Atlantic Slave

Even before the first humans on Earth, there has always been a constant change in the landscape. From the first cultivated fields of the Neolithic period to the great structures of the first dynasty in China, the landscape has ever been evolving. Arguably one of the most dynamic changes were those of Europe from the 1500-1 sass. During this time, cultural, social and economic beliefs were remodeled or evolved to help create the foundations of societies today.Out of the three areas the most influential were the economic changes which not only took place in Western Europe but throughout other continents s well. Most recognizable of these changes was the importance of slavery in the Atlantic World. Slavery in the Trans- Atlantic world referred to the use of people from Africa who had been captured and used for their labor to create goods for Europe. [I] Though there are multiple examples of the benefits, the real SUCCeSS was due to the economic factors which allowed the slave trade and slavery to expand from 1550- 1800. Through the Atlantic economy, increased trade through the colonization of the New World and also the interdependence of countries and diversity are the three factors that allowed the slave trade and slavery to grow in the Atlantic World as well as the increased wealth of Europeans. One of the factors that expanded the slave trade and slavery was the growth of the Atlantic economy through capitalism. Modern capitalism known today started around this time period. This meant that economic institutions such as banks and the stock market came to fruition. Ii] This capitalism then translated overseas with the collection of cash crops which boosted the Western European economy. In the third document for example there is an example of capitalism in action in the British West Indies. Iii] The sugar [cash crop] is in barrels which would have been shipped off to Europe where it would have been sold to people to create money to circle within the economy. Some may wonder how this boosted the economy if money was spent on these mills across the Atlantic. This is due to the use of slaves which were much cheaper and therefore cost effective for the countries in Europe.As shown in document 7, thousands of slaves were carried off to the New World to work at the mills and plantation field to produce goods for Europe. [iv] The number of slaves abroad the ship indicate that it has to be a large sell to hold many slaves during one trip. The reason they were so cheap was because African slaves were resistant to diseases more than the natives and also were more productive than them also. [v] Also they could serve fore a lifetime to one owner while previous settlers were indentured servants meaning they worked for a set amount of time; overall a better long- term investment which saved money. Vi] Another reason why they were in demand was because of the number of workers needed in a plantation for it to work. In the documents 4 and 5, the data shows exactly why African Slaves were a better than the natives Meridians) or any of the indentured s ervants. In document 3 it shows the different jobs that had to be done on the plantation. [vii] Due to the number of jobs that had to be filled not just once but by multiple people is was difficult to do so with Meridians who kept dying out due to the new diseases which made it harder to fill the spots available. Viii] The fifth document shows the birth and death rate that a plantation would have during this time. [ix] From the data given it makes more sense as to why a plantation owner would invest a lot of money initially buying slaves knowing hat they would save much more in the end. This is because with slaves that lasted longer, the need to replace them was less. The second factor which led to the expansion of slavery and the slave trade was the increase in trade due colonization of the New World.One of the big changes during this time was the number of people who started to explore new places such as the Americas. In document 6 for example, it shows a map of the new colonies created by the big nations in Europe at the time. [x] France for example has created New France in Canada and also down into Florida and Spain had a large portion Of Mexico and Southern America. [xi] These new colonizes helped create trade between the New and Old World. Government ventures landed money for explorers to set forth and trade in the West and elsewhere. Xii] This also led to the role of mercantilism in the Atlantic as well. They helped promote overseas trade between a country and its own colonizes. [xiii] As they controlled more trade, different trading companies began to emerge in response to mercantilism. The Dutch West Indian Company and the royal African Company chartered by their otherworld all participated in a system which included other non- European countries as well. This system was known as the Atlantic Circuit which was a clockwise network of trading links that moved goods, wealth and people around the Atlantic system. Xiv] This helped make the slave trade more efficient because now a vast amount of slaves could be transported to their specific destinations as requested by a country. As document 8 shows, the slaves which came from Africa each followed a specific route in the Atlantic Circuit. [w] tying in with document 4 the work that had to be done on the alienation was a lot and that is why with the help of city ports in Africa they were able to get a large number of slaves to help in the Americas. An example of the type of work they did can be seen in document 1. In this picture of the SST. Crosss Sugar Mills, the large numbers of slaves were able to make a lot of sugar which in turn meant more goods for the second leg of the circuit. [xvi] With this incentive, owners of the mills or plantations along with traders back home would continue to pay for more slaves to be deported for their services. Not only was there a demand for the work the slaves provided but also the totality during these trades led more slaves to be sent off as replacements. The conditions in these voyages were very harsh, with the captured slaves being abused, malnourished and gravely ill. Xvii] Document 2 shows just how high the number of these deaths in transit to their destinations was during the middle passage. [xviii] From the graphs shown, it is easy to understand why slaves would have to constantly replace. If slaves did not eventually die from being worked on the plantation or the mills they surely would have died in the middle passage where diseases like dysentery and malaria were meant. Referencing back to document 7, months of living on such a boat would surely weaken the slaves and constant abuse from the slave traders would make them more ill. Xix] The last factor which led to an expansion in the slave trade and slavery was the interdependence and diversity. The first reason it was able to expand so much was because of the reliance of many different countries that all contributed to one goal. Amsterdam for example, had one of the best financial institutions at the time which meant more people along with companies would invest their money there. [xx] These investments would hen be put into the ventures abroad like in the West Indies to help with the plantations. Exile Not only is that but the Atlantic Circuit an example of the growing interdependence between nations. As document 6 showed, the manufactured goods from the Americas would go to Western Europe where it would be traded for more slaves in exchange for the goods. [xii] This global market created a demand for many nations which spurred the further transport of slaves. What is also seen during this period is that not slaves during the time were of the same ethnicity. As document 9 shows, some laves which were captured has also been Muslim. Xiii] This meant that not only were the traders and companies diverse in the people they did business with but also slaves were ethnically diverse as well. This diversity however may have contributed to more slaves being transported. This is because in document 9 it explained how the Muslim slave had never been used to this sort of lifestyle and therefore could adjust well and handle to work which is why he was given back. [xiv] This might indicate this sort of lifestyle which had not been as popular in some societies might mean that the slaves used room these places would not be adjusting well into this lifestyle. Thus slave traders would need to have more slaves sent over to replace the ones who could not handle the work and had to be returned. The factors which led to the expansion of slavery and the slave trade in the Atlantic was because of the Atlantic Economy, increased trade with the New World and lastly the increase in interdependence and diversity. Capitalism which emerged during this time period helped provide money to start up plantations. The goods that it then produced was used to help boost the economy in Western Europe. The increased trade between nations helped create incentive to send over more.Through the Atlantic Circuit slaves were sent more efficiently and in bigger loads to earn even more goods to trade in the old World. Lastly the interdependence with different nations provided more money to be involved with colonizes abroad. The interdependence with these nations had also meant the source of their slaves also created diversity among them. The evidence provided gave a lot of insight into the slave trade however there are some pieces missing. Real life accounts of the slave traders ND how they felt may have also been useful.Other articles such as a daily schedule of a slave on plantations might have been useful in explaining how the slaves needed to be replaced due to the hard work. Overall, from what is given it is clear that the slave trade though not morally correct provided many benefits for the people of Europe. It is one of the main events in history which helped Western Europe so strong and feared.

Impact of Export Subsidy on Demand, Supply and Price Assignment

Impact of Export Subsidy on Demand, Supply and Price - Assignment Example For this reason, therefore, the effects of subsidies on the economy are often separated into short term and long term effects. It is mostly argued that although in the short run these subsidies prove to be a quick remedy for lifting up weak industries and promoting their growth, in the longer run the same tool proves to be detrimental for industries who then become permanently dependant on the state for it. This report attempts to analyze a particular form of subsidy known as an export subsidy in terms of its intended aims and its actual effects on the economic structure. The aim of this report is to analyze the economic impact of an export subsidy in an open economy (Australia in this case). The analysis shall begin with a thorough conceptual analysis of an export subsidy and its nature, followed by its effects on output and price as well as economic welfare and government budget. The report concludes with recommendations for government policy along with potential limitations of thi s economic analysis. 2.0 Export Subsidies Export subsidies have since long been used by governments as part of their policy to enhance export of locally produced goods and dampen the sale of locally produced goods in the local market. ... Also, export subsidy is an alternative to the provision of production subsidy to producers competing with imported goods in the domestic market. Simply put, the export subsidy is a motivation for local producers to increase their supply of exports as opposed to goods for domestic consumption (Carbaugh, 2010). 2.1 Impact of Export Subsidy on Demand, Supply and Price Considering that wine production is a part of the agricultural industry, export subsidies may be imposed by these in order to enhance their exports. Assuming that wine is a homogenous product and that it operates in a homogenous market, the analysis of the Australian government imposing export subsidies is simplified. An export subsidy will cause the domestic production to increase, thereby enhancing exports in turn (World Trade Organization, 2006). The domestic price of wine will rise provided that Australian simultaneously embarks on a policy of banning any re-imports. The greatest assumption here is that the Australian economy (the economy where export subsidy is imposed) is a price-taker (selling homogenous wine); hence, the resulting outcome will not have any influence on the world price of wine. If this assumption was dropped and the Australian economy was assumed to be a â€Å"large† economy in terms of wine, then the resulting economic changes would have driven changes in world output and resulted in inefficiencies as far as international trade is concerned. In that case then, the resulting increase in exports would have driven down world price of wine depending on the share of world wine production that Australia holds with respect to other countries (World Trade Organization, 2006). The simplistic case of

Business Finance - SOURC ES OF FUNDS AND CAPITAL STRUCTURE Research Paper

Business Finance - SOURC ES OF FUNDS AND CAPITAL STRUCTURE - Research Paper Example In this type of funding, the hire purchaser or hirer receives the property or good instantaneously after signing the purchase agreement. However, the ownership gets transferred fully after finishing the last instalment payment. Leasing The procedure of lease financing includes procurement of various assets by means of taking lease. Lease means one contract in which the ownership, the funding linked with the asset or the equipment and the risk taking are totally separated and shared by two or greater than two parties. In case of lease financing the lessor finances and the lessee accepts the risk, involved by utilization of the asset or equipment taken on lease, whereas a third party actually owns it. Another alternative way is that the lessor would own as well as finance the asset or equipment, whereas the lessee would enjoy using it along with bearing certain amount of risk. This type of transaction includes commercial arrangement in which the equipment owner possesses the right to t he asset or equipment user for utilising it in return of fixed rental. Long term sources of funds Long term sources of raising funds mainly include those sources which are needed for longer span of time. These types of financing activities are mainly associated with fund expansion projects. These projects are complex in nature and need huge sources for the funding activities. It is because of this reason that the organizations use long term sources for raising the funds. In many cases, the organizations do not make use of one single source of financing. The main long term sources of raising funds are: Equity Shares The equity shares form an essential part while considering the ownership of any particular company (Walter 3). When any business decides to expand its operation, it issues high number of shares, in order to raise the fund needed for effective implementation of the desired plan. This type of investment is an important source of raising the funds and it provides the investo rs with a certain portion of company’s profit along with taking part in taking company’s decisions (Hafer and Hein 15). This strategy of rising the funding by an organization out-performs all other strategies (Fontanills and Gentile 1; Rosen 8). When the earnings of a company are high, the stock prices increase resulting in higher profitability for the company as well as the investors. If the company originates from growing market then raising of fund by issuing its equity shares turns out to be highly profitable. However, when there is economic downturn the shares of the companies remain at high risk in spite of their high brand value and strong management. Preference shares Issue of preference shares is another way of raising fund where the dividends are payable on the shares at the fixed rate and paid only in case of earning of profit by them. Thus, there remains no obligatory burden for the company (â€Å"Methods of Raising Capital†). But these shares do not possess voting rights. Debentures The companies have power of

Gibraltar Airport Case Study Example | Topics and Well Written Essays - 500 words

Gibraltar Airport - Case Study Example This means that the traffic lights guide on the mode of operations between the two systems (Archer, 2006). They decide when the road traffic should go and when it should stop. This is also the case of the air traffic. There is the danger of collision of the two forms of traffic that are hugely dependent on the traffic lights. The airport is surrounded by huge buildings and many highly piled up rocks. There is the silent danger of plunging into the buildings or the rocks nearby. This will be disastrous for the airport, planes, road users and ultimately the passengers. The traffic lights that act as the essential guide for the planes can seriously malfunction. This will cause huge aspects of relying the wrong information and signals. The incoming traffic and outgoing traffic could then crush into each other (Archer, 2006). In many instances there are very many mishaps that have occurred at the airport. Once crew of a Boeing flight lost visual contact of where they were supposed to land. They missed the runway and they crash landed. The intersection between the road and runway has had many mishaps (Archer, 2006). They include the fact that traffic lights have on several occasions misguided the pilot and drivers. This has resulted in the flow of both the users of the road and the landing plane. Once, there was a police chase down the highway. It was difficult and stressful for the planes pilots, the police and the people being chased. This was because of the urgency of their situations and the nature of the flow of traffic (Archer, 2006). The airport should have its own space. This means that the road highway will have to be shut down or underground tunnels built. This is because the co-existence of the traffic flows posses a huge danger. There should be clear well labelled signs that cater for each and every traffic that flows in its created space. This will ensure that all parties understand what is going on, in all avenues and angles of

The Hypocrisy of Civilized Society as a Major Theme in Huckleberry Research Paper

The Hypocrisy of Civilized Society as a Major Theme in Huckleberry Finn - Research Paper Example It's also where he gained a lot of the experience he would need to create The Adventures of Huckleberry Finn. Although these were essentially children's stories, Twain had a tendency to create stories with a much deeper meaning underneath the charm and the humor. He encouraged his readers to plunge the depths of their understanding and adapt their behavior to a more accurate reflection of their inner beliefs (Railton, 2007). In The Adventures of Huckleberry Finn, Twain blatantly criticizes the hypocrisy of 'civilized' society as he ridicules religion, satirizes education, criticizes slavery, and exposes aristocratic characters. Twain Ridicules Religion Religion was a particular sore spot with Twain and he expresses his disdain of it through the characters of the Widow Douglas and Miss Watson. These poor ladies remain obediently devout through everything, without seeming to realize that their belief structures are almost entirely contradictory. Huck sums it up when he's out thinking i n the woods, "I judged I could see that there was two Providences, and a poor chap would stand considerable show with the widow’s Providence, but if Miss Watson’s got him there warn’t no help for him any more" (23). ... Even though the families sit calmly together in church, the feud begins again the moment they step foot off of church property: "The men took their guns along, so did Buck†¦The Shepherdsons done the same. It was pretty ornery preaching- all about brotherly love, and such-like tiresomeness;† (129), but the families don't hear any of it. Even with the church pleading with them to put aside their fight, it is the feud rather than the church that has the greatest influence on them. â€Å"Worse than the mindless, inherited pattern of the feud, however, is the fact that it serves no purpose, since the original cause of the conflict long has been forgotten.† (Wright 90). This experience has a profound effect on Huck's later decisions. When it comes time for Huck to decide whether to turn in his friend Jim as a runaway slave, Huck decides it would be better to go to hell. â€Å"I took it up, and held it in my hand. I was trembling, because I’d got to decide, forever , betwixt two things, and I knowed it. I studied a minute, sort of holding my breath, and then says to myself: ‘All right, then, I’ll go to hell’- and tore it up† (223). â€Å"Huck's justly celebrated crisis of conscience, which culminates in his resolve to free Jim, even if doing so condemns him to hell† (Smith 8) is made a bit easier by his understanding of how others observed their religion. Twain Satirizes Education It is an indication of his depth of satire that Twain uses Huck, an almost completely uneducated narrator, to point out the depth of society's corruption including its failures within the educational system. He doesn't see much use for it in any of his interactions with others. For example, Tom

Policy and Practice In the Education of Bilingual Children Essay

Policy and Practice In the Education of Bilingual Children - Essay Example Long-term planning for language use and literacy should use official curricula, such as the Early Years Foundation Stage in England, as its launching pad, and there is no need for other laborious documentation. Schemes of work and long-term commitment to set repeated topics are more likely to stifle creativity than be a useful structure for planning. The long-term aim for teachers is to encourage children to build her or his language in their own unique way and leave the Foundation Stage excited and enthusiastic about their learning. Long-term planning for language can be enhanced by an agreed list of core books and rhymes. This will provide a store of high-quality texts that children will get to know well during their time in setting. These texts can be developed with double language copies and big books, with story snacks, story props and puppets to extend children's experiences. Core books and their props provide a strong basis for all children to develop confidence in their langu age through the visual support. Clear illustrations and repetitive texts are particularly supportive for bilingual children and even for multilingual children. Tower Hamlets Primary School teachers should use various strategies to provide a nurturing environment. Sensitive grouping of children can ensure that there is a supportive friend who will model language for the bilingual children to copy. Their friend can also guide them through the various social and cultural situations that they may find puzzling. Teachers can ensure that bilingual children are placed in a position so that they can hear clearly, can observe any accompanying gestures and can always see any book illustrations or visual material that is supporting the... This essay stresses that all children have an entitlement to benefit from the Early Years Foundation Stage, and context is a key factor in helping bilingual children learns sufficient English to enable them to do so. Scaffolding language provides a supportive structure for them. First-hand experiences provide the context and the motivation for children to learn the language in a way that is meaningful to them. They gain in confidence and make their first tentative steps in English. Their first words are added to by staff who provide a rich commentary on the children’s play and learning activities. This report makes a conclusion that it is pertinent to note that all young children have considerable adjustment to make when they first encounter formal schooling. The observations of this report have indicated that teachers involved depicted a rapid adjustment to school. Although variations were apparent from one teacher to another. overall. teachers‘ ratings of the children tended to favor the bilingual group. The teachers themselves had to adjust to working within the framework of the research design but nevertheless. their observations support the practicability of a bilingual curriculum. Consideration should be given to the structure of curriculum experience for bilingual pupils. Particularly with regard to the probable interaction between languages in the children's experience. Perceptions of bilingual education varies considerably among staff in schools. The government also should support teachers by establishing systems in schools that will favor bilingual children.

Organizational Development Essay Example for Free

Organizational Development Essay John F. Kennedy was quoted as saying â€Å"Change is the law of life, and those who look only to the past or present are certain to miss the future.† The world is in a constant state of motion. No one should expect things to always stay the same. Organizations require technologies and human resources in order to operate. A business needs to operate by learning from the past and planning for the future. Since, the economic collapse of 2008, the idea that any company is ‘too big to fail’ has been thrown out the proverbial ‘business window’. Business is now practiced in a global market and technologies have made the world a smaller place. â€Å"Managers and their organizations must anticipate the future and become proactive players.† (Brown, D.R., 2011, part 1.) Consider companies like Blockbuster Video. The demise of Blockbuster proves that leadership did not look to the future. This company considered itself to be the standard. Where is Blockbuster now? Instead of being an industry leader, it is trying to regain its footing in a marketplace it once dominated. Why? Blockbuster failed to take its competitors seriously. It did not consider technology surpassing the company’s own perception of practicing business. â€Å"In 2002 (Blockbuster) had 8,000 stores and a market value of $3 billion. Today, movie-by-mail Netflix is worth nearly three times that much. And Blockbuster is broke.† (Gandell, S., 2010, paragraph 19.) Successful companies are looking to the future as they learn from the past and present. Organizations that are successful will operate without ego, effectively communicate throughout the organization, and constantly reinvent themselves. Organizations need to be in constant development in order to move forward with any success. In this paper, I intend to define the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. I intend to define organizational development as it relates to organizational trust, a strong practitioner-client relationship, the imperative nature of the diagnostic phase, effective communication between ownership and employees, and the importance of strategy as it relates to a successful transfer of ownership and culture to an organization. Organizations need to know when organizational development is necessary. I am a Managing Partner in the restaurant business. I currently have about 50 employees that I am responsible for. Recently, the restaurant I am running was sold to a South African group of owners. The owners actually bought two restaurants from the local restaurant group I was working for. After studying the Charlotte market and other markets throughout this great country of ours, the South African owners decided that Charlotte, NC would give them the best opportunity to grow a restaurant chain. The owners currently have over 150 restaurants in South Africa and this is their first venture into the United States. Once the sale became final, the owners began to evaluate all the current systems and business practices of the restaurants. The new owners began to re-develop the organization by defining its existing and future organizational identity. The owners sat down with staff and management to get an understanding of what the restaurants meant to each staff member. â€Å"The identity will provide an advantage if it is well aligned with the organizational strategy and well suited to the market niche, because identities tend to be socially complex and path dependent, and therefore difficult to imitate.† (Salgado, S.R., 2003, page 65.) The owners became the practitioners of change by purchasing the restaurants. After the sale became final, it was time to develop a sense of trust from the existing staff and management. One way of gaining that trust is to value the opinions of the current members of the organization. The new owners showed that they valued staff opinion of organizational identity. This process helped to develop the fundamental need to build a positive practitioner-client relationship. The new owners need an employee landscape that is friendly, not hostile. There is no way the new organization can move forward with a negative culture. Once trust was established, the new owners were able to begin to identify issues, problems, and opportunities each restaurant was having. The five fundamental stages of organizational development are: â€Å"anticipate the need for change, develop the practitioner-client relationship, the diagnostic phase, action plans, strategies, and techniques, and self-renewal, monitor, and stabilize.† (Brown, D.R., 2011, page 18). Ownership has followed the principles of organizational change and development in a very smart way. The new owners worked on building a strong practitioner-client relationship while gathering information about the businesses. They remained very approachable and worked hard to assist with the agreed upon change lists. Ownership made everyone feel as though they were not there to change what was not broken. Employees were made to feel proud about the restaurants they worked in. By developing such a good and trusting relationship, change has come easier. Once trust was established, new ownership quickly moved to the third fundamental of organizational development, the diagnostic phase. â€Å"Organizational diagnostic models and surveys have often been demonstrated by practitioners to be very effective in supporting organizational development   programs.† (Goldstein, L. and Burke, W. (1991), Vol. 19, page 5.) Diagnostic models are designed to help organizational development practitioners to â€Å"categorize data about the organization, enhance understanding about organizational problems, interpret data systematically, (and) provide appropriate change strategies.† (Lok, P., Crawford, J., 2000, page 108.) The practitioners have been reviewing every facet of the restaurant’s business practices. Ownership is constantly evaluating the effectiveness of each system. Technologies, equipment, and managerial functions are all reviewed and measured to the new standards and goals set forth by the owners. The ownership designed a â€Å"team approach to setting and reviewing targets, real participation by subordinates in setting goals, with an emphasis on mutually agreed upon goals, mutual trust between subordinate and manager, and a real concern for personal career goals as well as for organizational goals.† (Brown, D.R., 2011, page 327.) Ownership felt that the technologies were not tied in together very well. Ownership felt that the current gathering of data was cumbersome and inaccurate. The practitioners felt that the clients needed to stream-line the ways in which data was collected. By reviewing every program and system of accounting, the new owners were able to determine that updating would be necessary in order to move the two concepts forward. Looking to future growth was not going to happen for the organization until both concepts were able to produce accurate information about the actual business. Ownership also determined that it wanted its managers out in the restaurant more. There was simply too much to do in the office while running the restaurants. The practitioners asked current upper management to clearly define the responsibilities of each manager and chef position. At this point, the culture of the new organization had begun to take shape. Clearly defined roles and a change in managerial philosophies have started to grow. I have witnessed what I believe is a very successful transformation of culture. Responsibilities are clearly communicated. Accountability has improved. By creating clearly defined roles, the effectiveness of each manager is much easier to measure. At times, however, communication has been inconsistent. The massive restructuring of all current systems has taken a toll on some people in the organization. Missed deadlines and unforeseen problems have occurred. The way in which the new ownership has responded to the unforeseen issues has been impressive. I feel that new ownership has shown an unwavering amount of dedication to the new organizational vision it has set in place. Considering the amount of change, the owners have been very clear and approachable throughout the transformation. I respect and support their efforts in remaining approachable and supportive. They exude an understanding of what each existing member or employee is going through.   Ownership has been very aware of the ego state of the organization. â€Å"Every interaction between people involves a transaction between their ego states. When one person converses with a second person, the first person is in a distinct ego state and can direct the message to an y of the three ego states in the second individual.† (Brown, D.R., 2011, page 230.) Ownership has made every effort to have open and complementary transactions with groups and individuals throughout the organization. At the same time, they have also shown that the organization will move forward with or without its current members. Holding people accountable has been extremely important. â€Å"In todays changing environment, organizations that encourage individual ability and hold employees accountable for achieving goals are more likely to succeed.† (Brown, D.R., 2011, page 381.) The practitioners have been able to accentuate individual strengths and weaknesses within its existing employee body. This approach has brought on a spirit of contribution to the cause of the new vision presented to the ‘old guards’ of the organization. This is a very clever approach to affecting change. Also, the new leaders of the organization have discovered some hidden talents within its current team-members. Finding an existing and in-place pool of needed skills has helped the new leaders keep an aggressive time-line for the development of change. New owners did not have to look completely outside the organization for skills that will enable change. Instead, new owners were able to motivate change by looking for solutions internally. Looking for hidden talents helped to reaffirm the positive culture of opportunity and renewed perceptions of the employee skillset. An internal approach to solving or rectifying identified issues has also kept the cost of change down. Existing members already have a sense of where the shared vision of the company is going. Existing staff has a greater stake in the organization’s success. Because of shareholder accountability, ownership is smart to look internally for as many talents as possible. Ownership believed by stream-lining technologies and accounting systems, it could improve the quality of the guest experience and profitability of its organization. Ownership started this process by surveying all existing management to try and determine what each manager actually knew about the existing programs and technologies. A methodical and measured approach to re-designing office systems will enable the organization to become more consistent in gathering data and measuring the performance of both restaurants. Their  vision of the future of the organization has been effectively shared with everyone involved . The deadlines for improvements have been followed-up effectively. A weekly meeting between ownership and upper management takes place. In these meetings, organizational effectiveness is measured by how well goals and objectives are accomplished. At first, goals were very broad and basic. Managers were asked to evaluate their knowledge of existing point of sale programs, invoicing programs, and budgetary knowledge. Once ownership felt it had acquired enough knowledge about existing systems, the project or ‘goal’ chart was updated and tasks became more narrow and specialized in focus. Managers were held accountable to their goals based on their strengths or expertise. For example, one manager is very adept with computers. This has become his area of focus for the remainder of the re-development of the organization. â€Å"The collection of data is an important activity providing the organization and the practitioner with a better understanding of client system problems: the diagnosis.† (Brown, D.R., 2011, page 19.) Ownership has been very diligent about data accuracy. Every number and system has been reviewed for accuracy and consistency. In order for the company to move forward, ownership has to determine what is and what is not vital to the new organizational vision. Ownership has already picked two new sites for additional restaurants. It is important that both restaurants operate in the same way as the business grows. This is why organizational effectiveness has to be optimized and not hap-hazard. â€Å"Organizational practitioners need to assess the influence of variables in diagnostic models on organizational outcomes, and effectiveness has often been used as the primary outcome measurement. (Handy, 1985, p. 85; Burke and Litwin, 1992). The new owners have done an excellent job moving the new organization through a surprising change of ownership. I have enjoyed watching how these new owners have handled the organizational development of the restaurant. Organizational change and development is certainly not easy. Leadership from the owners to the managers has to stay on course with the changes. Total commitment and a positive attitude are necessary. Negativity spreads like wildfire when redeveloping an organization. The owners have worked hard to cope and shape their environments, through the way they organize and operate their organization. The history of organizational development has to be an interesting one. As I watch these new owners re-tool both establishments, I wonder if they are taking the same course in organizational development that I am. The owners have to pass forward their beliefs or values as to what the restaurants should be. Things that worked before might be tossed. New things are   introduced. The style of service and the menu, the technology, are all things the owners have to push forward to current and new employees. All the while, business is ongoing. The doors are open. Customers are hearing of the sale and are passionate about the changes. Some changes are subtle. Some changes are extreme. How does the ownership remain familiar to what the concept once was? The entire process is exhausting. The public’s resistance to change is fierce at times. One very popular item on the menu was discontinued when the new menu was rolled out. Granted, the menu had not changed in four years. Servers and cooks were tired of doing the same thing every day. The item that was discontinued was actually a very bland and tasteless item. Servers and cooks hated selling it. There was excitement and concern when the new ownership wanted to get rid of it. We all knew we were in for it when the new menu came out. Sure enough, customers have missed not having this item on the menu. Customers have been very vocal about this one item. Ownership feels that quality ingredients, perfect preparation, and impeccable service will build sales. There is a determination that the new regime can move past this one dish and convince the fickle public that there are a lot of other good reasons to dine at our restaurants. We are doing more than trying to keep our existing clientele. We are building a new clientele. Whatever perceptions the public had of us before does not matter. It is interesting to hear the complaints about some of our changes. All the while, most of the same staff works at the restaurant. The only real changes the public see are dress codes and menu changes. Otherwise, most change is behind the scenes. Because of the intense scrutiny mistakes in service or execution of the shift has to be perfect. We cannot afford to be less than perfect right now. Complacency has no place in the restaurant business. To be successful, we should always be looking ahead and learning from our past mistakes. We should always challenge ourselves to be better than we were yesterday. We are always training and learning. Managers should be acting as coaches and mentors to the staff. Management at all levels should not only ‘talk the talk’, they should ‘walk the walk’. However, the complaints are not always fair. The new menu is terrific. Quality and service are actually better than ever. The new owners spent a lot of money to help update and fix equipment that was vital to running the restaurant. Ownership has brought in more management and has improved the morale of the restaurant, not to mention the quality of life for all salaried people like myself. There has been a certain camaraderie resulting from moving toward common goals with other people. There is now a belief that we are a better place today because of our efforts. The best interventions from a   values point of view are those that help clients prepare their place in the future, whether its creation or adaptation. I am sure as we move forward that we will come in to our own again. The once faithful group of regulars will either go their own way or forgive us. Organizational development is a change strategy. â€Å"OD principles and techniques are experiencing a renaissance, thanks to the growth of the field of change management.† (Worren, N.A.M., Ruddle, K., Moore, K.,1999, paragraph 3.) Organizational development requires a change in behaviors. These behaviors, good or bad, become the organizational culture. The organizational beliefs and values start at the top of the food chain, the owners. What is important to the owner should be important to the worker in that organization. It is imperative that the owner or any organization find a way to keep his people motivated and passionate about his organization’s products. Therefore, the leadership of any organization has to ‘connect’ to develop change and organizational success. Leadership has to be viewed as the change master. An organization that wants to remain vital, must be able to deal with change. A restaurant is an excellent example of a business in a constant state of change. For some restaurants the menu can stay the same. Maybe that is what people like about the place. However, what goes on outside the restaurant can cause a need for change inside the restaurant. Roads are closed, the economy is shrinking, parking is now too difficult to bother, these are all worrisome real-life issues that any organization or restaurant might have to deal with. The restaurant cannot afford to maintain the status quo, change is simply that critical. Kurt Lewin developed the concept of force-field analysis. This philosophy is â€Å"deceptively simple and can be used to help plan and manage organizational change.† (Cumming, T.G., Huse, E.R. 1989, page 3.) Lewin believed that an organizational behavior was affected by the balance of two opposing forces. When these opposing forces are at odds, change happens. According to Lewin, there are driving forces and restraining forces. Driving forces affect and assist in the desired change. Restraining forces do quite the opposite. Restraining forces represent obstacles to the change. â€Å"If the weights of the driving and restraining forces are relatively equal, then the organization will remain static.†(Cumming, T.G., Huse, E.R. 1989, page 3.) Ownership has to remain aware of the balance of power these two forces represent for the organization. Change has to appear to always be for the good of the whole organization. People are wary of change and must be made to feel a part of its success in order to help embrace the new mindset. Lewin’s force-field analysis works as a method of environmental scanning and as a way for creating an empowering environment to the culture of the organization. The new owners have done an excellent job moving the organization forward. The efforts made to gather data and technical knowledge have been diligent. The new owners have moved forward by doing their homework. After reviewing all the necessary information, ownership has been able to assimilate all the necessary funds, materials, staff and time. As the organizational development process has moved forward, it has become obvious that the owners plan on giving their newly acquired business the tools it needs to accomplish the shared vision. This, of course, has led to the owners’ final phase of organizational development, the support of their people. At first, ownership had to tread lightly. In the beginning, it was as if the new owners wrapped their arms around us all and said â€Å"everything will be alright, just stick with us.† As the new team moved forward, some upper management was asked to leave. Time has been a good indicator of the ownerships’ dedication to the new vision and culture of the organization. Their efforts have been unwavering and very consistent. In this paper, I have detailed the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. The process of organizational development has been fascinating to watch. Although the constant evaluation of all systems and actions throughout the organization has been exhausting, I believe ownership has succeeded in redeveloping a once tired and inefficient culture. Employees and managers have felt a greater sense of purpose towards the new organization. New ownership has successfully relayed a positive sense of urgency and purpose towards its existing staff and team members. The revamping of the organizational culture has brought forth a better quality employee and better quality experience for the organization’s customers. The organizational development techniques applied by the new ownership has helped to improve the profitability of both restaurants. New ownership had once touted that two additional restaurants would be opening within twelve months. Because of the success in developing organizational change, new ownership has now determined a new restaurant can be opened in only six months instead of twelve. This fast organizational growth is to be celebrated because it is a direct result of the diligent efforts of ownership and all staff involved after the transfer of ownership became official. Trust, a positive practitioner-client relationship, a successful diagnostic evaluation and change, effective communication between ownership and employees, and the importance of strategy has allowed this organization to become stronger and advance its number of concepts. In short, growth happens if organizational development is applied effectively. References: Brown, D.R., (2011). An Experiential Approach to Organizational Development (8th ed). Upper Saddle River Pearson Prentice Hall. Retrieved from: http://onlinevitalsource.com/#books/9780558857257/pages/31616081. Cumming, T.G., Huse, E.F. (1989), Organizational Development and Change (4th ed.) St Paul, MN: West Publishing. Retrieved from: http://jeritt.msu.edu/documents/TallmanWithoutAttachment.pc. Gandell, S., 2010, How Blockbuster Failed at Failing, Time Magazine. Retrieved from: http://www.time.com/magazine/article/0,9171,2022624-2,00.html. Goldstein, L. and Burke, W. (1991), Creating successful organizational change, Organizational Dynamics, Vol. 19, page 5-17. Retrieved from: http://search.proquest.com/docview/215864273?accountid=32521 Handy, C. (1985), Understanding Organizations, Penguin, London. Retreived from: http://search.proquest.com/business/docview/215864273/13901F6FOC3249E4570/1?accountid=32521 Lok, P., Crawford, J., (2000). The application of a diagnostic model and sur veys in organizational development. Journal of Managerial Psychology, 15(2), 108-124. Retrieved from http://search.proquest.com/docview/215864273?accountid=32521.) Salgado, S.R. (2003), Fine Restaurants: Creating inimitable advantages in a competitive industry. New York University, Graduate School of Business Administration). ProQuest Dissertations and Theses, 161 p. retrieved from: http://www.search.proquest.com/docview/305261479?accountid=32521305261479. Worren, N.A.M., Ruddle, K., Moore, K. (1999.) From organizational development to change management: the emergence of a new profession. The Journal of Applied Behavioral Science, 35(3), 273-286. Retrieved from http://search.proquest.com/docview/236248857?accountid=32521.