Lady Macbeth By William Shakespeare - 2040 Words

In Macbeth, we see Lady Macbeth be ruthless in her endeavor to help Macbeth achieve the title of King; at times, she even has more villainous (masculine) tendencies than some of the male characters. Does her violent ‘sacrifice’ - the â€Å"murdering ministers† to drink milk from her breast - show her embrace of the cruel and renouncement of the good—a good that is tied into femininity? If her renouncement of the â€Å"milk of human kindness† equates to masculinity or villainous behavior, then the text may be saying that her femininity is required to be liked as a female character. This perception of masculinity - a skewed version of gender - do nothing but create and drive the force of the play, creating chaotic outcomes for herself and Macbeth. Lady Macbeth does not understand her own gender and the power it holds, but rather society s idea of gender is at work. Underneath the lines of the play, the actions taken by Lady Macbeth and Macbeth, the rea l ‘villain’ of the play is society’s push and drive to render and label people. In the first moments we meet Lady Macbeth, she is already concocting a plan to help Macbeth achieve kingship from the vision the Three Witches foretold. Lady Macbeth knows Macbeth’s character, and she knows that without support he will not be able to proceed with the necessary steps to a achieve kingship, though he so desperately wants it. He wants others to do for him what he cannot or will not do. Lady Macbeth is manipulative - ‘’that I may pour my spiritsShow MoreRelatedLady Macbeth By William Shakespeare1520 Words   |  7 PagesLady Macbeth was not evil she was misunderstood Claim thou art, and Cawdor and shalt be what thou art promised. (Quote) In many of his plays, William Shakespeare portrays women as more virtuous than men. Lady Macbeth, strong ambitious women who’s confidence, faithful and capable of almost anything. For example, in endless love, we notice the endless love they both share for each other, where fate still brought them back together even after all the influences affecting jade’s life, the overpoweringRead MoreMacbeth And Lady Macbeth By William Shakespeare1343 Words   |  6 PagesIn William Shakespeare’s epic tragedy, Macbeth, the concept of the every blurry line between good and evil is shown through the two main characters, Macbeth and Lady Macbeth. This husband and wife duo begins the play as polar opposites. Lady Macbeth’s maliciousness and drive is clear to the audience the first time she steps on stage in Act One Scene Five. She continues on with these same characteristics, yet in the middle of the drama, there is a distinct change in her attitude and overall role asRead MoreThe Ambition of Lady Macbeth in Macbeth by William Shakespeare894 Words   |  4 PagesThe Ambition of Lady Macbeth in Macbeth by William Shakespeare Timothy Leary once said, Women who seek to be equal with men lack ambition (Peters 175). But is this true in the case of the classic play Macbeth? In Macbeth it seems to be, that Macbeth the protagonist of the play is influence by Lady Macbeths ambition. Could this be an exception or was Lady Macbeth lying when she ask to be equal to a man so she could commit the murder (1.5.33.45-61). To understand one must look deeply into theRead MoreMacbeth And Lady Macbeth By William Shakespeare959 Words   |  4 Pagesoccasion. This is clearly illustrated through Duncan s murder in the story Macbeth between the two characters Macbeth and Lady Macbeth. Their responses are shown through their initial reaction to the thought of murdering Duncan, immediately prior to the murder of Duncan, and immediately after the murder of Duncan. Duncan was a kind and good man, and if Macbeth were to kill Duncan, then he would be the bad guy. Macbeth found that there was no reason to kill Duncan other than only for personal gainRead MoreLady Macbeth by William Shakespeare824 Words   |  3 PagesIn Shakespeare play, Macbeth, Lady Macbeth’s character progresses in an interesting manner. Lady Macbeth is made to act as an incentive to Macbeths immoral actions. Even though Macbeth is generally the person to have a final say before killing someone, Lady Macbeth plays the role of his â€Å"sidekick†. She mocks her husband if he worries over a sinful deed (which usually she instructs him to do), saying he would be less of a man if he does not follow through with their plan (I. vii. 56-57). She givesRead MoreLady Macbeth By William Shakespeare1075 Words   |  5 Pages In Shakespeare’s Macbeth, the motif of night is aggressive like the murders they plot and commit. Night dominates day throughout the play since they commit murders which disrupt the natural order of the world. Macbeth â€Å"plays God† by taking someone else’s life and therefore they challenge the Elizabethan order of the world. Acts of chaos, like earthquakes and supernatural events, break loose. Macbeth and Lady Macbeth think the night will cover their treacherous deeds. At first, the idea of murderingRead MoreLady Macbeth, By William Shakespeare Essay1674 Words   |  7 PagesThe obvious reading of this passage would be of Lady Macbeth as domineering and manipulative in pursuit of her own goals. But that reading discounts the loyalty and dedication she has shown to Macbeth and his success. By encouraging violence through questioning his manhood, masculinity and violence become inextricably linked. This connection essentially defines masculinity as violence wit hin the world of Macbeth. The relationship between power, violence, and masculinity alienate women and power andRead MoreLady Macbeth By William Shakespeare1280 Words   |  6 PagesIntroduction Lady Macbeth is a big character one of the most complex characters within the play. She is a mixture of contradictions she is strong, ambitious, ruthless, weak and manipulative to name a few. In the beginning of the play Lady Macbeth is strong, ruthless and ambitious, in Act1 Sc.3. Lady Macbeth s more ambitious urges lead Macbeth to the path of crime. She is cold and nasty; she shows no emotion when she believes both her and Macbeth’s dreams are under threat. Lady Macbeth believes herRead MoreLady Macbeth By William Shakespeare1536 Words   |  7 PagesIn the play Macbeth, the secondary characters such as Lady Macbeth, the witches, and Macduff influence the theme and plot. One of the most influential female characters in the tragedy is Lady Macbeth; she has a significant impact on Macbeth s life. Throughout Shakespeare’s time’s, women were not treated with respect; they were regarded as their husbands slaves. However, this is not the case in Macbeth’s marriageRead MoreLady Macbeth By William Shakespeare1299 Words   |  6 PagesLady Macbeth was not evil she was misunderstood Claim thou art, and Cawdor and shalt be what thou art promised. (Quote) In many of Shakespeare’s plays, he portrays women more honourable than men. Lady Macbeth is one of the main antagonist, she’s a strong ambitious women who’s strives with confidence and capable of almost anything. For example in the winter tale, the main antagonist Hermonie, we can interpret that Hermione patiently despairing the dilemma within the hands of the dominant Leontes

Retaining Top Performers During Change Free Essays

According to Judith Ross, â€Å"coping with change is a permanent part of the manager’s job†. Since this is an established fact, one would expect that manager would strive at retaining the top performers – those that have been instrumental to the growth of the company before the period of change. However, it would be shocking to note that often times than not, these top performers are not retained. We will write a custom essay sample on Retaining Top Performers During Change or any similar topic only for you Order Now The question here is why do managers fail to retain these strategic employees? Generally, one thing that happens when there is a change in the organization, the leaders or managers are often â€Å"too busy† handling matters that concern the paper work. Thus, they rarely communicate the essential information these top performers who in turn make different interpretations to what they are seeing. In periods of change, the managers are under pressure and they seem to worry more on the structure rather than those employees that made the structure. Therefore, Top performers are left to navigate their way through the happenings in the company and because these set of employees are passionate about their careers; they are forced to look elsewhere because they see no future, assurance in the restructuring. Furthermore, when managers do not communicate effectively to their employees, especially those top performers, there are unintended consequences. From my experience from the paper, I discovered that in times of change, when managers do not communicate the specifics to their employees, they are forced to imagine the worst that can happen and decide on this. These consequences should be a source of concern to organizations because these top performers are the backbone of the organization. Personally, if I were the manager in my organization, whenever there is change, the first people I would do is to sell the change to my top performers. I would explain the why, the how, and the specifics. I would immediately involve them in the change. Reference: Ross, J. (2006). Retaining top performers during change. Harvard Business Review. How to cite Retaining Top Performers During Change, Papers

Facilitating Innovation in Leisure Service

Question: Discuss about the Facilitating Innovation in Leisure Service. Answer: Introduction It would be correct to say that organizations require the support of strong leaders so that organizations can grow and develop. The leaders of organizations have realized that managing change is one of the most difficult tasks. The objective of this report is to discuss the topic of managing organizational change. It is expected that this report would be useful for the senior manager of the hypothetical information. When considering strategy and guidance with change, Anderson Anderson, (2010) provide strategies of change using five core elements of change. These elements explain the most effective forms of change in the organization and how they are best used. It is expected that the lack of support from employees could be one of the biggest hindrances in the entire change management process. Therefore, it is important that change agents should focus on effective communication channels. The drivers of the reasons of the change should be communicated to all the employees at different levels. This is a great starting point when needing to better understand change and the success it can bring. It is important that the change should be initiated from the top leaders and senior management. It is believed that the change management is relatively easy for small organizations as compared to the large organizations (Mishra, 2013). The organic, horizontal structure generally found in small organizations seems ideally suited for idea generation and implementation, in large part because all employees are working together closely and form a sort of de facto innovation task force. Larger, well established organizations with more bureaucratic, vertical structures will likely have to take specific steps to harness their potential for idea development and implementation. The paper also discusses various change management models like Kotter change management model, Lewin change management model etc. It is expected that this report would be useful for senior manager to manage the change i n an effective manner (Worley Mohrman, 2014). Analysis Authors argued that the change in the organization should be driven from senior leaders. If leadership comes to a meeting and says Corporate is making us do this, this and this. We have to do it so lets get it done then the change is going to have a negative connotation and those negative attitudes will continue. However, if leadership comes in and paints a picture of an opportunity to grow and improve, and displays a positive attitude about the upcoming changes, it will be much easier for other employees to follow suit (Bucciarelli, 2015). It is important that innovation should be an integral part of change management process. The organizations can use the ambidextrous approach to integrate innovation with change. An ambidextrous approach allows for creativity in discovering new ideas and implementation of those ideas, when the organization is ready to move forward with the proposed change. According to Daft (2016), The organization can be designed to behave in an organic way for exploring new ideas and in a mechanistic way to exploit and use the ideas (p. 430). This is an effective way to handle change, because it combines the two necessary elements of creating and implementing, utilizing two common organizational structures. This approach is more effective than either a purely organic or a purely mechanistic approach. Organic structures may lack the ability to bring a new idea to fruition, while a mechanistic structure may lack the characteristics necessary to allow for innovative thinking (Hornstein, 2015). Shafiee, Razminia, and Zeymaran (2016) stressed the importance of choosing the appropriate organizational structure, stating that organizational structure is considered as one of the essential provisions for successful adaptation with changes (p. 161). Appelbaum Habashay (2012) outlines in detail the concept of organizations taking a change management approach relative to growth and development of organization. The main ingredients are the matching up of innovation and change processes and thus exploiting growth possibilities to achieve future organizational goals. It is important that the organizations must be able to assess the internal environment before taking any change decision. It is believed that the small organizations are able to assess them quickly as compared to the large organizations. Therefore, literature suggests that managing organizational change is relatively easy for small organizations as compared to the large organizations. The successful implementation of any change would also depend a lot on the change agents. It is suggested that the organizations should have a talented pool of employees that can manage the change in the organization (Hornstein, 2015). If the company is in the early stages of existence or if they are in the process of re-creating themselves through new or existing product innovation, the ambidextrous approach may be preferred over other approaches to growth and development. The logical model of Kotter change management model can be shown as: Kotter provided and integrative model of organizational dynamics that could be used as a framework to change management. The Kotter model suggests that in order for an organization progressing through different developmental stages and experience growth over multiple levels of the company, they must be able to confirm to internal and external rules. According to Duerden, Lundberg, and Shurma (2016), Organizational relevance and longevity are tied to the ability to strategically innovate. Organizations that effectively innovate to best position themselves to address and take advantage of changing circumstances thrive (p. 49). This is why a change management approach is so important for organizations. The literature suggests that change management approach has improvements for organizations such as increased productivity, faster turnaround, shared learning, and a higher development satisfaction (Vinekar, Slinkman, Neru, 2006, p. 32). The effective and reliable change management approach like Kotter change model or Lewin change management model can help organizations. The snapshot of the Lewin change management model can be shown as: The Lewin model of change management suggests that all the three stages are critical for organizations. The first stage of the Lewin change model is the unfreeze stage. This is the stage where the urgency of the change is created. It is the stage where the senior managers should take all the employees together. The next and the most difficult stage of the change management model is the change stage. This is the stage where change actually happens. This is the lengthy stage in the entire change management process. The last stage is the Refreeze stage. This is the stage in which changes are freeze and organizations are ready to take the benefits of change. The challenge for organizations has been adjusting to discontinuous change as organizations grow within fast-changing global and technological climates. Tushman and OReilly (1996) emphasized the focus on culture as the counterbalance to strategy and technology through the example of IBM. IBM had a $8.1 billion loss in 1993 and the ch ief executive was quoted as having said the organization became too bureaucratic and preoccupied with IBMs own view of the world squandering talent and technology (Tushman OReilly, 1996). The focus on organizational structure and effective change management helps an organization produces a dual structure to deal with the paradox of stability and change (Vinekar, Slinkman, Neru, 2006, p. 32). Therefore, it is recommended that organizations should have a flexible organization structure. The flexible organization structure would enable the organization to take quick decision through out the change process (Daft, 2015). When organizations have to manage the change then quick decision-making could be a key factor. It is also suggested that the organizations should take the support of various stakeholders while taking any decision. What I found interesting was that Honda and Canon are two companies that operate under the quick-decision making mode, in spite of the fact that both of these organizations are large organizations (Daft, 2015). According to Burn, and Stalker, (1961). An organismic form is appropriate to changing conditions, which give rise constantly to fresh problems and unforeseen requirements for action which cannot be broken down or distributed automatically arising from the functional roles defined with a hierarchic structure. It is observed that the lean organizational structure is the recommended form of organizational structure. Even the organismic structure is very good for change, here, this is more useful first, because the focusing on the customers needs; and second, because of the separation between the new and the traditional processes, structures of the organization which help to avoid resistance in the decisions. According to OReilly, and Tushman (2004) the organizations that have success in this, used to separate their new, exploratory units from their traditional, exploitative ones, allowing for different processes, structures, and cultures; at the same time, they maintain tight links acro ss units at the senior executive level. They separated the senior teams from the new innovation team. OReilly, and Tushman (2004) though that in order to have success, organization must constantly pursue incremental innovations, small improvements in their existing products and operations that let them operate more efficiently and deliver ever greater value to customers. I think this will be good for the organization development and sustainability, and I think to propose this to the senior managers and leaders. Vinekar, Slinkman, and Nerur (2006) argued that organizations that are seeking to manage simultaneously for change and innovation as well as stability face something of a paradox. I had not though of the change management approach in precisely this way before but it makes a lot of sense. On the one hand, mature organizations generally have a stable product line that they sell to a core group of consumers. These established products and services often produce significant income and provide great value for stockholders. On the other hand, companies need to be responsive to new opportunities and new markets. One method of change management that is useful in a changing organization is the opportunity to pilot new ideas in small markets to see how well innovation does on a smaller scale. Piloting is an aspect of making small changes to advance innovation within the ambidextrous structure (OReilly Tushman, 2004). Conclusion The above paper discusses the change management approach for organizations. It is important that organizations should consider the internal and the external factors before making any change. The lack of support from employees could be one of the biggest hindrances in the entire change management process. Therefore, it is important that change agents should focus on effective communication channels. The drivers of the reasons of the change should be communicated to all the employees at different levels. It is recommended that the organizations should stick the logical change management model like Kotter change management model or Lewin change management model. It is also recommended that the change management strategies should also depend on the companys life stage. In the entrepreneurial stage of a companys life cycle this approach might seem a little more difficult. I think that if the organizations founders are looking at not only what they have and desire, but also to the future and what changes will have to occur to move to the next stage, they are taking an ambidextrous approach. An organization that is in the elaboration stage must truly utilize this approach in order to survive. They have to take what works and keep it (exploit it), but also they need to find new ways (explore) of doing business to continue moving in the cycle. It is expected that the change management discussion and models would enable the organization to attain the path of continuous growth and development . References Anderson, D., Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H., 2012. Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), pp.764-782. Burns, T., Stalker, G. M. 1961. The management of innovation. London, Tavistock Bucciarelli, L., 2015. A review of innovation and change management: Stage model and power influences. Universal Journal of Management, 3(1), pp.36-42. Daft, R. L. (2016).Organization Theory Design(12thed.). Boston, MA: Cengage Learning. Duerden, M. D., Lundberg, N., Shurma, D. (2016). Facilitating innovation in leisure service organizations.Journal of Park Recreation Administration,34(2), 49-61. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), pp.291-298. Mishra, S., 2013, September. Relevance of Kotters Model for Change in Successfully Implementing Lean. InIFIP International Conference on Advances in Production Management Systems(pp. 540-547). Springer Berlin Heidelberg. OReilly, C. Tushman, M. (2004). The Ambidextrous Organization.Harvard Business Review. Retrieved from https://hbr.org/2004/04/the-ambidextrous-organization/ar/1 Shafiee, H., Razminia, E., Zeymaran, N. K. (2016). Investigating the relationship between organizational structure factors and personnel performance.International Journal of Management, Accounting Economics,3(2), 160-165. Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?.Organizational Dynamics,43(3), pp.214-224. Vinekar, v., slinkman, c. W., nerur, s. (2006). Can agile and traditional systems development approaches coexist? An ambidextrous view. Information systems management, 23(3), 31-42.