Marian Anderson An American Concert Performer From...

Marian Anderson was an American contralto concert performer from Philadelphia. Born in 1897 to a schoolteacher and ice and coal seller, Anderson showed musical talent from an early age. She started singing in her church choir at age 6 and at age 14, with her powerful and beautiful voice, she moved up to the adult choir. The other members were so impressed with her abilities that they started â€Å"Marian Anderson’s Future Fund† to help raise money for professional training (Biography 2015). After her father’s death in 1911, Anderson devoted herself to her musical aspirations. In high school, her music teacher arranged for Giuseppe Boghetti, the famous Italian voice master, to listen to her perform. He described the encounter like this: â€Å"at the end of a long hard day, when I was weary of singing and singers, and when a tall calm girl poured out ‘Deep River’ in the twilight and made me cry† (Biography 2015). The money her congregation had raised through the future fund went toward paying for the lessons with Boghetti. While studying under Boghetti, Anderson entered a contest organized by the New York Philharmonic Society and won a chance to perform at the Lewisohn Stadium in New York. In 1928, she performed at Carnegie Hall for the first time and kicked off her European tour. Anderson performed around the country and through Europe thanks to the Julius Rosenwald Scholarship, acquiring fans from all over, among them King Gustav of Stockholm and King Christian of Copenhagen. SheShow MoreRelatedTaking a Look at Marian Anderson1334 Words   |  5 PagesSuccessful classical soprano performer Leontyne Price was one of the first artists to benefit from Marian Anderson’s hard work and dedication. The day after Marian Anderson’s death, April 8th, 1993 Price discussed the ways in which Anderson was able to overcome obstacles while remaining consistently professional and keeping the high standards she set on her performances. Marian Anderson was born on February 27, 1897. She was considered one of the most celebrated African-American artists of the twentiethRead MoreFundamentals of Hrm263904 Words   |  1056 Pagessave money From multiple study paths, to self-assessment, to a wealth of interactive visual and audio resources, WileyPLUS gives you everything you need to personalize the teaching and learning experience.  » F i n d o u t h ow t o M A K E I T YO U R S  » www.wileyplus.com ALL THE HELP, RESOURCES, AND PERSONAL SUPPORT YOU AND YOUR STUDENTS NEED! 2-Minute Tutorials and all of the resources you your students need to get started www.wileyplus.com/firstday Student support from an experienced

Ar 670-1 - 116218 Words

Army Regulation 670–1 Uniforms and Insignia Wear and Appearance of Army Uniforms and Insignia Rapid Action Revision (RAR) Issue Date: 11 May 2012 Headquarters Department of the Army Washington, DC 3 February 2005 UNCLASSIFIED SUMMARY of CHANGE AR 670–1 Wear and Appearance of Army Uniforms and Insignia This rapid action revision, dated 11 May 2012-o Integrates the Program Executive Office Soldier products list guidance into the Uniform Quality Control Program (para 2-8). o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as†¦show more content†¦Also, it applies to the Reserve Officers’ Training Corps and the Contents Proponent and exception authority. The proponent of this regulation is the Deputy Chief of Staff, G–1. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity’s senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25–30 for specific guidance. Army management control process. This regulation does not contain management control provisions. Supplementation. Supplementation of this regulation and establishment of command and local forms are prohibited without prior approval from the Deputy Chief of Staff, G–1 (DAPE–HR–IRP), 300 Army Pentagon, Washington, DC 20310–0300. Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recommended Changes to PublicationsShow MoreRelatedAr 670-1117328 Words   |  470 PagesArmy Regulation 670–1 Uniforms and Insignia Wear and Appearance of Army Uniforms and Insignia Headquarters Department of the Army Washington, DC 3 February 2005 UNCLASSIFIED SUMMARY of CHANGE AR 670–1 Wear and Appearance of Army Uniforms and Insignia This rapid action revision of 3 February 2005-o Updates figures throughout the regulation (throughout). o Clarifies the definition of unauthorized tattoos while wearing the class A uniform (chap 1). Identifies officials responsible forRead MoreAr 670-1 - Essay 55239 Words   |  21 Pagesï » ¿AR 670-1 There are many army regulations dealing with the army but the one that I am going to talk about today is army regulation 670-1. What is army regulation 670-1 covering in the United states army? Army Regulation 670-1 deals with the wear and appearance of military uniforms for my paper I will recite the way a person is supposed to wear their uniform in army text and then tell you what it means in my own words. Starting with the parts that deals with the reason I am writing this report rightRead MoreThe Importance Of Rules And Regulations On The Army1396 Words   |  6 Pagesdone quickly and to standard Discipline is to follow orders The Importance of AR 670-1 AR 670-1 exists to create a grooming and appearance standard for all soldiers in the US Army. These rules and regulations help maintain a The Importance of AR 670-1 AR 670-1 exists to create a grooming and appearance standard for all soldiers in the US Army. These rules and regulations help maintain a The Importance of AR 670-1 AR 670-1 exists to create a grooming and appearance standard for all soldiers in the USRead MorePersonal Affect Of New Tattoo Policy1391 Words   |  6 Pagesoverseas. There are still some Tattoo’s that should not be allowed in the military whether it be a sexist, racial or extremist tattoo, that could offend or start rivalry’s within today’s army if they were allowed. The New revised regulations in AR 670-1 and DA PAM 670-1 outline all of the new regulations for several things, including tattoos. They are very strict and in some areas should be looked at with the type of jobs in the military, for example a soldier that has a MOS that requires the removal ofRead MoreNew Uniform and Appearance Standards in Army Regulation 670-1895 Words   |  4 Pageshow Army uniform polices relates to Army professionalism without first accepting that Army professionalism itself is an arbitrary concept. On 31st March 2014, the United States Army published new uniform and appea rance standards in Army Regulation 670-1 and immediately faced a mixture of vehement resentment and patriotic acceptance. The cause for the differing reactions is the fact that not everyone concerned—everyone being active and retired Soldiers as well as interested citizens—believe that theRead MoreSoldier and Appearance Military Appearance Essay634 Words   |  3 Pagesappear. Why? Because it is a representation of honor, integrity, and duty. A Premium 2201 Words 9 Pages Military Uniform and Appearance In my essay I will research on the Military Uniform and Appearance. I will also research on the AR 670-1.This will help me understand and value more the importance of the uniform that I ware and it will be helpful in future reference in my military career. In my essay I will do some comparison from Premium 1053 Words 5 Pages Military ProfessionalRead MoreHaircut Essay2586 Words   |  11 PagesPv2 Johnny. Correctional Essay on Importance of meeting the standards set by AR 670-1. A soldier is a professional and an expert at all times, Because of this his uniform haircut and general hygiene is held to a professional standard. AR 670-1 is the ruling of this standard in which every soldier must uphold to. A soldier is measured by his/her ability to do his job successfully, tactfully, and professionally. The key to doing a job as a professional is a professional appearance, none know this asRead MoreProper Wear of Shoulder Sleeve Insignia Former Wartime Service1074 Words   |  5 Pagesserving with larger deployed echelons such as brigades, divisions, corps, Army commands or higher. The Army Regulation (AR) covering the Wear and Appearance of Army Uniforms and Insignia is 670-1. In Paragraph 28, sub-section 17, the guidelines for the â€Å"combat patch† are specifically detailed and outlined. The general guidelines for wear of the â€Å"combat patch† are: 1. Wear is reserved for individuals who were members of United States Army units during the operations. 2. The SecretaryRead MoreMilitary Appearance and Uniform1045 Words   |  5 PagesMILITARY UNIFORM AND APPERANCE In my essay I will research on the Military Uniform and Appearance. I will also research on the AR 670-1.This will help me understand and value more the importance of the uniform that I ware and it will be helpful in future reference in my military career. In my essay I will do some comparison from our military appearance and uniforms from other types of jobs that also use uniforms and have different standards that sets us apart from the everydayRead MoreMilitary Uniform and Appearance1066 Words   |  5 PagesIn my essay I will research on the Military Uniform and Appearance. I will also research on the AR 670-1.This will help me understand and value more the importance of the uniform that I ware and it will be helpful in future reference in my military career. In my essay I will do some comparison from our military appearance and uniforms from other types of jobs that also use uniforms and have different standards that sets us apart from the everyday use of a regular uniform. In everyday life we

Forces That Shaped the Mi’Kmaq Relations with the Europeans Free Essays

What forces shaped the Mi’kmaq relations with the Europeans? When the early settlers of the Americas arrived on the East coast of what is now Canada, they discovered a people that was remarkably different from their own. First impressions would deem these people as â€Å"uncivilized† (source) â€Å"savages† (source) who lived â€Å"miserable lives† (source). However, as time went on the settlers began to realize just how deeply rooted this Aboriginal culture really was. We will write a custom essay sample on Forces That Shaped the Mi’Kmaq Relations with the Europeans or any similar topic only for you Order Now The Mi’kmaq lived a simple nomadic hunter-gatherer lifestyle, able to recognize the stars and changing of the seasons leading them to a variety of different sources of food dependant on the season. Culturally they were a spiritual group, one that believed to live with the earth, not off the earth and practiced ceremonies to show appreciation of what the land gave them. Together they shared this land. Individually they were free to pursue their own life path without restrictions, resulting in several sexual partners, homosexuality, marriages and divorces. They were a mostly peaceful people, preferring the act of gift giving over warfare which they only resorted to when deemed necessary. To the Mi’kmaq warfare was never used as a way to gain territory like their European counterparts but rather a way to seek revenge for wrongdoings. (paraphrase source) As the early European settlers and the Mi’kmaq people began to become familiar with each other, they found some common grounds in these values and learnt to peacefully coexist with each other creating a positive relationship built on trade, alliance and friendship. However, as time went on Mi’kmaqs values and very means of survival were challenged when settler population increased, warfare between the British and French ended with British officially claiming the territory through several treaties and were eventually backed up by the influx of Loyalist century. When the first French settlers began to arrive to the area the Mi’kmaq were optimistically curious of them. They viewed them as fellow man, as equals, who brought with them gifts of useful utensils, tools, alcohol, and weapons. source) The Mi’kmaq were quick to ceremoniously return the favor to their new friends, sharing with them their knowledge of the land and giving them furs. The Mi’kmaq who roamed over a large territory saw no harm in allowing the small French population of (HOW MANY? ) to settle in the Bay of Fundy region. (Wicken print off – 95-96) The similarities and differences between the Mi’kmaq and French people both helped improved r elations. Differentially, the Acadians were sedentary and relied on agriculture and livestock for food, which worked well as the Mi’kmaq were able to continue their nomadic hunting gathering lifestyle undisturbed. Similarly, they shared a commonality in spirituality. Although they believed in different versions they were fascinated by each others beliefs and some Mi’kmaq were actually drawn into Catholicism and baptized(HOW MANY? SOURCE). Trade furthered improved relations as time went on the Mi’kmaq would reach a point of dependency on European goods. Evidence of improved relations can been seen in intermarriage between the two groups (HOW MANY? SOUCRE) Initially the Mi’kmaq had a much larger population and were never threatened by the settlers, mainly seeing them as a friend with many benefits economically, culturally, and at times militarily (EVIDENCE OF MI’KMAQ FRENCH FIGHTING TOGETHER IN EARLY SETTLEMENT YEARS) They continued these relations for about a century, with only minor conflicts erupting every now and then, but nothing that would seriously jeopordize their relationship. source). Over that century the French population remained quite low and numbered only about half of that of the Mi’kmaq population. This advantage acted as almost a power in which the Mi’kmaq able to preserve their ways and not give into French pressures to fully convert to Christianity or to living a sedentary agricultural lifestyle. This would all change when the Acadian population began to increase. (NUMBER OF INCREASE AN D SOURCE) As the Acadian population increased so did tensions between the Acadians and the Mi’kmaq. As the population in Acadian grew so did their need for more food. In order to get more food they needed more land that they could use to farm with. The Acadians would take land near the ocean which they could use to fish and also they cleared forests which destroyed the habitats of animals which the Mi’kmaq used to hunt. The Mi’kmaq were therefore forced to look elsewhere for food. There were reports of some Mi’kmaqs who were forced in land looking for food, actually taking livestock from the Acadians. Threats would go back and forth over this growing tension. The Acadians would report these incidents to their council, but the council wise in noting that the Mi’kmaq were still in a majority choose not to punish them for their actions, preffering to avoid conflict and simply reimbursing the lost goods out of their own pockets. Evidence again can be demonstrated in intermarriage between the two groups as only one aborniginal women has been recorded as marrying an Acadian over (time period). The growing population in British settlements would be seen as alarming for the Mi’kmaqs who had a much more negative view of these settlers. Unlike the Acadian settlers a strong relationship had not been formed over the last centrury. The British were invasive and they shared very little in common with them. – Ramsay cook argues that the first European settlers were intent to civilize the so called savages through agriculture, technology, religion and language without realizing that these people were already civilized, just in a different way. In the early 18th century, the Mi’kmaq were a semi-nomadic peoples, who moved around the land freely according to the seasons. This lifestyle allowed them to live independently outside of the French and British querrals choosing for themselves when to go to war and when to agree to peace. -As conflict between England and France intensified in the 1740s tensions between the Acadian and Mi’kmaq populations grew. How to cite Forces That Shaped the Mi’Kmaq Relations with the Europeans, Essay examples

Funding Complete Correspondences Address †Myassignmenthelp.Com

Question: Discuss About The Funding Complete Correspondences Address? Answer: Introducation Organization change management, simply put as OCM, deals with the effects of new changes in an organization. OCM is an effective way to deal with managing change from both the organizations point of view and the individual (Armenakis, 1999). OCM incorporates strategies that redirect and reclassify the utilization of assets or different modes of operation that significantly change an organization. It takes the firm into consideration and what requirements that need to be changed while it may be utilized exclusively to refer to how individuals and groups are influenced by such transition in the organization. Many people are resistant to change. Once an individual has adapted to his environment, they are afraid of making any changes in their life, whether personally or professionally. However, change is good for a persons growth and its inevitable encounter that they do not have the power to change. Some individualsome up with different approaches to dealing with changes. These approaches have been applied to organizations with the aim of dealing with change, and they have been proven effective(Waterman, (1980)).A systematic approach to OCM is useful when change requires individuals in an organization to learn new practices and skills. By setting expectations, utilizing tools to enhance communication, looking for approaches to diminish misinformation, stakeholders will probably get tied up with a change at first and remain committed to the change all through any discomfort related to it. For a successful change management in an organization, certain strategies must be followed. They include; Having common vision for change Strong official authority to communicate the vision Techniques of educating employees about how their daily routine will change A solid arrangement that will gauge whether the change was a success or not Rewards that urges people to take ownership of their roles and obligations B.R. Richardson Timber Products Corporation deals with timber and lamination and is located in Papoose, Orengo. The employees morale reduces which in turn affected their productiveness, which is dangerous for any business since the productiveness and effectiveness of employees determine the profit or loss made by a company(Ashkenas, (1995)). A professor by the name Jack Lawler and some of his students, at a local university, were asked to train employees at B.R. Richardson for the organizations development. The company is made up of four branches located in four different geographical locations. It is a timber factory and is as well involved in lamination works. Their timber purchases are made from Forest Services and other Orengo companies. Lack of a Human Resource Management department in the company meant that the employees welfare, like benefits, wages, and safety were not maintained which may have contributed to their loss of morale in work. Communication between staff was also poor, and senior executives did their work with regard of how their actions affect other departments(Waddell, (2013)). Employees were overworked, and those injured were not compensated for them lose nor given a period to rest and heal. There were also no common goals set that could be achieved by all staff members together. This report identifies the issues at B.R. Richardson that may have contributed to productivity reduction of employees and their morale, how they impacted the organization, interventions for the organization and what strategies to be used to ensure a successful implementation of organization development in B.R. Richardson. The report also discussed different approaches used in organizational change management and what approach was most effective to use in the B.R. Richardson case and how this approach affected the firm. The report states the areas that were investigated in the B.R. Richardson case study. Some of the complaint raised was, Overworking of employees Poor pay Lack of management communication. Professor Lawler was employees to teach employees, and it was a success. Issues at B.R. Richardson Timber Products Corporation Mr. Richard Bowman, the Industrial Relations Manager, contacted professor jack Lawler, after being referred to him(Sturdy, (2003)). Lawler agreed to train the employees at B.R. Richardson after a meeting with the organizations president Mr. Ben Richardson. After conducting a diagnosis, in his letter to both Richardson and Bowman, Lawler presented them with alternatives to consider, and once the decision was made, Lawler and two of his students gathered information, analyze it and present it to Richardson with a solution included. Some of the problems noted during this diagnosis were; Overtime Laborers were being overworked over their limits. They were pushed to work for extra hours, which was disappointing and dissatisfying to employees. The defenseless were more vulnerable to fatal accidents. Communication There was no effective communication between the senior executives, and if there were changes in agendas, information would not have transmitted to all or would have been misinterpreted. The lower leveled management was also not included in the decision-making of the company. Lack of communication also resulted to the branches not having same goals and visions thus making tasks to collaborate with them difficult. Health and safety The wellbeing and security of employees were some of the issues identified. Laborers working with backaches and broken body parts were a cause for low morale in employees, hence bringing down the firms reputation. Systems and structures. The systems were outdated, under working and hazardous in contrast to their competitors. Employees complained about the nature of the machines and the desire of administration to give the best possible equipment. The systems were operated manually and required a lot of workforce by the laborers which caused harming of employees and at some extent, death. This cost the firm's money, employees and lives since there was no optimization of resources at B.R. Richardson. Human resource management department Lack of a human resource manager to cater for employees welfare lead to the dissatisfaction of employees, who in turn did not effectively perform their tasks. Turnover This was instigated by lack of start and introduction of employees to work design before directing laborers to the occupation. Goal setting and strategies There were no strategies that could be optimized to address long-term profitability. The organization only concentrated on the daily activities with no sense of direction of what they want to achieve in future. There were also no goals set for all staff members as a whole to achieve together. This reduced the development of values within the firm. Teamwork and skills Employees did not work as a team. This decreased the development of organizations goals that are meant to be achieved by all. Although they were loyal employees with skills to perform jobs in the firm, lack of protective gears inhibited them from working effectively and efficiently. There was also a skill gap between the most skilled laborers and those that were not highly skilled. Approaches and strategies to managing changes in an organization. Once an organization identifies problems in its performance, it introduces changes that aim at rectifying them. There are different approaches used by different firms to ensure the smooth transition to the changes, and minimize the chances of change resistance by the staff members(Warkotsch, (1994)). Some of these change management approaches include: Lewin's change management model This model was designed by Kurt Lewin, a physicist, and social research, in 1950s. he comes up with this idea using the changes in which a piece of ice undergoes through. Three principle stages are followed in this model; Unfreeze- this was the first stage, and Lewin believed it involved the preparation of a change Change this was when the actual change took place, and new happenings are embarrassed. Refreeze Lewin believed that once the change is accepted and embraced, people become stable again. The sense of stability is once again maintained, and laborers get comfortable. Kotters change management theory John P. Kotter came up with this hypothesis. It has eight phases, and each one of them focuses on key rule related with how people relate and react to change. These steps are; Urgency Team building Get vision correct Effective communication Get this moving Step by step goal focusing Not giving up Incorporate change McKinsey 7s Model McKinsey and company consultants developed this model in 1980.Lawler utilized this approach while implementing change and training of employees at B.R. Richardson. It is the most appropriate approach since it allowed Lawler to analyze information he gathered and easily categorized it appropriately. This approach involves seven steps, i.e., Strategy These are the activities that were undertaken by the company during change management. There was no clear plan the guided the firm in addressing a long-term achievement rather the firm work on a daily basis and achieving short-term basis. This model helps in strategy making in the company which in turn will give them a competitive advantage over rivals. Structure This refers to the allocation of duties and responsibilities among staff member to ensure that all jobs are done efficiently and effectively. This model will ensure that every worker is allocated tasks according to their skill level. Systems Systems at B.R. Richardson were outdated and manually operated. Changes in these machines will help the company greatly. It is important for them to invest in quality equipment. Style At B.R. Richardson, the administration and administration style was exceptionally involving and legitimate. Regularly supervisors were compelled to fill in around the firm because of frequent absences of the forefront staff. Leadership was to a great extent insufficient because of the threatening style that fell from upper management. Staff Auditing the staff of B.R. Richardson's cover plant uncovered that a larger part of the company was delegated as blue collar versus white collar. The turnover rate was also high. Employees did not cooperate with groups, which impeded the advancement of shared values inside the firm. Skills At B.R. Richardson, there were strong abilities inside the organization, for example, cutting, sticking, also, processing; however, there was numerous skills gap inside the company. Wellbeing at the firm was at an inadmissible level, given the number of mishaps including a recent casualty. Shared values This model aims at an understanding of how the organization works and integrates components necessary for changes. However, should one part of this approach be neglected, the whole system fails. Actions Necessary Change main aim is the introduction of new methods and systems in a business or implement existing strategies and systems to enhance work(Eisenbach, (1999)). These changes may be triggered by the outside world (external environment) or from within the organization (internal environment). Simple strategies that may be followed in resolving organizational change management in B.R. Richardson include; Scope change This is the stage where an organization identifies where it is now.' The management should assess what they do, how they do it, effects of what they do and the results of their actions. They should identify areas of weakness in their systems and strategies. The management should also communicate with their employees regarding these changes and how that will affect their day-to-day activities. Their positive and negative results should also be communicated. Setting goals and visions In this stage, the management should come up with long-term goals and visions that they hope to achieve, how they will achieve this goal, the deadline in which these goals should be met and who will be involved in this journey. They should involve every staff member at B.R. Richardson while the setting of these visions, by involving them, new ideas may come up, and the needs of every hierarchical level of management at the firm will be considered and catered for. Commitment B.R. Richardson should address the terms and concepts of these changes and who will be affected by these changes. Strategies set to achieve the set goals and visions should be designed, processed and also be discussed to everyone. Skills of present employees should be analyzed and each of the employees placed in their most appropriate section to ensure that their skills are fully utilized for the benefit of the organization. Implementation At this stage, the real change is enforced. The skills discovered should be utilized to ensure a smooth transition into these changes. New ideologies, technologies, and rewards should be introduced. Sustaining change Organization should look back, review the success, and determine if strategies followed are good for the organization or if there changes to be made. It is important to keep a tab on all staff members to ensure that their wellbeing is catered for and they are happy. Recommendation B.R. Richardson is advised to follow the McKinsey 7s Model to monitor its employees and all staff members. Creating of short and long-term goals will help them optimize the employees potential and skills, which will benefit not only the company but also the employees. It is also important for the senior executives to come up with strategies that will motivate the employees in working willing and also increase their morale. This will ensure the productivity of the company will improve. Conclusion Lawler utilized the McKinsey 7s Model while analyzing B.R. Richardson. The seven related elements comprising of both hard and soft components were considered. B.R. Richardson was most certainly not working at the ideal level because of irregularities uncovered by the 7S examination. With Lawler's assistance, B.R. Richardson could start to adjust the inside components to guarantee they all work together to accomplish shared objectives and qualities. Change management strategies should be created and should consider the whole picture as much as reasonably anticipated. References Armenakis, A. A. ((1999)). Organizational change: A review of theory and research in the 1990s. Journal of management,, 25(3), 293-315. Ashkenas, R. ((1995)). The Boundaryless Organization: Breaking the Chains of Organizational Structure. The Jossey-Bass Management Series. 350 Sansome Street, San Francisco, CA 94104: Jossey-Bass, Inc., Publishers. Burns, T. E. ((1961)). The management of innovation. Child, J. ((1972)). Organizational structure, environment and performance: The role of strategic. SAGE Social Science Collections,. Cummings, T. . ((2008)). Organizational development change (9th ed.). Mason: OH: South-Western Cengage Learning . Dawson, P. M. ((1994)). on organisational change. Eisenbach, R. W. ((1999)). Transformational leadership in the context of organizational change. Journal of organizational change management,, 12(2), 80-89. Fernandez, S. . ((2006)). Managing successful organizational change in the public sector. Public administration review, 66(2), 168-176. Johnson, G. ((1987)). Strategic change and the management process. . Blackwell. Mento, A. J. ((2002)). A change management process: Grounded in both theory and practice. Journal of Change Management,, 3(1), 45-59. Nadler, D. A. ((1995)). Discontinuous change: Leading organizational transformation. San Francisco: 350 Sansome Street, San Francisco. Sturdy, A. . ((2003)). Beneath and beyond organizational change management: Exploring alternatives. The organization,, 10(4), 651-662. Tidd, J. B. ((1997)). Managing innovation: integrating technological, market and organizational change. Chichester: Wiley. Todnem By, R. ((2005)). Organisational change management: A critical review. Journal of change management,, 5(4), 369-380. Waddell, D. C. ((2013)). Organisational change: Development and transformation. Cengage Learning. Waterman, R. P. ((1980)). Structure is not organisation. McKinsey . New York. : McKinsey