of circumstances beyond her control— only survives, but becomes a respectable poet and a wealthy patron of with whom the audience can empathize and identify. Periodically the art without renouncing her past profession. In this sense the novel is play does remind us that Umrao is a courtesan (with its contemporary connotation of a prostitute) and hence allows for the audience to creunique in its empathetic treatment of courtesan culture. The last few years have seen the proliferation of several texts and ate a distance from her guilt-free sexual relationships. Yet despite the documentaries that relate the stories techniques that the director uses to and condition of courtesans and sex distance us from the protagonist’s asworkers in present day Pakistan. Two sertive sexual practices—perhaps to among them are noteworthy: Taboo, satisfy the censor—the audience is a detailed ethnography of sex workconstantly exposed to and remains engrossed in Umrao’s various relationers in Lahore’s red light district by Fouzia Saeed (2002), and Tibbi Gallii, a ships. documentary about the same district In addition, life in the kotha itself is produced by Feryal Gauhar. Both are portrayed in extremely women friendsympathetic portrayals and explicitly ly terms. There is camaraderie among expound a feminist sensibility in their the younger omen in the household handling of their subjects. To allow for and the audience gets the sense of a a wider readership, Taboo was recently caring family. The strongest person translated from English into Urdu. Yet in the entire household is the chief it primarily remains an academic text. courtesan, Khanum, who rules over Gauhar’s film has, however, not been the household as a deft dip lomat who widely distributed and has only been has the power of coercion always at shown at select gatherings. These inher disposal. The interesting aspect of this household is the secondary and terventions do put forward an argument for re-evaluating the space of sex workers in contemporary Pa- dependent nature of the men. In traditional kothas, as depicted in the kistani society; Geo TV’s initiative can be understood as an extension serial, men occupied the more subservient roles of servants, doormen, of this thematic interest in courtesan life by liberal intellectuals. This musicians, and instructors. Men, of course, were also wealthy patrons opening allows Geo to produce Umrao in a country where extra mari- and benefactors. But even they, within this domain, deferred to the tal sex legally remains a crime against the state and where memories immense power that these women wielded in their own space and of severe punishment for sexual liaisons under the Hudood Ordinance treated the courtesans as equals. Further, in contrast to Pakistan’s recent history of rising Islamic radiof the Zia-ul Haq era in the 1980s still resonate among the populace. Unlike the modest reach of the above-mentioned academic works, calism and the Islamization process of the Zia era, the play seeks to Geo’s production brought courtesan life into domestic spaces (50 mil- display a much more tolerant atmosphere not only in terms of gender lion of 150 million Pakistanis have access to TV) as it also intervened relationships, but also in its depiction of Islamic authority. There is a into a debate on morality, sexuality, and gender politics in present day retainer in the kotha, Moulvi Saheb, who is married to the main female The creators of this play†¦ use the mid-nineteenth century milieu†¦to make a more contemporary case for women’s emancipation and equity. ISIM REVIEW 15 / SPRING 2005 Arts Media servant in the household. Moulvi Saheb teaches Umrao the Quran and religion, literature, and morals. He is portrayed as a man of religion, yet accepts the lifestyle of his surroundings with ease and grace. Similarly, in one episode Umrao runs away with her paramour and ends up in an unknown village after being abandoned. Here she finds the shaykh of the local mosque who generously gives her shelter and then helps her to establish herself as a local courtesan with her own kotha and clientele. These portrayals use the midnineteenth century Muslim society in North India, and its imagined tolerant social space where religious leaders and courtesans could co-exist, to implicitly critique the moral and theological extremism of contemporary life. Gender, religion, and ethnicity The choice of Umrao Jan Ada to argue for women’s liberation and religious tolerance is an intriguing one. Historically modernist Muslim reformers of late nineteenth century opposed Nawabi culture, of which courtesan life was an integral part. Post-1857 Muslim reformers like the author Nazir Ahmed, Sayed Ahmed, the founder of Aligarh Muslim University, and the poet Altaf Husein Hali (inlcluding Deobandi religious reformers) in their writings argued against the extravagance, impiety, and ignorance of the Nawabi era, which according to them was the cause of Muslim backwardness. In contrast they advocated the pursuit of knowledge, piety, and restraint. Describing this transformation among the late-nineteenth century Muslim middle class households, Gail Minault rightly points out that the emphasis was on being noble rather than high born. A sharif gentleman was â€Å"pious without being wasteful, educated without being pedantic and restrained in his expression of emotion. †2 This ideal was in sharp contrast to the Mughal Nawabs and the wealthy land owning aristocracy, those that are depicted in Umrao and who sustained the lifestyle of the courtesans themselves. It appears that the female director and script writer of Umrao sought to make an implicit argument against those tendencies of Muslim reformist thought, whether secular or religious (Deobandi), that asked women to distance themselves from the realm of custom which was deemed superstitious, un-Islamic, and irrational. This reformism indeed aided some women to gain more rights within the emerging middle-class household. For example, literacy skills along with modes of reformed behaviour did open spaces for women to articulate their rights in marriage and property. Yet, these gains were at the cost of losing separate spheres of female activity that were condemned by the modern reformists as the realm of the nafs, the area of lack of control and disorder. 3 The creators of this play through their depiction of female spaces, use the mid-nineteenth century milieu to invoke this sense of disorder/sexual themes and link it to an older oral tradition of women’s narrative construction and other forms of popular performances—the arena of reformist attack—to make a more contemporary case for women’s emancipation and equity. In invoking this past the producers present an alternative narrative of custom, traditional space, and Muslim religious practice. This move to reinvent the past as tolerant and inclusive is linked to a liberal political agenda that is in opposition to an earlier generation of modernist thinkers. Using late-nineteenth century North India as a backdrop, this serial confronts the more homogenizing elements of Islamic politics in Pakistani society; a major political task for liberals in present day Pakistan. The play’s implicit portrayal of a more tolerant and inclusive national entity interestingly enough also relates to President General Musharraf’s propagated rhetoric of a modern, moderate, and Muslim Pakistan. This resonance perhaps allows liberal intellectuals the space to use media outlets to promote agendas of diverse freedoms and tolerance without the fear of state censorship. The long-term implications of this tentative cultural alliance between liberals and the Military junta require a detailed discussion and analysis that cannot be provided here. However, in conclusion I would raise another politically important question that the liberal intelligentsia rarely confronts. As issues of gender equity and tolerant Islam are emphasized in the play, the idiom of this discussion remains within the parameters of high Urdu culture. In this play as in others, the de- piction of late nineteenth century North Indian life is depicted as PaPoster from kistani Muslim culture and in doing so remains oblivious to extremely Pakistani TV vital issues of cultural and linguistic diversity within Pakistan. Serial, Umrao Since Pakistan’s independence in 1947, Urdu’s dominance of the culJan Ada tural center has bred a sense of exclusion among other linguistic groups (Pashtun, Sindhi, Punjabi, Baluch, among others) hindering the emergence of a national culture that democratically includes the diverse voices and languages present in Pakistani cultural spectrum. Where Geo’s Umrao Jan Ada tackles the issue of female emancipation using North Indian ashraf (respectable Muslim elite) culture, it addresses an audience that is also culturally steeped in other traditions, vernaculars, and cultural ethos. The imposition of nineteenth century high Urdu culture, though in this case ostensibly well meaning, retains within it the hegemonic aspect of centralizing state projects of cultural homogeneity which have continued to undermine the rights of the various linguistic and cultural groups that constitute Pakistan. In this sense the liberal feminist agenda in its attempt to re-interpret â€Å"tradition† and Muslim social practice in South Asia, may still be entangled in modernist projects where experiences of specific linguistic groups who have a longer urban history (as in the Notes case with Urdu speakers) takes precedence over 1.

Leading Innovation and Change

Abstract This paper provides a critical review of the theories of change and innovation, as well as, leadership of change and innovation. It also presents an assessment of my leadership skills, as well as, examples of change processes that I have participated in.Advertising We will write a custom essay sample on Leading Innovation and Change specifically for you for only $16.05 $11/page Learn More The change that I successfully led involved improving the website of a bank. This change was successful because of effective planning and my ability to create a sense of urgency. In addition, a team of experts from the bank who had a clear understanding of the company’s needs modified the website. A less successful change that I have led involved renovating 32 bank branches and increasing the efficiency of serving customers. This change failed because of inability to eliminate obstacle (financial constraints) and early declaration of victory. An analysis of my leadership skills reveals that am capable of creating urgency for change and the vision to guide its achievement. My main weakness is inability to eliminate obstacles to change. Introduction Innovation refers to the creation of new customer value by developing solutions that satisfy emerging needs, unarticulated needs, as well as, existing market needs in a different manner. Change, on the other hand, involves initiating and managing the consequences of new business processes, organizational structure, and culture. In most organizations, change and innovation often occur simultaneously. Thus, the two can be conceptualized as two sides of the same coin. Figure 2, in the appendix highlights the increase in innovation in the UK, in terms of expenditure on RD. Change and innovation can be realized if effective leadership guides the process.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This paper presents a critical review of various innovation and change theories. An assessment of my leadership skills will also be discussed. Critical Review Creativity, Innovation and Change Creativity, innovation, and change are related concepts that managers often use to create competitive advantages for their organizations. In the business world, creativity is associated with the production of novel and valuable products (Imtiaz 2012, 326-332). Thus, creativity refers to â€Å"the mental ability to conceptualize new, unusual, or unique ideas and to identify the new connection between random and unrelated things† (Barcana 2010, pp. 6-7). In this regard, creativity involves the production of an original and worthwhile product. According to Amabile (1997, pp. 39-58), creativity is determined by the following factors. First, organizational encouragements facilitate creativity. Creativity develops in an environment that supports risk-taking. Additionally, motivation facilita tes creativity by influencing the extent of explorations, as well as, the possibility that alternative responses will be evaluated. Intrinsic motivation develops within an employee because of the interest, satisfaction, and challenges that are associated with the execution of a task. A performance-based reward system often leads to the development of intrinsic motivation. Second, resource availability determines the level of creativity in an organization. According to Amabile (1997, pp. 39-58) the resources that facilitate creativity include sufficient funds, training programs, and work materials. Finally, creativity develops in organizations whose management practices encourage autonomy among the employees.Advertising We will write a custom essay sample on Leading Innovation and Change specifically for you for only $16.05 $11/page Learn More Innovation is the process in which the ideas generated through creativity are transformed into actual products o r processes. Thus, creativity leads to innovation. According to Von and Stamm (2009, pp. 49-66), innovation does not only require the use of structured processes, but also changing the behaviors of people. Moreover, significant innovation can only occur if several processes are used to achieve it. In this regard, innovation brings about change in the organization. Organizational change involves executing business activities through new and better processes that facilitate value addition and efficiency. Organizational change also involves transforming norms, values, and business cultures. This helps managers to align their organizational culture to the desired change (Bent, Paauwe Williams 1999, pp. 377-404). The foregoing discussion indicates that creativity, innovation, and change are interrelated concpets. Thus, an organization that intends to achieve meaningful change must encourage both creativity and innovation. Innovation According to Tidd Bessant (2009, pp. 3-50), innovatio n refers to successful utilization of novel ideas. This involves the use of new or improved ideas to perform technical, manufacturing, and management activities that are associated with the production of a new or an improved product. Goffin Mitchell (2010, pp. 1-40) assert that innovation is characterized with technological improvements and the use of better techniques to perform business activities. They further, state that innovation is manifested in processes such as product development, and strategy formulation among others. In this regard, innovation refers to â€Å"scientific, technical, commercial, and financial steps that are necessary for the successful development and marketing of new or improved products† (Goffin Mitchell 2010, pp. 1-40). Furthermore, innovation includes the development of new or improved business processes. Based on these definitions, the fundamental elements of innovation include change, the degree of change, as well as, the source of the chang e and its influence. These elements define the different types of innovations.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Types of Innovation Goffin Mitchell (2010, pp. 1-40) categorize the various forms of innovation according to what is being changed and the degree of the change. With reference to the thing that is to be changed, Goffin Mitchell (2010, pp. 1-40) identify three types of innovations namely, process innovation, services innovation and product innovation. Service innovation involves creating new services or improving existing ones in order to satisfy market needs. Similarly, product innovation entails the development of new products or improving existing ones in order to meet the customers’ expectations. In process innovation, organizations develop new business processes or improve existing ones in order to boost their efficiencies and competitive advantages. Tidd Bessant (2009, pp. 3-50), extend this category by identifying two more types of innovations namely, paradigm innovation, and position innovation. The later involves changing the mental models that shape organizational behavior and activities, whereas the former refers to the modification of the context in which new or improved products are launched. By considering the degree of change, Goffin Mitchell (2010, pp. 1-40) identify two types of innovations namely, radical and incremental innovation. Radical innovation is associated with the use of breakthrough ideas or techniques to create new products or processes. Radical innovation often creates new markets or modifies existing ones through introduction of superior products. Incremental innovation, on the other hand, involves making small but important improvements to existing products or process in a consistent manner. Managing Innovation Tidd Bessant (2009, pp. 3-50) characterize innovation as a continuum in which minor changes occur at one extreme end, whereas radical changes take place on the other extreme end. Thus, incremental changes occur at the center of these two extremes. Goffin Mitchell (2010, pp. 1-40) agree with this perspective b y asserting that innovation occurs through a series of phases. This progression occurs irrespective of the type of innovation. According to Goffin Mitchell (2010, pp. 1-40), innovation is an organization wide exercise rather than the preserve of the research and development (RD) department. Consequently, important departments such as human resources management, finance, marketing, and operations among others should actively participate in innovation. This facilitates creation of synergies through sharing of ideas and resources (Reiss 2012, p. 67). Innovation requires an effective leadership since it is a change process. Furthermore, the leadership must develop an effective innovation strategy. According to Goffin Mitchell (2010, pp. 1-40) the implementation of the innovation strategy include tasks such as assessing the influence of market trends on the need for innovation, as well as, the role of technology in the process of innovation. Moreover, the management must create awarene ss about the role of innovation among the employees and align the available resources to the innovation strategy. In this regard, innovation requires a framework that enables organizations to match technical expertise with their employees’ soft skills. Apart from formulating a strategy, the following elements of innovation must be managed. First, a pool of ideas must be generated through strategies that encourage creativity. Concisely, creativity should enable the organization to utilize both internal and external knowledge to innovate. Good ideas should enable the organization to take into account the technical, customer, and market needs in its decisions (Goffin Mitchell 2010, pp. 1-40). Second, a prioritization mechanism that involves analysis of risks and returns must be available to enable the organization to choose the right ideas. Third, the implementation of the innovation should take the shortest time possible. The implementation stage includes processes such as pro totyping, testing, and commercialization. Finally, innovation requires effective management of human resources (Goffin Mitchell 2010, pp. 1-40). This involves adopting effective staffing and training policies, as well as, creating functional organizational structures and a culture of innovation. Change Change is the process through which business strategies or departments of a company are modified in response to the prevailing market or industry trends (Kuntz Gomes 2012, pp. 250-256). Change occurs in nearly all organizations, and its effects can be negative or positive. Some of the aspects of an industry that are likely to change include regulations, technology, and resource availability. Thus, change management is the process of handling these alterations in a systematic manner. The aspects of change management include the following. First, it involves identifying and introducing new values, norms, and behaviors that will facilitate execution of business activities using improve d techniques (Kuntz Gomes 2012, pp. 250-256). Second, it involves building consensus among stakeholders concerning the changes designed to satisfy their needs in a better manner. Finally, change management involves planning, testing, and implementing the processes that are associated with the transition from one business model to another. Lewin’s Force Filed Model According to Lewin’ model, organizational behavior is determined by â€Å"the dynamic balance of two forces namely, driving and restraining forces† (Bernard 2004, pp. 23-45). Change occurs when the balance between these forces shifts in either direction. Driving forces are those that facilitate achievement of the required change. Restraining forces, on the other hand, are the factors that hinder achievement of the desired change. The two forces create a state of equilibrium in the organization. Concisely, no change will occur if the magnitudes of the two forces are equal. Thus, a change in the magnitu de of one of the forces will create a new balance or quasi-equilibrium, which represents organizational change. According to Lewin’s model, successful change occurs in three phases namely, unfreezing, moving, and refreezing (Bernard 2004, pp. 23-45). Unfreezing occurs when the equilibrium between the forces is destabilized. Movement involves altering the driving and restraining forces in order to achieve the desired change. At the refreezing stage, behaviors that promote positive change are reinforced in order to sustain the achieved change. The strengths of Lewin’s model are twofold. First, it provides a useful framework that enables organizations to scan their environments in order to identify impending changes. These changes are essentially the threats and opportunities in an organization’s environment (Bernard 2004, pp. 23-45). In this regard, the model helps organizations to plan and implement the type of change that will enable them to take advantage of op portunities and minimize threats. S econd, the model enables organizations to plan for the utilization of the available resources in preparation for the impending change. Concisely, resource planning is often easy if their intended use is known in advance. Despite its importance in planning, Lewin’s model has the following weaknesses. First, change is not always achieved by influencing the behaviors of the members of an organization. This is because change can occur due to external factors such as the emergence of new technologies or enactment of new regulations. For example, a law that prohibits the use of coal will force a manufacturing firm to change its production technique without necessarily convincing the firm’s members to embrace the change. Second, creating change by diminishing the restraining forces can cause harmful tensions due to the competing perspectives of the individuals who are supporting change and those who are opposing it (Bernard 2004, pp. 23-45) . The party that loses in this competition can develop low morale, thereby limiting the possibility of achieving the change. Third, the movement phase ignores the roles of non-human resources such as financial capital in the process of implementing change. Concisely, it is unrealistic to implement change by simply influencing stakeholders’ behaviors. Non-human resources and technical processes are also important at the implementation stage. Finally, the freezing stage focuses on maintaining the already achieved change rather than promoting advancement of the change process. In this regard, the culture of change can be lost as the organization focuses on maintain the new status quo. Haye’s Theory Haye (2010, pp 41-55) extended Lewin’s force-field theory by developing a change model that consists of eight stages. The first stage involves identifying the need for change. This stage involves influencing people’s attitudes towards change, interpreting the busi ness environment and making decisions to change the status quo. The second stage involves commencing the change process by creating a desire for change among stakeholders. The third stage entails a diagnosis process in which the current state is examined in order to identify the weaknesses of the organization. This leads to the fourth stage in which the change vision is developed. The fifth and the sixth stage involve preparing and planning for implementation (Haye 2010, pp 41-55). The tasks that must be completed, as well as, the time and the recourses that are needed to implement the change are identified at this stage. At the seventh stage, the change is implemented. Furthermore, monitoring and control measures are put in place to guarantee achievement of the desired outcome. The last stage involves maintaining gains in order to sustain the change. Additionally, attempts are made to improve the change. Heye’s model has the following strengths. To begin with, it addresses t he weakness of Lewin’s refreezing stage which focuses on maintain the already achieved gains. In this regard, Heye’s model enables organizations to improve their competitiveness by approaching change as a continuous process (Reiss 2012, p. 134). The model highlights the importance of monitoring and control mechanisms in the implementation stage. These mechanisms help organizations to identify mistakes and to take corrective actions in time, thereby preventing failure. Finally, the model improves Lewin’s theory by identifying additional resources that are necessary for successful implementation of change (Haye 2010, pp 41-55). Concisely, it recognizes the importance of taking into account time and non-human resource constraints at the implementation stage. The main flaw in Heye’s model is that it focuses only on planned change. In reality, the application of planned change is difficult due to the complications associated with predicting future changes. Bes ides, using a rigid blueprint to introduce change limits the organization’s ability to take into account emerging changes or concerns during the implementation stage. Heye’s model cannot be used to address unexpected changes or situations that require urgent response. This is because there will be not adequate time to prepare a blueprint for the change (Reiss 2012, p. 141). Moreover, it is not possible to plan for a change that is not expected to occur. The other weakness of the model is that it lacks a clear framework for change management. Much of the tasks in stage two and three occur at the first stage. Concisely, reviewing the current state (stage 3) and commencing the change process (stage 2) are essentially part of the first stage. Moreover, monitoring is done only during the implementation stage. Ideally, monitoring and evaluation should continue even after implementation in order to identify opportunities for improvements. Kotter and Cohen’s Model Kotte r Cohen (2002, pp. 1-13) also developed a change management model that consists of eight stages. In this model, change begins with the creation of â€Å"a sense of urgency among relevant people† (Kotter Cohen 2002, pp. 1-13). A guiding team is established in the second stage to lead the change process. This team consists of individuals with advanced technical and leadership skills, as well as, adequate authority and connections. In the third stage, the guiding team develops a clear vision for the desired change. They also formulate strategies to facilitate achievement of the vision. At the fourth stage, the guiding team communicates the vision to all stakeholders in order to improve their understanding of the impending change. The obstacles that are likely to hinder the achievement of the vision are eliminated at the fifth stage. The sixth stage focuses on creating short-term wins to encourage members of the organization to continue with the change. In the seventh stage, th e pursuit of the vision is intensified through achievement of a series of changes. In the last stage, the guiding team creates a new culture that sustains the change. The main strength of this model is that it emphasizes the importance of creating and communicating a clear vision for the change. A clear vision is important because it enables organizations to focus on the stated change objectives. The model also highlights the importance of effective teamwork in the process of implementing change. A team of highly skilled individuals is likely to generate enough ideas in order to translate the vision into reality (Kotter Cohen 2002, pp. 1-13). Finally, by creating a new culture at the last stage is likely to sustain the change, especially, if the members of the organization identify with culture. Despite its strengths, the model has some flaws. To begin with, entrusting the change process with a few ‘relevant’ members of the organization can cause isolation of employees and resistance to change. Moreover, creating a sense of urgency is all about influencing the perspective of the entire organization about the change rather than convincing a few ‘relevant people’ to accept the change (Bent, Paauwe Williams 1999, pp. 377-404). Even though the relevant people might develop the sense of urgency, change might not occur if other members of the organization reject it. Finally, creating short-term wins can lead to premature celebrations, thereby jeopardizing achievement of the vision. Concisely, members of the organization might relax after the first achievements, thereby losing their focus on the vision. The main similarity of the three models is that each of them focuses on change management through a series of stages. Hence, they conceptualize change as a continuous process. However, the activities associated with each stage vary from model to model. The other similarity is that they focus on sustaining change by reinforcing achieved gain s. Theory E The aim of this theory is to facilitate creation of economic value in line with the expectations of the shareholders. According to this theory, creation of economic value is the most important objective of the firm (Beer Nohria 2000, pp. 1-31). Thus, economic value is the only objective that firms should pursue. Additionally, financial incentives are used to motivate members of the organization to achieve the sole objective of creating economic value. Leaders using this theory focus on changing the organization’s strategies, structures, as well as, systems. Since these aspects of the organization can readily be changed, quick financial results can be achieved. Since market expectations drive change, the change process must be pragmatic and well planned. In order to develop these plans, the organization has to engage large consulting firms for professional advice. This is expected to enable the organization to realize rapid and outstanding improvements of its econ omic value. The main strength of theory E is its ability to facilitate high returns on investments. In this regard, it promotes sustainability since the high returns can be used for further investments and programs that benefit all stakeholders (Kuntz Gomes 2012, pp. 250-256). However, the theory has several drawbacks. To begin with, focusing on strategies and systems is less likely to be effective if employees are not involved in the process of changing the organization’s structures (Aitken Higgs 2010, pp. 41-55). This is because the employees are not likely to identify with structures that are imposed on them. Besides, ignoring the ideas of employees prevents innovation. As illustrated by figure 1 in the appendix, sources of change have diverse characteristics, which can best be articulated through a bottom-up leadership style. It is apparent that not all organizations can afford the services of large consulting firms. Besides, the solutions developed by the consultants c an be ineffective if the needs of the organization are not clearly understood. While financial incentives can motivate achievement of change, skill-based incentives have to be implemented to facilitate innovation. Skill-based incentives will promote acquisition of advanced skills that must exist if meaningful innovation is to be achieved (Beer Nohria 2000, pp. 1-31). Finally, the theory provides a narrow view of the firm. In modern economies, objectives such as corporate social responsibility (CSR) and good corporate governance are just as important as the financial objective. Thus, the financial objective cannot be considered in isolation of other objectives that often facilitate its achievement. Theory O According to theory O, the purpose of change is to enable an organization to develop capabilities such as employees’ ability to identify and solve problems. In this regard, the main objective is to develop a work system that promotes emotional commitment among employees in order to improve the firm’s efficiency and effectiveness (Beer Nohria 2000, pp. 1-31). Thus, the management has to articulate and promote the values and behaviors that inform the organizational culture and emotional commitment. Theory O advocates for non-pragmatic and emergent planning for change. Planning is led by the employees and is done through experiments, which facilitate innovation. Engaging employees enhances motivation; thus, financial incentives only play a supplementary role in improving morale. Proponents of theory O prefer a consulting model that focuses on process. The rationale of this preference is based on the premise that small projects and engagement of a handful of consultants will facilitate a lasting cultural transformation that promotes innovation. The main strengths of theory O is that its focus on organizational culture helps in implementing a lasting change, which all stakeholders identify with (Kotter Cohen 2002, pp. 1-13). By promoting commitme nt among employees, innovation can be achieved even in the absence of financial incentives (Filippetti 2011, pp.32-45). Additionally, it is easier to innovate if emerging issues are taken into account during the planning process. Similarly, a consultancy model that focuses on process promotes innovation by enhancing employees understanding of new processes. Theory O is often criticized due to the following flaws. To begin with, the fact that non-financial objectives are important does not mean that organizations should not focus on creating economic value. It is apparent that a firm that performs poorly in terms of returns on investments will be less attractive to investors. Besides, poor financial performance will hamper the implementation of programs that promote commitment among employees. In this context, theory O cannot promote sustainability in the long-run. Cultural transformation and development of emotional commitment often take a long time. Thus, theory O cannot be used to implement revolutionary change. Finally, ignoring expert advice from consultants can hurt the organization. In most cases, product and process innovation requires expert advice, which can only be obtained outside the organization (Von Stamm 2009, pp. 49-66). Leadership of Change and Innovation According to Balogoun Hope (2008, pp. 20-59), change can only be successful if there is a person who is responsible for leading it. In this regard, Balogoun Hope (2008, pp. 20-59) identified the following change roles. First, there must be a change champion. This can be the CEO, or the MD of the company. Second, there must be external facilitation. Concisely, organizations should hire external consultants to provide expert advice during the change process. Third, a change action team has to be created to lead the change process. Finally, there must be functional delegation. In this case, the change responsibility is delegated to a given department such as human resource management. Externa l consultants can provide useful advice that leads to the achievement of the desired change because most of them have vast experiences and knowledge. However, they can be very expensive, thereby limiting the ability of organizations to access their advice. In some cases, external consultants may lack accountability or may fail to understand the organization’s needs. In this situation, consultants are likely to give misleading advice. The benefit of establishing a change team is that it facilitates generation of ideas and ownership of the change process (Von Stamm 2009, pp. 49-66). However, making decisions in a large team can be time consuming due to the need to build consensus among the members. Moreover, entrusting the change process with only one department is likely to cause failure. This is because change is a multidimensional process that requires the input of all departments. Aitken Higgs (2010, 41-55) also identified four change roles namely, change advocates, chang e sponsors, change agents and change targets. The role of the change advocate is to initiate the change process. The skills needed in this role include ability to scan the environment in order to identify the need for change. Change sponsors are expected to support the change process. Thus, they should have networking skills. Change agents are responsible for the implementation of the change. This role requires ability to manage change plans and process. The strength of Aitken and Higgs’ theory is that it highlights the skills that are necessary in each role. One of the weaknesses of the model is that it does not illustrate the interdependencies between the change roles. For example, the change advocate must consistently work with the change agents to ensure that the implementation process is aligned to the vision. According to theory E, change and innovation should be led a through a top-down leadership approach. The leader does not involve his or her management team and oth er employees in making key decisions (Beer Nohria 2002, 1-31). The rationale of this approach is that the delays associated with consultations during decision-making can be avoided. In addition, the organization can avoid the risk of entrusting lower-level staff with the responsibility of making strategic decisions during turbulent times. The weakness of the top-down approach is that leading change requires a powerful coalition that consists of change advocates, targets, sponsors, and agents (Aiteken Higgs 2010, pp. 41-55). The leader cannot achieve a meaningful change by excluding the coalition members. A top-down approach also jeopardizes innovation by discouraging ideation among employees. Finally, a top-down approach exposes the organization to the risk of failure, especially, if the leader is not a visionary and an effective change advocate. His failure to consult other members of the organization will certainly lead to failure. Proponents of theory O believe that effective l eadership of change and innovation should involve collaboration with employees. Thus, employees should be actively involved in identification of problems and finding solutions to such problems (Beer Nohria 2002, 1-31). As illustrated in figure 3 in the appendix, change affects various organs of the organization. Thus, involvement is needed to facilitate creation of trust, and commitment (Okurume 2012, 78-82). It also promotes ideation, which informs innovation. Besides, long-term change can be achieved if the employees are committed to the change process. However, participative leadership can be a slow way of achieving change. Issues of Politics and Stakeholder Engagement Power concerns the â€Å"capacity of individuals to exert their will over others, while political behavior is the practical domain of power in action, worked out through the use of techniques of influence† (Senior Swailes 2010, pp.177-221). Thus, power is the ability to influence a person or a group of peo ple to adopt a given perspective. In this regard, power refers to the capacity to get things done and to avert resistance to change. Senior Swailes (2010, pp. 177-221) identified five sources of power namely, positional, expert, referent, reward and coercive power. Reward power can lead to change through push and pull strategies. Push strategies involve influencing people to accept change by withholding rewards from those who are resistant to change. This strategy is likely to fail in organizations with high levels of democracy. Democracy allows people to make choices, thereby limiting the managements’ ability to impose change on people. Pull strategies use material and social rewards to facilitate change. Even though rewards can encourage members of the organization to support change, the underlying cost implication can limit its use. Stakeholder engagement advocates for active involvement of all concerned parties in the change process. However, negative use of power can re sult into conflicts among the stakeholders, thereby grounding the change process to a halt. Conflicts usually occur due to poor communication and unwillingness to accept divergent opinions (Senior Swailes 2010, pp.177-221). The source of power determines the level of stakeholder involvement. Change agents with expert power are likely to encourage stakeholder engagement. This is because using expert power necessitates sharing of knowledge and ideas, and this facilitates stakeholder engagement. In authoritarian organizations, using positional power can result into alienation of stakeholders in the change process. This is because authoritarian leaders do not believe in consultations. Poor stakeholder management often results into covert political action such as sabotage, and theft (Senior Swailes 2010, pp.177-221). These actions are often defined as deviant behaviors rather than organizational politics. This perspective can lead to failure because it ignores the underlying conflicts that lead to covert political action. Concisely, proscribing covert political action can limit the organization’s ability to understand stakeholders’ concerns. Thus, addressing resistance to change will be difficult. Examples of Change Successful Change The customers and the employees of the bank that I work for had difficulties in finding information from the company’s website. Customers could not easily access product information and manage their accounts through the internet. The employees, on the other hand, were not able to access information about company activities. As a manager, I saw the need to change the bank’s website in order to improve its usability. The change that was needed was to improve the availability of information on the bank’s website and the ability to access it, especially, from remote locations. The change was achieved through incremental innovation because we simply improved the performance of the website rather than con structing a new one. This involved using advanced internet technology. Thus, the introduced change was a technological one. The success of this change can be attributed to the following factors. To begin with, I was able to identify the need for change and to create a sense of urgency. According to Lewin’s model, successful change begins with the unfreezing stage in which the need for change is identified. Kotter Cohen (2002, pp. 1-13) assert that a sense of urgency must be created in order to motivate others to accept change. Even though Kotter Cohen (2002, pp. 1-13) argue that a powerful coalition must be built to ensure change, I did not establish any alliance. This refutes the claim by Kotter and Cohen (2002, pp. 1-13) that change must be supported by a specific number of people for it to succeed. The change team consisted of eight experts from the bank. This is contrary to the perspective of Balogun and Hope (2008, pp. 20-60) who believe that external facilitation is a necessary condition for change. One factor that enhanced the success of the change was effective planning. A blueprint that highlighted the details of the change was used in the implementation stage. This strategy confirms the perspective of Heye (2010, pp. 41-55) who opines that a master plan is necessary for successful implementation of change. Through periodic improvements of the website, we have been able to sustain the change. This observation confirms the premise that continuous improvements lead to sustainable change (Heye 2010, pp. 41-55). Less Successful Change As the bank manager, I decided to renovate all the 32 branches of the company in response to market demands. The aim of this change was to make the branches trendy and to reduce the time spent to serve customers. The change that was needed involved improving the ambiance of the branches and modifying the procedures for serving customers. Thus, the change was introduced through incremental process innovation. However , the change was not successful due to the following reasons. To begin with, the risks associated with the implementation of the change were not taken into account. Concisely, financial constraints prevented us from implementing the change in all branches. This confirms the findings of Kotter (1995, pp. 1-18), which states that failure to remove obstacles in the change process can lead to failure. According to lewin’s force filed model, change is likely to fail if the restraining forces exceed the driving forces. In our case, the change was not fully funded because the finance department believed that it was very expensive and had little return on investment. This observation illustrates the importance of winning the support of relevant people in the change process (Kotter Cohen 2002, pp. 1-13). Concisely, we could have accessed enough funds by convincing the finance department to support the change. Finally, the change failed because I declared victory too early. Initially, the employees increased their productivity, thereby reducing the time spent to serve customers. However, the first wave of change created a feeling that success had been achieved. Thus, the employees reduced their effort before the achievement of the vision. This observation confirms Kotter’s view that declaring victory too early leads to failure. Assessment of My Leadership Skills My strengths as a change leader include the following. First, I have the ability to create a sense of urgency for change. A sense of urgency is always needed to motivate colleagues to assist in implementing the change (Heye 2010, pp. 41-55). For example, I successfully led the process of improving the bank’s website by creating a sense of urgency. Second, I always develop a clear vision for the intended change. Besides, I often communicate the change vision clearly to the concerned stakeholders. Third, I have been able to systematically plan for change. This strategy is one of the main fact ors that led to the successful change of the bank’s website. Finally, I always focus on evolutionary change that aligns the change to the organization’s values and norms. This helps in creating a lasting change that is well integrated into the organizational culture (Aitken Higgs 2010, pp. 41-55). My weaknesses include the following. I often fail to build a powerful coalition to guide the change process. In particular, I sometimes fail to get the minimum number of people that would effectively support me in the change process. Kotter Cohen (2002, pp. 1-13) assert that failure is likely to occur if a powerful coalition is not built to lead it. Another challenge has been the inability to remove obstacles in the change process. This often happen since some obstacles cannot be foreseen and addressed in time. For example, renovating the bank’s branches failed due to financial constraints. Finally, I sometimes declare victory too early; thus, I often quite the chang e process before it deeply sink in the organization’s culture. This explains our failure to sustain the culture of high productivity in order to reduce the time we spend to serve customers at the bank. Action Plan One of my leadership weaknesses is inability to build a powerful coalition. This weakness will be addressed by focusing on stakeholder engagement and improving my communication skills. Stakeholder engagement will enable me to identify and include the relevant people in the change process. Advanced communication skills will improve my ability to convince the relevant people to support the change (Kotter Cohen 2002, pp. 1-13). My second weakness is inability to remove obstacles in the change process. I will address this weakness by acquiring risk management skills. These skills will enable me to identify potential obstacles in the change process. Additionally, I will focus on working with external consultants in order to access expert advice on how to eliminate obsta cles. The last weakness is declaring victory too early. In this regard, I will focus on creating short-term wins in order to motivate members of the organization to continue with the change. Furthermore, I will focus on convincing the employees to improve their efforts until the desired vision is achieved. In this case, short-term wins will be a means of creating high morale rather than a sign of early victory. Conclusion Change and innovation are essential and inevitable in every organization. In order to realign themselves to market dynamics, organizations must consistently innovate and implement change. Successful change and innovation depends on how well the process is led by the change advocate (Heye 2010, pp. 41-55). Additionally, the theory that informs the innovation and change process determines success. Generally, there are several change and innovation models or theories. Each of these theories has its weaknesses and strengths as discussed earlier. Thus, the change advoca te must always make deliberate efforts to address the weaknesses of the adopted theory. Appendix Figure 1 Features/ characteristics of sources of change Internally generated change Externally generated change Positive feelings Negative feelings Greater driving forces Greater restraining forces Viewed from as opportunistic position Viewed from a problem solving position Greater certainty Greater uncertainty Greater control Reduced control Less disruption Greater disruption Closed boundaries and fixed time scales Vague and variable boundaries Figure 2 Gross expenditure on RD in the UK ( £ million) In cash terms In real terms1 Cash terms percentage of GDP 2004 20,242 23,510 1.67 2005 22,106 25,162 1.74 2006 22,993 25,332 1.71 2007r 25,085 27,015 1.76 2008r 25,585 26,750 1.80 2009r 25,880 26,581 1.84 2010 26,362 26,362 1.78 Table source: Office for Natio nal Statistics Figure 3 Impact of organizational change References Aitken, P, Higgs, M 2010, Developing Change Leaders, BH Press, London. Amabile, M 1997, ‘Motivating Creativity in Organizations: Doing What You Love and Loving What You Do’, California Management Review, vol. 40 no. 1, pp. 39-58. Balagun, J Hope, H 2008, Exploring Strategic Change, Financial Times Prentice Hall, New York. Barcan, L 2010, ‘Change Management of Organization in the Knowledge Economy’, Economic Science Series, vol. 3 no. 38, pp. 6-7. Beer, M, Nohria, N 2000, Breaking the Code of Change, HBS Press, Boston. Bent, J Paauwe, J Williams, R 1999, ‘Organizational Learning: Exploration of Organizational Memory and its Role in Organizational Change Processes’, Journal of Organizational Change Management, vol. 12 no. 5, pp. 377-404. Bernard, B 2004, ‘Kurt Lewin and the Planned Approach to Change’, Journal of Management Studies, vol. 41 no. 6, pp. 23-45. Fil ippetti, A, 2011, ‘Innovation Modes and Design as a Source of Innovation: Firm-Level Analysis’, European Journal of Innovation Management, vol. 14 no. 1, pp. 32-45. Goffin, K, Mitchell, R 2010, Innovation Management, Palgrave Macmillan, London. Hayes, J, 2010, The Theory and Practice of Change Management. Palgrave Macmillan London. Imtiaz, S 2012, ‘Change Management’, Journal of Applied Management and Investments, vol. 1 no. 3, pp. 326-332. Kotter, J, 1995, Leading Change: Why Transformation Efforts Fail, Harvard Business School Press London. Kotter, J, Cohen, D 2002, The Heart of Change, HBS Press, London. Kuntz, J, Gomes, J 2012 ‘Transformation Change in Organizations: A Self-Regulation Approach’, Journal of Organizational Change Management, vol. 25 no. 1, pp. 13-24. Norgrasek, J 2011, ‘Change Management as a Critical Success Factor in E-Government Implementation’, Business Systems Research, vol. 2 no. 2, pp. 13-24. Okurume, D 2012, ‘Impact of Career Growth Prospects and Formal Mentoring on Organizational Citizenship Behavior’, Leadership Organization Development Journal, vol. 33 no. 1, pp. 78-82. Reiss, M 2012, Change Management, McGraw-Hill, New York. Senior, B Swailes, S 2009, Organizational Change, Prentice Hall Financial Times, New York. Tidd, J Bessant, J 2009, Managing Innovation, Wiley, London. Von, S 2009, Managing Innovation, Design and Creativity, John Wiley and Sons, New York. This essay on Leading Innovation and Change was written and submitted by user Madison Sargent to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.