Analysis Of The Book Dark Souls - 1497 Words

Introduction Dark Souls is an awesome franchise and From Software is an amazing developer. I had a great time putting this together and reading all your comments. If you have any questions, feel free to PM me or just engage in the comments. I really like the Dark Souls community and I enjoy contributing. Summary and Results Earlier this week I posted threads in multiple subreddits linking to a google forms survey. I received over 4,000 responses, people ranging from 13 to 52 years old. We are mostly male. The median age is 22 and the average age is 23. The average total hours played is 591. The favorite game is Dark Souls 3, with Dark Souls 1 coming in second, followed by Bloodborne, then Dark Souls 2 then finally Demon’s Souls. The first Dark Souls is the majority of people’s introduction to these games. PCs are the preferred system to play on while Xbox is by far the least favorite. Your gender had little impact on which was your favorite game. However, women are 5% less likely than men to prefer Xbox, holding all other variables I tested for constant. This might explain why more women prefer Bloodborne and Demon’s Souls than men, as PlayStation players were much more likely to prefer those two games. Older players preferred Darks Souls 1 and Demon’s Souls while younger players preferred Bloodborne and Dark Souls 3. Additionally, younger players liked PCs while older players preferred a PlayStation. Your preferred gaming system impacted your preference for games. XboxShow MoreRelatedDantes Inferno Canto V Analysis Essay801 Words   |  4 PagesBarbara Leon Humanities 2 Canto V Analysis 10/06/05 Canto V Analysis SUMMARY Dante and Virgil have just left limbo, the first circle of hell, and are now on their way into the second circle of hell, where hell really begins. It is here that Dante first witnesses the punishment brought upon the sinners. They encounter Minos, the beast-judge who blocks the way into the second circle. 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Business Cycle Free Essays

Tanzania Business Cycle. Tanzania is one of the poorest countries in the world. According to the United Nations’ data approximately 36% of the global population (43. We will write a custom essay sample on Business Cycle or any similar topic only for you Order Now 7 million people) lives below the poverty line. This signifies that the per capita income of Tanzania is relatively low. The Tanzanian economy depends highly on agriculture, which makes up 40% of the Gross Domestic Product (GDP), provides 85% of exports and employs about 80% of the labour force. The remaining 20% is employed either in tourism, construction, mining or the service sector. Although agriculture has boosted Tanzania’s economy, hurdles still exist due to the poor infrastructure of the country. However, the World Bank and International Monetary Fund (IMF), together with private foreign companies are adopting measures to develop the country in order raise its GDP, and have a sustainable growth rate. (Roubin Global Economics 2012). The business cycle represents four phases that the economy of a country goes through over a period of time, moving away from it actual growth trend as suggested by Grant 2000. These include a) depression, b) recovery, c) boom and d) recession. The graph (1) in Appendix A shows, how a economy moves through the four stages, moving away from the actual growth trend. At each stage the economic activities and the total output produced by the economy fluctuate. In addition to that, at each stage the macro economic variables, which include inflation and unemployment, also fluctuate. The wealth of the country also fluctuates at each stage signifying that at each phase of the business cycle the level of consumption, investment, government expenditure, exports and imports fluctuate. (Gant 2000). Below the graph represents Tanzania’s business cycle from 1960 to 2011. The graph represents the four phases of the business cycle according to Tanzania’s economy, also represents how the economy moves away from its actual growth trend. Graph 1: Bigsten and Danielsson(2011) This essay will firstly describe Tanzania’s progress through the four economic phases over the time frame of 1960-2011. Thereafter it will discuss how the various macro economic variables fluctuate during each stage. In particular, this essay will focus on the macro economic variables of unemployment, inflation, investment, output growth (including the components of aggregate demand and supply) and will also consider exports. Depression is the period that falls between recession and recovery. This is the period when the economy faces high rate of unemployment, negative net investment, low levels of exports and falling demand for consumer goods and services, as well as capital goods. (Grant 2000) This is the period when the output level falls over a period of time and the economy of the country is at the lowest level of growth. This implies that the aggregate demand for commodities produced will be relatively low. At this stage the economy will experience a negative growth rate, thus the country will not experience economic development. Instead the country will experience poverty as the circular flow of income in the economy is at a minimum. (Grant 2000) As shown in the graph above, according to the Tanzania economic business cycle, it shows that during the period of independence in 1960’s, the economy experienced a negative growth rate of -4. 2% and had a per capita income rate of 7. 1%. In addition to this the inflation rate was relatively high at 7. 8% as stated by Bigsten and Danielsson (2011). The situation in which the rate of inflation is relatively high and the country’s growth rate is negative is known as hyperinflation. Hyperinflation occurs when the economy highly depends on imports and the country’s currency has lost its value. (Investopedia 2012). This occurred because Tanzania had just been freed from the colonial British rule and, had been taken over by the father of the nation, J. K. Nyerere. The country therefore had to adopt various reform policies in order to boost the economy. (Bigsten and Daneelsson (2011)). By the early 1980’s Tanzania was heading to an economic crisis, due to the war between Uganda and Tanzania, which climaxed in1978. (EISA2010). During this period of warfare, Tanzania faced a reduction in its exports. In addition to this, there were low levels of investment and low levels of production, which decreased the consumption level in the economy. All these factors led to a fall in the aggregate demand and supply in Tanzania. The negative growth also caused the Tanzanian Shilling to depreciate by 25% in 1984, where the wages level decline, thus implying there was a high rate of unemployment, together with that the inflation rate was at 40%, as can be seen on the graph (2) in appendix A. (EISA 2010). According to Rutasita 2004, the high rate of inflation occurred due to the depreciation of the Tanzanian Shilling, which was brought about by the situation of hyperinflation as the currency lost it value. The effect of this on the country was vast as there was a great dependency on imported products that included oil. Tanzania therefore fell into deep economic crises mainly due to the oil price shock, the war between Uganda and Tanzania; fall in exports and the depreciation of the local currency. (Noni 2011) Recovery is the period between depression and boom. This is the period in an economy when reforms occur which tends to boost consumption levels, increase production, increase net investment, increase inflation rates and decrease unemployment rate. Overall, during recovery period the government implements various reform policies, in order to boost the economy and have a positive stable growth in terms of the GDP growth rate (Grant 2000). According to the Tanzanian growth cycle, Tanzania has adopted several reform policies, to allow the economy to have a stable growth rate that would eventually lead to its peak period. Soon after its independence from British rule, as suggested by Noni (2011), Tanzania established commercial banks in November 1970,with the main aim to facilitate investment by providing medium and long term loans, in order to boost up the economy of the country, through the industrial sector. Tanzania however, is said to have a growth rate of 4. 2% after 1986 through the reform policy on macro stability (Shanghai Poverty Conference). In addition to this, in order to reform the economy, the Tanzanian government adopted various policies to reduce the poverty level in the county. Between the 1994 and 2002, through the adaptation of the policy, the level of poverty reduced by 28%. The rate of inflation reduced from 30% during the 1980’s and early 1990’s to a single digit in the late 1990’s, as seen in the graph (2) on Appendix A. As suggested by Shanghai Poverty Conference, the introduction of various policies by Tanzania boosted the economy, as it created new investment, both private and foreign direct. The policy also created employment began to expand the economy. The reforms also improved the balance of payment, which stabled the exchange rate to allow the inflation rate to reduce to a single digit in 1999 being 7. 9%, as the economy was less dependent on the imported productions, and also because of the improvement in balance of payment the shillings gained value, thus stabilizing the economy to a certain level (Rutasitara 2004). This implies that overall production level to increase, which signifies that the aggregate demand for the products’ production would also increase, bring an overall increase in the consumption level. Thus the country has experienced a steady rate of economic growth over the time frame of 1962 to 1976, 1984 to 1995 and finally from 1998 to 2011. The fact that the country’s overall economy has been growing signifies a steady flow of money circulation in the Tanzanian economy. Boom is the period in the economy that comes after recovery and before recession. During this stage of the business cycle, goods and services are at high demand. Also there is a high import and export rate, the inflation rate is relatively high and employment is at the peak. This stage of the economy is when production is at its highest level and thus the expectation of profit is relatively high. (Grant 2000) Referring to the graph above, between the years 1960 and 2011, the Tanzanian economy has been recovering showing a significant growth overall in the economy. Tanzania experienced a significant growth rate in 1966 when the growth rate peaked to 12. 8% (ESED International). Thereafter, the economy has also peaked from the year 2000 to 2011, with an average growth rate of 6. 6%, over a period of 11 years. During this period the average inflation rate was 7. 25% (ESDE International). During this period Tanzania had found natural resources including gold and natural gases which has led to the development of its infrastructure. The industrial sector grew by 9. 2% in 2007, and was estimated to grow by 10% in year 2008, as suggested by Campbell and Christie (2010). Tanzania also showed a great improvement in 2010, performing well in foreign exchange reserves tourism sector. The country has collected $3. 7 billion reserves by September 2012 (The Citizen 2010). Furthermore, the country has taken various measures to improve its growth, as stated by Business Development Gateway (2012). For example, in the year 2010, there had been more development under private sectors, which benefit the investors, and allow investment to occur in the country, which would bring about employment opportunities. Overall, since the beginning of the twenty-first century Tanzania has experienced a great improvement in terms of the GDP growth rate. (Campbell and Christie 2010) Recession is the period between boom and depression. This is the period when the economic growth slows down eventually attaining a constant level in the economy. This is the phase where the rate of unemployment would rise, while the rate inflation rate would decrease. During the recession period the economy is growing but at a low rate. (Grant 2000). According to the graph above, Tanzania’s economy faced a recession during the year 2008. This occurred due to the global financial crises of 2008 that originated from the United States of America caused a general fall in the level of output. This effected Tanzania’s economy as this caused fuel prices to increase, which led to an increase in price in all the sectors of Tanzania’s economy, causing poverty to increase. According to Ngowi (2010), the crises mainly affected the low income earns countries (such as Tanzania) as they are highly financially dependent on the developed nations. Furthermore, due to the financial crises, according to Ngowi (2010) the growth rate predicted by Tanzania reduced from 7. 8% to 7. 5%, in 2008. The investment level also decreased by 10%, together with the level of exports reduced by 44% in cotton industry, 30% in the tourism industry and 50% in the coffee industry. The reduction in all the main economic activities of the country caused the growth rate of the country to decrease. The average inflation rate over the period 2009 to 2011 was 8. 2% (ESDS International). Overall the consumption of in the economy reduced considerably. The financial crises of 2008 did effect the economy of Tanzania, but not at a vast level, as stated by Ngowi (2010). In conclusion this essay has discussed the four phases of a business cycle, showing how an economy of a country (Tanzania) moves through the four stages over a period of time. Overall, Tanzania’s economy has been stable since the country redeemed its independence from British rule However according to president Kikwete (2011), the government has come up with a 5-year government plan in order to ameliorate the country’s economy to a middle income country, with an average GDP growth rate of 8% for next 5 years and targeted growth rate of 10% from 2016 to 2025. Appendix A Graph 1 Graph 1: Google image, the business cycle. Graph 2 Graph 2: ESDS Data Change in inflation rate on27th July 2012. REFERENCE 1. Bigsten A. , Danielsson A. (1999) â€Å"Is Tanzania an emerging economy? A report for the OECD project†Emerging Africa†Ã¢â‚¬ . [Online]. Available at: http://www. investmentcompact. org/dataoecd/40/30/2674918. pdf [Accessed on: 12th July 2012]. 2. Business Development Gateway (2009) Your Gateway to Business success; Fanikiwa ki-Biashara. Available at: http://www. bdgtpsf. com/ [Accessed on: 12th July 2012] 3. Christie T. , Campbell J. 2010) â€Å"Tanzania† [Online] Available at: http://fic. wharton. upenn. edu/fic/africa/Tanzania%20Final. pdf [Accessed on: 12th July 2012] 4. ESED (2012) The CPI % Change. Available at: http://esds80. mcc. ac. uk/wds_ifs/TableViewer/tableView. aspx [Accessed on: 12th July 2012] 5. EISA (2010) Electoral Institute for the Sustainability of Democracy in Africa: Tanzania: failure of Ujamaa (19 76 – 1986). Available at: http://www. eisa. org. za/WEP/tanoverview9. htm [Accessed on: 12th July 2012]. 6. Grant, S. J. (2000) Stanlake’s Introductory Economics. 7th edn. Harlow: Essex. 7. Google images (2012) The Business cycle. Available at: http://www. google. co. uk/imgres? q=the+business+cyclehl=ensa=Xtbm=ischprmd=imvnstbnid=jagFpjAAwB55EM:imgrefurl=http://monevator. com/investment-clocks/docid=J2v1d2NUFnqmMMimgurl=http://monevator. com/wp-content/uploads/2009/05/businesscycle_1. jpgw=515h=427ei=9uIBUPyBAqbC0QXX0uCIBwzoom=1biw=930bih=440 [Accessed on: 12th July 2012] 8. Investopedia (2012)Hyper Inflation: Definition of Hyper inflation. Available at: http://www. investopedia. om/terms/h/hyperinflation. asp#axzz20XRP0LOi [Assessed: 12th July 2012] 9. Ngowi (2010) â€Å"The Current Global Economic Crisis and its impact in Tanzania†. African Journal of Business Management. 4(8) pp 1468 – 1476. [Online] Available at: http://www. academicjournals. org/AJBM/PDF/pdf2010/18July/Ngowi. pdf [Accessed on:12th July 2012] 10. Noni, P. (2011) â€Å"Implementing Successful Reforms and Transformations in DFIs: The Experience of Tanzania Investment Bank Limited†. Tanzania Investment Bank Limited. [Online] Available at: http://www. adfi-ci. org/news/Presentation_by_Mr_Noni_TIB. df [Accessed on: 12th July 2012] 11. Roubin Global economics (2012 )Tanzania: Economic profile: Back ground. Available at: http://www. roubini. com/briefings/119199. php [Accessed on 12th July 2012]. 12. Rutasitara, L. (2004) â€Å"Exchange rate regimes and inflation in Tanzania†. Africa Economic Research consortium. Paper 138 pp. 1-23 [Online] Available at: http://dspace. cigilibrary. org/jspui/bitstream/123456789/32127/1/RP138. pdf? 1 [Accessed on: 12th July 2012]. 13. Shanghai Poverty Conference Tanzania’s Economic Reforms and Lessons Learned. Online] Available at: http://info. worldbank. org/etools/docs/reducingpoverty/case/31/summary/Tanzania%20Country%20Study%20Summary. pdf [Accessed on 12th July 2012]. 14. United Republic of Tanzania Presidents office planning Commission (2011). The Tanzania five years development plan 2011/201 2 – 2015/2016. Available at: http://www. tanzania. go. tz/pdf/FYDP-2012-02-02. pdf [Accessed on 12th July 2012] 15. The Citizen (2010) â€Å"Economy on Course after global recession†. [Online] Available at: http://thecitizen. co. tz/magazines/31-business-week/6759-economy-on-course-aft How to cite Business Cycle, Essay examples

Reflections On The Role Of Leadership In Managing †Free Samples

Question: Discuss about the Reflections On The Role Of Leadership In Managing Organizational Change. Answer: My personal Managing Change Philosophy I have come to learn changemanagement with a positively biased perspective having not been a victim of a huge organizational change and solely experiencing people who were influenced by changing assuming control of their individual destinations by accepting willingly voluntary redundancy. I needed to study more regarding thechange management practices and theories with particular emphasis on leadership role in managing change as I little if not no experience in this field. Reflecting on the approaches and practices taught and learned in this module which buttress organizational change and the need for effective collaborative and shared leadership, my personalchange management philosophy hinges on the theory which acknowledges dominant pictures of managing change- Controlling (interpreter; director, and navigator); and Shaping (caretaker; coach; alongside nurturer). Different viewpoints aboutchange management stayed presented during the course of my change management learning experience that I decided whether to reject or accept. This remained a significant process in assisting me with my validation of my individual beliefs and has since impacted my personal change management philosophy. I recognize, through this paper, my personal experience working at Organization Y as a key influence on my viewpoint of change management. I have further derived motivation and inspiration from guest tutors that shared identical perceptions to my personal philosophy. The case study event has further been a core learning experience for me that affirmed the significance of leadership in change management process in producing the positive results for the organization via the encouragement and motivation of change management team and the organization staff as a whole to embrace change. From my personal experience as outlined in the case study section in this paper, successful inspiration and motivation of team stood significant in propelling effective change. Another fundamental influence source was module, Leadership, Coaching and Mentoring where I gathered all-inclusive feedback regarding myself to coat a Best Self-image of my leadership prospective. Such a replicated best self-image activity assisted me in the recognition of my ability to lead as well as mentor my change management team and to get most out of the team. I prefer shaping organizational change to accomplish intended results, with a priority toward coaching picture, stood the utmost efficient image for change management based on my subjective change management philosophy in the course of this duration. Such a viewpoint has remained reinforced over this session, however, I further come to assent that potential for embracing the director image exist to guarantee knowledge of results. I hold a belief that, in doing so, director calls for the balance of coach image to guarantee a lasting benefit for each stakeholder (Cummings and Worley 2014). My Managing Change Philosophy Influences During my entire course of managing change studies, a number of source of influence have buttressed my personal philosophy. I use the subsequent sub-sections to break these sources down: Personal Experience Organization Y takes the center stage when it comes to my personal experiences whereby a firm emphasis is put on the workers development alongside populace leadership. Organization Ys Chief Executive Officer has embraced a coach style of management whereby he is shaping leaders to accomplish preferred results of the organization. My perspective has undoubtedly been shaped as result of working in this organization in the last five years having observed a range of positive outcomes from managing through shaping alongside enhancing capabilities of individuals within the organization via a shared/participative style of leadership and management. Case Study: Organization Y Change Management My personal experience from working at Organization Y led me in documenting the latest massive organizational change for a case study. It has become proof that my perceptions about the significance of leaders in shaping managing change process is fundamentally dictated by my exposure to practices of change management at Organization Y. The change management journey is analyzed in the case study from marketing organization to the sales organization and presented identical circumstances to managing change theory along the way. A novel leader (Victor) with an undoubted strategic capabilities was appointed in the Organization Y internally to deliver the desired organizational outcome designed by the CEO. This was identical Nunes and Breenes (2011 p. 85) finding in their high-performing organizations study that initial inoculation of novel leadership is core to building capabilities essential for growth. Higgs and Rowland (2005 p. 126) similarly backed the leaders role in the process of change management by arguing that it can influence fundamentally on the changes success. They further added that the mindsets and beliefs of leaders have proved to influence orientation choices as well as approaches to problem-solving. This case study further demonstrated a positive influence on the process of managing change where change is adopted by everyone. Instead of evading change, high performing organizations recognize when change is inevitable to keep pace with times. They also tend to rethink their strategies as well as reinvent their models of operation long before incapacitating stalls ensure. The approach assumed by Organization Y for change management encompassed putting emphasis on organization edges alongside market; reshuffling executive team; and retention/maintenance of surplus talent with capacity for growth of novel businesses. I observed, as a worker in the Organization Y, substantial organizational growth within a short duration. The sales staff for instance, grew from 16 to 30 personnel within a single year. This organizational change influenced positively on the culture of Organization Y, its staff as well as level of inspiration or motivation of each staff. Albeit Victor embraced the director image- change manager image of control with change outcomes being accomplishable that never reinforced my personal philosophy, Victor acknowledged that successful inspiration and motivation of the change management team would effectively work in propelling change. This stood identical to idea of Kotter (2011 p. 93) on good leaders: because change remains a function of leadership ability to successfully inspire or motivate team remains imperative to thrive barriers. Reflecting back, were this change not been a strategy for growth and needed restructuring leading to employment loss, it is of extreme possibility that my personal perspective would have been adversely impacted. Organization Ys case thus presented me with an opportunity to view a director image differently. I subsequently acknowledged that director image is never always about people control and that a director lens is able to bring fundamental benefits to the process of managing change via its planned approach and focus (Hayes 2014). Guest Tutor The guest tutor (Mr. Smith) challenged my perspective of change management a great deal. He shared his experiences as the consultant working on MA as change management consultant. From his shared experienced, it remained clear to me that his practices and process were totally deprived of both human dignity and human element. Surely, it was my truth moment when I acknowledged the unforgiving realism of certain huge organizational change aftermaths. I subsequently interrogated whether I was able to be an agent of change heading the organizational change which might culminate in removal of barriers to change. Surprisingly, I am definitely barred by my moral conscious to some degree. A second guest tutor, on the contrary, Mr. Rolf painted a comprehensive humanistic image. Rolf argued that the director image is never an efficient strategy when managing change. Rather, shaping images of management including the Nurturer stood out. Rolf alluded to the philosophy that Semco Group has embrace in which active employment engagement and participation are the driving forces to successful change management. Rolf further referenced the 14 points for management highlighted by Deming to buttress his personal perspective that criticizes the director image. I greatly learned from Rolf as his perspective reflected my personal philosophy of managing change. Rolfs contribution was a reassurance as I heard him validating alternatives to director image approach and that removal of barriers is never always the appealing solution. From this learning experience, I saw a further relevance on the Rylatt (2010) quotation that held that a true leader is when a person exits the room their impacts still stays in the room. MBA Studies I simultaneously undertook change management and leadership; coaching and mentoring. The MBA studies surely had unwavering influence on my philosophy (personal) from standpoint of being a leader who is morally accountable. I was challenged to assume bravery to query the status quo. It was evident from our last session that large-scale layoff were never efficient except the survival of the organization remains at risk many options to redundancies exist. This additionally buttressed my philosophy of change management (Burke 2017). Albeit I recognized that not each change management initiatives leads to lay off, my assumptions of massive organizational change remain that it characteristically encompass MA were layoff seem to be solution of a great deal of CEO and board of directors (BOD). This was further affirmed by several group poster presentations we held in the 12th week of change management classes that reported layoff in massive organizational change case studies. The Reflected Best Self event was another fundamental opportunity that focused on Leadership; Coaching; and Mentoring. It greatly contributed towards my personal perspective pf change management as it assisted me in identifying my leadership capabilities alongside my leadership style. I unraveled that in working with the change management team, I tended to make individuals feel increasingly valued, supported as well as being at ease via my shared and collaborative leadership style (Kuipers, Higgs, Kickert, Tummers, Grandia, and Van der Voet 2014). I always engage full my team in the entire process of decision making as well as putting great significance on the development of my fellow team members both personally and professionally. I remained humbled by the realization that my team members acknowledged that I made the development of the team my top notch preference and that I genuinely cared for each member of my team. Against this backdrop, I have since related these qualities to the management coaching style. Reading and Theories I have read a range of texts and articles on change management as integral part of my study for the case study. This has since backed my personal perspective on the significance of leaders in outcome shaping with respect to massive change initiatives. Scholars like Higgs and Rowland (2005 p. 126) argued that the mindset and beliefs of a leader shall impact their strategies and approaches to change and its effective implementation (Cameron and Green 2015). Theorist including Kotter, Tushman and Nadler have argued that key to successful change management implementation is the central role played by leaders. I have as well drawn motivation and inspiration from such humanistic change management theories outlined in Graetz and Smith (2010 p. 138) that have clearly illustrated a desire amongst the leaders of the organization to query the status quo, surge risk-taking as well as ingenuity; and eliminate restrictions via effective information sharing and collaborative management teamwork (Benn, Dunphy and Griffiths 2014). My Future Approach to Organizational Change Based on the implemented change management in Organization Y, I have since concluded the case study acknowledging that change management is most efficient with image of change management images. As a coach in this case, the CEO derived the best in change agent that embraced a director image approach to managing change to accomplish desire results. The coaching management style has positively impacted others during the course of professional working experience that I intend to uphold (Goetsch and Davis 2014). I recognized that a director image is useful in propelling massive organizational change. If I were in the Chief Executive Offices place, I might recruit somebody with required competencies to accomplish success. Conclusion My change management philosophy emphasizes managing change images bases that acknowledged 2 images of management (shaping against controlling) alongside 3 images of change results (intended, unintended and partially intended). I am a believer in intended change results for propelling change, with personal priority towards shaping tasks utilizing coaching image to guarantee human-dignity respect. I recognize that director image could as well propel success change results, however, it must be balanced with coach image to impact positive change outcomes for lasting gain of the organization and staff (Bolman and Deal 2017). I have not shifted my perspective over the course but various influential learning experience have reinforced my belief in responsible change management practice. I will always uphold shared and collaborative people-oriented management and leadership approach and draw lesson gained from a range of experiences to guarantee successful change for everyone. References Benn, S., Dunphy, D. and Griffiths, A., 2014. Organizational change for corporate sustainability. Routledge. Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership. John Wiley Sons. Burke, W.W., 2017. Organization change: Theory and practice. Sage Publications. Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Graetz, F. and Smith, A.C., 2010. Managing organizational change: A philosophies of change approach. Journal of change management, 10(2), pp.135-154. Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan. Higgs, M. and Rowland, D., 2005. All changes great and small: Exploring approaches to change and its leadership. Journal of change management, 5(2), pp.121-151. Kotter, J. 2001, What Leaders Really Do, Harvard Business Review, December 2001, pp 85-96. Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The management of change in public organizations: A literature review. Public Administration, 92(1), pp.1-20. Rylatt, A. 2010, Week 6 guest lecture, UTS.