Violence In Antigone And Thucydides - 1554 Words

Violence as Necessary, Excessiveness as Detrimental There is a reason Athens is taught about in history books, as there is a reason Sophocles’ Antigone is still read to this day. One of those reasons in both cases is the prominent use of violence, how it is justified, and for what reason it is used. Instances of violence in both writings are carried out using force, which is justified to secure the city or empire if that security cannot be reached through peaceful means. The security of the empire is what is best for the citizens of that particular city or empire, and their rulers will go to great lengths to achieve that goal. Both authors agree that sympathy is viewed as weakness when doled out by a powerful person, and if situations†¦show more content†¦While the Athenians held off on their initial use of violence at Melos, it is clear that they were willing to use it to maintain their empire. This is justified because peaceful compromise was an option the Melians declined, to avoid being seen as weak and potentiall y losing strength in their empire, violence was necessary. â€Å"†¦decisions about justice are made in human discussions only when both sides are under equal compulsion, but when one side is stronger, it gets as much as it can, and the weak must accept that (Thucydides 103).† Although Athens resorted to force, they truly believed they were both saving Melos from evil Spartan rule while maintaining what was best for their empire. The use of violence in place of sympathy is justified to maintain peace for an unstable empire. Athens reached violence to spare themselves from being seen as weak, which would have been devastating blow for the suffering empire, had they gone easy on Melos. The same can be said for Creon in Sophocles’ Antigone, who uses force and violence against his niece for what he believes is for the good of the city of Thebes. Creon in his initial speech upon taking the throne stated, â€Å"I could never stand by silent, watching destruction march against our city, putting safety to rout, nor could I ever make that man a friend of mine who menaces our country. Remember this: Our country is our safety (Sophocles 68).† Creon claims here that Thebes is of utmost importance

The Crystal Shard 5. Someday Free Essays

Bruenor walked up the rocky slope with measured steps, his boots finding the same footholds he always used when he ascended to the high point of the southern end of the dwarven valley. To the people of Ten-Towns, who often saw the dwarf standing meditatively on the perch, this high column of stones in the rocky ridge that lined the valley had come to be known as Bruenor’s Climb. Just below the dwarf, to the west, were the lights of Termalaine, and beyond them the dark waters of Maer Dualdon, spotted occasionally by the running lights of a fishing boat whose resolute crew stubbornly refused to come ashore until they had landed a knucklehead. We will write a custom essay sample on The Crystal Shard 5. Someday or any similar topic only for you Order Now The dwarf was well above the tundra floor and the lowest of the countless stars that sparkled the night. The celestial dome seemed polished by the chill breeze that had blown since sunset, and Bruenor felt as though he had escaped the bonds of earth. In this place he found his dreams, and ever they took him back to his ancient home. Mithril Hall, home of his fathers and their’s before them, where rivers of the shining metal ran rich and deep and the hammers of dwarven smiths rang out in praise to Moradin and Dumathoin. Bruenor was merely an unbearded boy when his people had delved too deep into the bowels of the world and had been driven out by the dark things in dark holes. He was now the eldest surviving member of his small clan and the only one among them who had witnessed the treasures of Mithril Hall. They had made their home in the rocky valley between the two northernmost of the three lakes long before any humans, other than the barbarians, had come to Icewind Dale. They were a poor remnant of what had once been a thriving dwarven society, a band of refugees beaten and broken by the loss of their homeland and heritage. They continued to dwindle in numbers, their elders dying as much of sadness as old age. Though the mining under the fields of the region was good, the dwarves seemed destined to fade away into oblivion. When Ten-Towns had sprung up, though, the luck of the dwarves rose considerably. Their valley was just north of Bryn Shander, as close to the principle city as any of the fishing villages, and the humans, often warring with each other and fighting off invaders, were happy to trade for the marvelous armor and weapons that the dwarves forged. But even with the betterment of their lives, Bruenor, particularly, longed to recover the ancient glory of his ancestors. He viewed the arrival of Ten-Towns as a temporary stay from a problem that would not be resolved until Mithril Hall had been recovered and restored. â€Å"A cold night for so high a perch, good friend,† came a call from behind. The dwarf turned around to face Drizzt Do’Urden, though he realized that the drow would be invisible against the black backdrop of Kelvin’s Cairn. From this vantage point, the mountain was the only silhouette that broke the featureless line of the northern horizon. It had been so named because it resembled a mound of purposely piled boulders; barbarian legend claimed that it truly served as a grave. Certainly the valley where the dwarves now made their home did not resemble any natural landmark. In every direction the tundra rolled on, flat and earthen. But the valley had only sparse patches of dirt sprinkled in among broken boulders and walls of solid stone. It, and the mountain on its northern border, were the only features in all of Icewind Dale with any mentionable quantities of rock, as if they had been misplaced by some god in the earliest days of creation. Drizzt noted the glazed look of his friend’s eyes. â€Å"You seek the sights that only your memory can see,† he said, well aware of the dwarf’s obsession with his ancient homeland. â€Å"A sight I’ll see again!† Bruenor insisted. â€Å"We’ll get there, elf.† â€Å"We do not even know the way.† â€Å"Roads can be found,† said Bruenor. â€Å"But not until ye look for them.† â€Å"Someday, my friend,† Drizzt humored. In the few years that he and Bruenor had been friends, the dwarf had constantly badgered Drizzt about accompanying him on his adventure to find Mithril Hall. Drizzt thought the idea foolish, for no one that he had ever spoken with had even a clue as to the location of the ancient dwarven home, and Bruenor could only remember disjointed images of the silvery halls. Still, the drow was sensitive to his friend’s deepest desire, and he always answered Bruenor’s pleas with the promise of â€Å"someday.† â€Å"We have more urgent business at the moment,† Drizzt reminded Bruenor. Earlier that day, in a meeting in the dwarven halls, the drow had detailed his findings to the dwarves. â€Å"Yer sure they’ll be comin’ then?† Bruenor asked now. â€Å"Their charge will shake the stones of Kelvin’s Cairn,† Drizzt replied as he left the darkness of the mountain’s silhouette and joined his friend. â€Å"And if Ten-Towns does not stand united against them, the people are doomed.† Bruenor settled into a crouch and turned his eyes to the south, toward the distant lights of Bryn Shander. â€Å"They’ll not, the stubborn fools,† he muttered. â€Å"They might, if your people went to them.† â€Å"No,† growled the dwarf. â€Å"We’ll fight beside them if they choose to stand together, an’ pity then to the barbarians! Go to them, if ye wish, an’ good luck to ye, but nothing o’ the dwarves. Let us see what grit an’ guts the fisherfolk can muster.† Drizzt smiled at the irony of Bruenor’s refusal. Both of them knew well that the drow was not trusted, not even openly welcomed, in any of the towns other than Lonelywood, where their friend Regis was spokesman. Bruenor marked the drow’s look, and it pained him as it pained Drizzt, though the elf stoically pretended otherwise. â€Å"They owe ye more than they’ll ever know,† Bruenor stated flatly, turning a sympathetic eye on his friend. â€Å"They owe me nothing.† Bruenor shook his head. â€Å"Why do ye care?† he growled. â€Å"Ever yer watchin’ over the folk that show ye no good will. What do ye owe to them?† Drizzt shrugged, hard-pressed to find an answer. Bruenor was right. When the drow had first come to this land, the only one who had shown him any friendship at all was Regis. He often escorted and protected the halfling through the dangerous first legs of the journey from Lonelywood, around the open tundra north of Maer Dualdon and down toward Bryn Shander, when Regis went to the principle city for business or council meetings. They had actually met on one such trek: Regis tried to flee from Drizzt because he’d heard terrible rumors about him. Luckily for both of them, Regis was a halfling who was usually able to keep an open mind about people and make his own judgements concerning their character. It wasn’t long before the two were fast friends. But to this day, Regis and the dwarves were the only ones in the area who considered the drow a friend. â€Å"I do not know why I care,† Drizzt answered honestly. His eyes turned back to his ancient homeland, where loyalty was merely a device to gain an advantage over a common foe. â€Å"Perhaps I care because I strive to be different from my people,† he said, as much to himself as to Bruenor. â€Å"Perhaps I care because I am different from my people. I may be more akin to the races of the surface†¦that is my hope at least. I care because I have to care about something. You are not so different, Bruenor Battlehammer. We care lest our own lives be empty.† Bruenor cocked a curious eye. â€Å"You can deny your feelings for the people of Ten-Towns to me, but not to yourself.† â€Å"Bah!† Bruenor snorted. â€Å"Sure that I care for them! My folk need the trade!† â€Å"Stubborn,† Drizzt mumbled, smiling knowingly. â€Å"And Catti-brie?† he pressed. â€Å"What of the human girl who was orphaned in the raid those years ago on Termalaine? The waif that you took in and raised as your own child.† Bruenor was glad that the cover of night offered some protection from his revealing blush. â€Å"She lives with you still, though even you would have to admit that she is able to go back to her own kind. Might it be, perhaps, that you care for her, gruff dwarf?† â€Å"Aw, shut yer mouth,† Bruenor grumbled. â€Å"She’s a servin’ wench and makes my life a bit easier, but don’t ye go gettin’ sappy about her!† â€Å"Stubborn,† Drizzt reiterated more loudly this time. He had one more card to play in this discussion. â€Å"What of myself, then? Dwarves are not overly fond of the light elves, let alone the drow. How do you justify the friendship you have shown me? I have nothing to offer you in return but my own friendship. Why do you care?† â€Å"Ye bring me news when†¦Ã¢â‚¬  Bruenor stopped short, aware that Drizzt had cornered him. But the drow didn’t press the issue any further. So the friends watched in silence as the lights of Bryn Shander went down, one by one. Despite his outward callousness, Bruenor realized how true some of the drow’s accusations had rung; he had come to care for the people who had settled on the banks of the three lakes. â€Å"What do ye mean to do then?† the dwarf asked at length. â€Å"I mean to warn them,† Drizzt replied. â€Å"You underestimate your neighbors, Bruenor. They’re made of tougher stuff than you believe.† â€Å"Agreed,† said the dwarf, â€Å"but my questions are of their character. Every day we see fightin’ on the lakes, an’ always over the damned fish. The people cling to their own towns an’ goblins take the others, for all they care! Now they’ve to show me an’ mine that they’ve the will to fight together!† Drizzt had to admit the truth of Bruenor’s observations. The fishermen had grown more competitive over the last couple of years as the knucklehead trout took to the deeper waters of the lakes and became harder to catch. Cooperation among the towns was at a low point as each town tried to gain an economic advantage over the rival towns on its lake. â€Å"There is a council in Bryn Shander in two days,† Drizzt continued. â€Å"I believe that we still have some time before the barbarians come. Though I fear for any delays, I do not believe that we would be able to bring the spokesmen together any sooner. It will take me that long to properly instruct Regis on the course of action that he must take with his peers, for he must carry the tidings of the coming invasion.† â€Å"Rumblebelly?† snorted Bruenor, using the name he had tagged on Regis for the halfling’s insatiable appetite. â€Å"He sits on the council for no better reason than t’ keep his stomach well-stocked! They’ll hear ‘im less than they’d hear yerself, elf.† â€Å"You underestimate the halfling, moreso even than you underestimate the people of Ten-Towns,† answered Drizzt. â€Å"Remember always that he carries the stone.† â€Å"Bah! A fine-cut gem, but no more!† Bruenor insisted. â€Å"I’ve seen it meself, an’ it holds no spell on me.† â€Å"The magic is too subtle for the eyes of a dwarf, and perhaps not strong enough to penetrate your thick skull,† laughed Drizzt. â€Å"But it is there – I see it clearly and know the legend of such a stone. Regis may be able to influence the council more than you would believe – and certainly more than I could. Let us hope so, for you know as well as I that some of the spokesmen might be reluctant to pursue any plan of unity, whether in their arrogant independence, or in their belief that a barbarian raid upon some of their less protected rivals might actually help their own selfish ambitions. Bryn Shander remains the key, but the principle city will only be spurred to action if the major fishing towns, Targos in particular, join in.† â€Å"Ye know that Easthaven’ll help,† said Bruenor. â€Å"They’re ever ones for bringing all o’ the towns together.† â€Å"And Lonelywood, too, with Regis speaking for them. But Kemp of Targos surely believes that his walled city is powerful enough to stand alone, whereas its rival, Termalaine, would be hardpressed to hold back the horde.† â€Å"He’s not likely to join anythin’ that includes Termalaine. An’ yer in for more trouble then, drow, for without Kemp ye’ll never get Konig and Dineval to shut up!† â€Å"But that is where Regis comes in,† Drizzt explained. â€Å"The ruby he possesses can do wondrous things, I assure you.† â€Å"Again ye speak of the power o’ the stone,† grumbled Bruenor. â€Å"But Rumblebelly claims that his master o’ old had twelve o’ the things,† he reasoned. â€Å"Mighty magics don’t come in dozens!† â€Å"Regis said that his master had twelve similar stones,† Drizzt corrected. â€Å"In truth, the halfling had no way of knowing if all twelve, or any of the others, were magical.† â€Å"Then why would the man have given the only one o’ power to Rumblebelly?† Drizzt left the question unanswered, but his silence soon led Bruenor to the same inescapable conclusion. Regis had a way of collecting things that didn’t belong to him, and though the halfling had explained the stone as a gift†¦ How to cite The Crystal Shard 5. Someday, Essay examples

Understanding of Business Small And Medium Enterprises

Question: Discuss the Understanding of Business for Small And Medium Enterprises. Answer: Task I Explaining why environmental analysis is so important Environmental analysis is defined as a process through which organisations analyze both internal and external factors to find out their impact on performance (KleiboÃÅ'ˆHmer, 2001:46). For this reason, firms through environmental analysis comprehend the activities taking place both outside and inside their industry (Analoui and Karami, 2003:56). Besides, through environmental analysis, an organisation identifies its threats, opportunities, weakness and strengths. Ideally, environmental scanning helps organisations in identifying their strengths, weaknesses, opportunities, and threats. Accordingly, it helps them in optimum utilization of resources, growth, and survival as well as in planning their long-term strategy (RadojevicÃÅ' , and Bashkin, 2006:56). Environmental scanning also helps organisations in making informed decisions based on the challenges they are being subjected to in their respective industries. Three Political- Legal Factors and Three Socio-Cultural Factors Which Are Specific To Organic Foods UK and Explaining How Each Will Impact on its Success Political-Legal factors As a constitutional monarchy, the United Kingdom is influenced by the parliamentary system. For this reason, the country is politically stable and provides Organic Foods UK with a perfect environment to conduct its business (Zhang, 2007:64). Another political factor that exhibits a significant impact on the success of the company is the low-interest rates that characterize the UK market. With the low- interest rates of approximately 0.5%, Organic Foods UK can take a loan from various financial institutions in the country and banks to expand its operations and consequently its customer base (Zhang, 2007:68). In addition to these political factors, the company has to deal with the countrys complicated legal system. For instance, the company is forced to adhere to both the European Union and the UK law, making the whole situation a bit complex and expensive for the firm. Socio-cultural factors Various cultural and social transformations are being experienced in the UK, and they might affect the success of Organic Foods UK both positively and negatively. One of the significant changes in the UK market is an aging population. The aging population is an opportunity for Organic Foods UK because it can produce foods that target this market segment. Besides an aging population, the UK market is defined by individuals from distinct cultural backgrounds. This is somewhat challenging for the company because it has to broaden its product portfolio to meet the diverse needs and tastes of individuals from distinct cultural backgrounds. It is up to the company to employ individuals from diverse cultural backgrounds to enhance its competitiveness in the industry. Another socio-cultural factor that might affect the success of the company is the increased and high dependency ratio resulting in the decline of consumer disposable income. Task 2 Three Stakeholders of Organic Foods UK Stakeholders according to Weiss (2009:15) are individuals, organisations, or groups that have an interest in the company affairs. Organic Foods UK has two types of stakeholders: Internal and external stakeholder. Internal stakeholders include employees and shareholders, and external stakeholders include the government, creditors, suppliers and partners, and communities. However, this part will primarily focus on analyzing three stakeholders including the government, the community, and the customers. The Community and the Government Organic Foods UK conducts its operations within the local community, and their activities affect them in significant ways. The government expects the company to pay taxes whereas the community requires them to conduct their operations in an ethical manner as well as ensure that they do not cause any harm to the environment. The community also expects the company to take part in charitable giving and local events. Apart from paying taxes, the government makes crucial decisions that might affect their operations in the community. It is, therefore, imperative that the company employees maintain an excellent relationship with the government as well as local officials to foresee any regulatory changes or any developments in the community that might affect their operations. Customers These stakeholders are essential in determining the success of an organisation. Organic Foods UK must comprehend that generating, attracting, and retaining a loyal customer base is critical in determining their success in the food industry. In fact, if customers fail to purchase the company products, it is evident that the company, its retailers, and suppliers would fail (Friedman and Miles, 2006:32). Two Examples of the Above Stakeholders Needs and Wants The needs and wants of the above stakeholders will be done based on stakeholder analysis map. Stakeholder analysis is defined by Sharma and Starik (2004: 12) as the systematic way of analyzing stakeholders based on their interest and power. The key players are the high- interest stakeholders whereas the least important stakeholders are the low- interest and low power stakeholders. The community and the customers fall under the low- interest stakeholders whereas the government is classified under high-interest stakeholders. For all these reasons, their needs and wants significantly differ. For instance, customers want quality service and easy access to high-quality services and products, but at a competitive price. The community, on the other hand, wants a clean environment and an organisation that is a good corporate citizen. Besides, the government needs the organisation to provide its citizens with employment opportunities and pay taxes. Based on these needs and wants, Organic Food s UK must address, comprehend, and define the needs of all its stakeholders. Schermerhorn (2009:23) notes that organisations that are performing well are those that are satisfying the needs and wants of their stakeholders. Table 1: Stakeholder Analysis of Organic Foods UK Meeting their needs -Are greatly concerned with consulting and engaging in the organisation interest area Power -They do anything to increase their interest level in regards to the organisation activities -Stakeholders in this category include Finance, legal, web standards, network, and security. Key Players -These group of stakeholders takes part in the decision-making process and governance of the organisation. For this reason, they consult and regularly engage with the organisation. -Stakeholders in this category are system developers, project manager, Change manager and the CIO Least Important -They are often informed regarding the activities of an organisation via mail shots, websites, newsletters and other communication channels -Example of stakeholders under this category are the customers and community members Show Consideration -They are highly involved in the low- risk area of an organisation and often considered good will ambassadors. -Stakeholders include legacy system owners and training managers Interest Source: Sharma and Starik (2004:15) Task 3 Three advantages of Organic Foods UK using Divisional Structure Lewis (2007: 332) defines divisional organisation structure as a structure that is characterized by distinct parallel teams channelling their attention on a single service or product line. Given the fact that Organic Foods UK is in pursuit of diversifying its product line to include Smoothies, Juices, and organic products, this type of organisation structure will be crucial for the company. Some of the benefits of adopting the divisional organisational structure are as detailed below: Easy assessment of divisional results Through the structure, each division will have different activities to perform depending on their product line. In this case, it will be easier to review the milestone achieved by the new products based on losses or profits. As per the findings, the company will either decide to continue with the production of the newly introduced product in the market or completely stop its production. Creation of Division Heads The organisation structure will compel the company to assign a manager for each product division. It is then the responsibility of the designated manager to control all the functions related to financing, production, advertisement, sale and purchase of the products (Lewis, 2007: 345). This strategy will help the company in the development of competent skills in each product division. Enhanced expansion process Divisional organisational structure promotes the independence of each product division in the organisation. Since the company wants to diversify its product line, it will be easier to expand its product line because the existing products will not be disturbed by the launching of the new ones in the market. Two Effects that a Divisional Structure could have on the flow of information As per the above discussion, it is evident that the structure being adopted by the company will result in various departments operating independently. As a result, the interaction between departments will be very rare. This is attributable to the fact that staffs within each unit interact on a continuous basis with the aim of developing expectations and communication standards. As such, the communication methods employed by various departments significantly differ. For instance, one division might rely on email to send and receive information whereas other units prefer phone discussions and in-person meetings. Therefore, when the organisation mandates communication between the units, the distinction in communication methods become an obstacle. Daft, Murphy and Willmott (2012:110) note that communication breakdown leads to work redundancy, workflow problems, and delayed distribution of valuable information. Task 4 Why mechanistic or organic structure would be the most effective organisation structure for Organic Foods UK Mechanistic structures are suitable for companies that conduct their operations in an environment that is stable, preserves high loyalty when it comes to management and utilizes a centralized approach in guiding employees and operations (Daft, Kendrick and Vershinina, 2010: 83). Mechanistic structures do not require organisations to adapt or transform their structures because creativity, innovation, and rapid analysis of decisions made are not needed. Mechanistic organisation structures are prevalent in universities and colleges. The primary attributes of this structure include adhering to management instructions and low differentiation of activities. Its emphasis is in accomplishing the assigned tasks rather than realizing the organisation goals. Besides, control and communication follows a hierarchical path and is rooted in the belief that effective decisions are made by the top management (Harrison and St. John, 2010:56). Conversely, organisation structures are utilised by companies operating in environments that are unstable. For this reason, these companies must be ready to transform accordingly. Besides, they must be capable of processing, analyzing, and distributing knowledge and information promptly to enhance their competitiveness in their respective industries (Chermerhorn, 2010:83). Organisations using this type of structure are expected to communicate swiftly and effectively by distributing information across the organisation. Information distribution is done by the distinct functional areas and departments that are closely integrated. The structure also advocates for the implementation of the decentralized decision-making process to allow employees at the bottom hierarchy to contribute to the course of making decisions in the organisation. Ideally, this organisation structure permits the application of participative approach with the aim of making employees feel empowered and in turn lead to improved problem-solving abilities and greater creativity (Gitman and Mcdaniel, 2008:35). The main attributes of organic structure are an extensive network of communication, control, and authority; enhanced problem-solving abilities among employees; it is goal oriented instead of task oriented, and it encourages the empowerment of employees. The table below highlights the differences between organic and mechanistic organisations. Table 1: Differences between organic and mechanistic organisations Organic Mechanistic -Committed to achieving organisational goals -Horizontal communication -Spread of knowledge is emphasized -A network structure of contacts -Enhances experience to ordinary activities -Stresses on obedience and loyalty -Vertical communication -Knowledge strategically placed at the top level of the organisation -Hierarchical structure of authority -Specialized tasks Source: (Daft, Kendrick and Vershinina, 2010: 93) Based on these differences, the application of the above organisation structures would be the most effective for Organic Foods UK because of varied reason. For instance, the use of mechanistic structure will ensure that the organisation decisions are made by the top management in regards to the diversification of its product line; information dissemination is based on organisation hierarchy; specialization of task is emphasized; change is uncommon, and departments operate independently. Equally, the use of organic structure will enable the company to integrate its departments and functional areas to enhance the free flow of information. Rapid dissemination of information increases the company ability to react to transformations in its external and internal environments. Using Four Contingency factors to support and justify my answer Contingencies refer to those factors that enhance one approach to be favoured over others by managers (Clegg, Hardy and Nord, 2006:115). Examples of contingency factors that support or justify my answer include political contingencies, size/age contingencies, technology contingencies, and environment contingencies. The UK market is stable, hence the need for the organisation to adopt mechanistic structure. In regards to Age/size contingency, it is evident that the organisation is at its maturity stage and in need of creating separate divisions. For this reason, the organic structure will be sufficient for the organisation operations. Technology contingency helps in supporting a more decentralized structure. Task 5 Using Kurt Lewins Three-Step Model To Discuss Three Ideas Regarding How To Bring Cultural Change To Create A More Positive Culture The three phases that characterize the above model include unfreeze, change and freeze. The following is a detailed analysis of each phase Phase One: Unfreezing This is the most important phase in comprehending the change process. It allows individuals to get ready for the change process. Organisation employees need to comprehend that change is inevitable, and they should be ready to shift from their comfort zones. Therefore, changing the culture requires the Organic Foods UK to inform the staff why the change in culture is necessary. For instance, the manager in charge of the change process should inform the staffs that absenteeism and lateness are affecting the productivity of the company, hence the need to change the culture regarding punctuality and employee absenteeism. Besides, the staff should be given an opportunity to weigh the costs and benefits of the change process. Phase 2: Transition or Change According to Needham and Dransfield (1990:65), change is a process and not an event. The second phase results when the needed changes are implemented in the organisation. Employees are unfrozen and start operating based on the new culture. However, this face is defined by various challenges such as employees being fearful or unsure of whether to accept or resist the change process. Given the fact that employees are still getting used to the changes being made to the initial culture of the organisation, it is important that they are given adequate time to comprehend the changes made. Additionally, the organisation should provide them with the necessary support inform of coaching, training, and accepting error as part and parcel of the change process (Stankard, 2002:63). Phase 3: Freezing Also known as refreezing, its aim is to enhance stability after the implementation of the changes in the organisation is successful. At this stage, employees accept the changes as their new way of conducting their operations in the organisation Three ways in which Staff might resist this change Resistance to change to the organisation culture is inevitable. According to Murray et al. (2006:45), organisation management considers resistance to change as an ever-evolving and complex issue facing todays organisations. The change process is ubiquitous, and resistance of employees to the change process significantly contributes to the failure of well-conceived and well-intended efforts to implement necessary changes. In this context, there are three ways in which staff might resist the change that Organic Foods UK intends to make to its culture in regards to staff absenteeism, punctuality, and productivity. These are employees refusing to channel their time in learning the changes made to the existing culture; failure to attend meetings to talk about the changes made to the culture; and excessive criticism and fault finding (Athak, 2010: 65; Garca-Cabrera and Garca-Barba Hernndez, 2014:450). Task 6 Ways to improve internal communication between warehouse staff and the office According to the warehouse staff, they are not often informed about the performance of the business resulting in them feeling isolated. To address this issue, Organic Foods UK can utilise the PDCA cycle to enhance its internal communication process. As a four-step model, the plan-do-check-act cycle is important for carrying out the change process in the organisation such as changes to the organisation internal communication process. The following is a detailed analysis of how the organisation can use this model to enhance its internal communication. Plan: In this stage, the organisation needs to analyze its internal communication process and find out if all departments are informed regarding the activities of the company. Therefore, the organisation needs to identify a purpose or goal such enhancing communication within the organisation Do: In this step, the organisation needs to implement the strategies that will enhance internal communication. Examples of these strategies include encouraging information sharing among organisation staff via an online platform; creating an open dialogue where staffs can update themselves on the plans, progress, and changes in the company as well as strengthening connections between the management and employees (Aquinas, 2010:85). Check: In this step, they should monitor the outcomes of the communication strategies to identify areas that need further improvement or whether warehouse employees are now up-to-date regarding the activities of the company. Act: This step finalizes the adoption of the communication process and making significant changes to the already existing ones. Task 7 Four ways in which the company could utilise IT to enhance business productivity For Communication Purposes Organic Foods UK can use technology to enhance its communication with customers. For instance, organisation employees can use cell phones to stay in touch with customers and respond to their queries instantly. Additionally, employees can have easy access to a variety of business applications, emails, and the internet. The company employees can also use social networking sites, text messaging, and emails to connect with their clients and boost internal communication with employees, especially warehouse employees who feel disconnected from the activities of the organisation(Basu, 2004:36). Improving Customer Service Through technology, the company will be in a position to communicate directly with its existing and potential customers. For instance, the company can use email to respond to customer questions, provide customers with various means to contact it, and provide online help for clients visiting its website. Marketing The company through information technology can easily reach both existing and new customers. Through internet marketing, the company can reach its target market by advertising on various search engines, informational website as well as sell products online (Young andHinesly, 2014: 428). The company through information technology can utilise email marketing including business updates, coupons and newsletters to reach a larger customer base. Likewise, the company can utilise mobile marketing to acquire a larger customer base and advertise its products via advertising and text messaging. Accordingly, it can offer its target market branded applications that connect customers to the business activities and events in an entertaining and fun way. Building the brand The company can use information technology to build its brand because brand recognition is the most significant aspect of competitive advantages. The company through information technology can build its brand by being active in the social media by engaging followers and .generating content. List of References Analoui, F. and Karami, A. (2003) Strategic Management In Small And Medium Enterprises, London: Thomson. Aquinas, P. G. (2010) Organization Structure And Design: Applications And Challenges, New Delhi: Excel Books. Athak, H. (2010). Organisational Change, S.I: Pearson. Basu, R. (2004) Implementing Quality: A Practical Guide To Tools and Techniques, London: Thomson Learning. Chermerhorn, J. R. (2010) Management, Hoboken: N.J. Wiley. Clegg, S. R., Hardy, C. and Nord, W. R. (2006) Handbook Of Organization Studies, London:Sage Publications Daft, R. L. (2011) Understanding Management, Mason, Oh: South-Western Cengage Learning. Daft, R. 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