Success of Al Jazeera English in Pakistans Media - 695 Words

Despite Pakistan’s opposition at the time, a 2008 survey was taken on Pakistani media preference and provided a belief that Al Jazeera English would find success with the country. Surprisingly, news stations were watched more frequently and on a regular basis over entertainment channels and networks. Pakistan is known for a high volume of individuals and families that are wealthy, educated, and urban. This demographic has been proven to be more likely to watch the news. It was also found that rural and low income Pakistanis also chose satellite television over state-run media. On top of that, 70 percent of Pakistan’s general population have access to satellite in their residences, paving a clear way for Al Jazeera’s success in this particular area of the world. This day and age, there are a large number of networks covering world news. From Al Jazeera to CNN, there is a variety to pick and choose from. Though similar in the topics the networks cover, discuss, and air, they all have a different approach in presentation. Al Jazeera English’s website covered The â€Å"Park 51 Mosque† Controversy. It has also been referred to as the â€Å"Ground Zero Mosque†. There was a proposal to build an Islamic center, on 51 Park Place, costing near $100 million. It was to be located in Manhattan, New York. This became a national and global controversy regarding the September 11th terrorist attack. â€Å"Some Sept. 11 victims’ families and others view the proposed mosque site -- in a building

Change Discovering the Leader Free Essays

Introduction: This paper seeks to prepare a book report for Deep Change: Discovering the Leader Within by Robert E. Quinn. The paper will discuss the perceived purpose of the author in writing the books and how he tried to support his claims. We will write a custom essay sample on Change: Discovering the Leader or any similar topic only for you Order Now The paper hopes to either confirm or deny what the author tries to impart on the basis of the relevance of the author’s claims to reality and the personal experience of writer of this paper. The purpose of the author The purpose of the author (Quinn) in writing the book is to challenge the reader to recognize that everyone is a potential change agent. The author believes that people are capable of deep changes if they willing to take the difficult but essential steps to experience the same.   He built his thesis on a strong foundation by first contrasting   between deep change and incremental change. He argues that in general, most change that takes place in the life of an individual is incremental due to the fact that people are uncomfortable with major changes.   Incremental changes just involved movement in small steps that most people would like to take. The authors provided possible exception to the choice of incremental change and that this occurs when a person is faced with a major crisis.   To explain the author’s position, the case of a person who experienced a heart attack may be used as an example of major crises. It is common knowledge that people would like to survive and would do everything to prevent another attack after the first one. Under this scenario the person who suffered attack would be motivated to make deep lifestyle changes in habits. These changes could include changes such as stopping smoking and become choosy about dietary requirements.   The same major crises may also be observed when a family marriage is on the brink of divorce. Under said situation, marriage partners will be forced to make comprehensive changes in these communicate or handle conflict. But, when there are no major crises in the life of during periodic times many people will agree that people typically make changes in a slow and incremental manner instead of making needed deep change. The observable fact that was illustrated above on a personal level can also be could also be observed in the life of organizations. The tendency towards small incremental change rather deep change happens because people are normally resistant of change of big changes in their personal lives.   It could be argued that such is observation is a natural phenomenon since people in their individual capacities are still the same people when they find themselves in organizations.   It could also be argued that leadership needs to be mindful of bringing people along in the midst of change, but in the life of organizations there are really times that organizations need to experience deep change to survive. This could be observed in the case of joint ventures and mergers.   These business combinations are sometime reactions to economic changes in the environment.  Ã‚   Managers need to have better returns and they find the expected synergy that would be created from mergers and joint ventures. If companies would stay as they are, there are possibilities that the they have reached their points of stagnancy. This could be observed in the case of cell phone companies. Sony are Ericsson are separate companies until they see the need to compete with other mobile companies there companies that dominate the market. Seeing the profitability of the industry, Sony and Ericsson combined in a joint venture (Steinbock, 2002) to product to produce Sony Ericsson cell phones. If one analyses however what happened, one could see that the cause was external to the organizations.   Without the mergers, the separate companies might be just earning much to sustain operations and before they know it, they would have forgone the great opportunities that they are now enjoying after the merger.   In this context, author Quinn is correct in stating that without deep change, habitual patterns may just make organizations to move continuously toward decay and stagnation (Quinn, 1996). While it may be argued that organizations must react to changes in the  environment, there seems to be more wisdom in the belief that organizations must anticipate changes by doing strategies that would help the company make use of is internal strengths to taking advantage of its opportunities.   In other words organizations must have its plans for the future implemented by considering what it has internally and not just reacting to external events. The latter makes the company responsible and control of its purposes while in the first the companies by analogy just get swayed by waves of external changes. The logic of task pursuit What could be keeping organization to seek their chances for deep changes for growth without the external factors?   In answer to this question, Quinn has discussion of the logic of task pursuit.   A good number of people, when under pressure for task completion, simply manifest lack of chance to consider routine maintenance. This could be illustrated by the fact that if a person does not take time to experience physical regeneration by resting and exercising, his or her body will experience exhaustion. This is applicable with the spiritual life of such person. People need to spend some time to detach themselves from the pursuit of tasks to spend time alone. Solitude could generate strength in character. If applied to an organization, it would appear that each person in management needs to set aside time to revisit its company’s mission and to ensure that the work of the company is in alignment with that mission. The failure to set aside the logic of pursuit to visit the company’s mission and vision provided the grounds for Quinn’s observation that organizational change doesn’t take place. He posits that that the leading coalition in an organization is rarely interested in considering deep changes of this logic of task pursuit.   He supported his theory by the fact of pressures within most organizations to conform to the prevailing structure (Quinn, 1996). Based on this, the author could be credited for a wonderful job of identifying the barriers of bureaucratic culture, ingrained conflict, and personal time restrictions. The author is therefore very much meaningful to suggest to management of companies to give time for managers to develop deeper relationships within themselves to prepare to be ready and willing to that deep change.   Ã‚  In opting for the need to reflect, it could be argued that in most cases people do not need new skills and competencies.   What these people really need is a new perspective that permits them to act as empowered leaders in a changing organization. This new perspective must come from within the personal reflections of the organizational leaders who have renewed their commitment to the company. There is therefore basis to agree with the author that that personal deep change must come before deep change within a system or organization. He argues while normally if not most of the time organizational change must come from the top as it flows down below, he strongly the author believes that it can also happen to start from the bottom towards the top.   In subscribing to the fact that deep change requires a personal evaluation of the ideologies that under bind the organizational culture, the author saw that in the final analysis it is still the people who will make the decision. Thus Quinn believed that as people desire to see change in the lives of others, from many areas like in parenting, marriage or work relationships, these same people must examine first what changes need to happen in themselves.   He observed that it is true that people do not easily recognize the part that they play in the problem; this it is really very hard to realize that one is part of the problem (Quinn, 1996). It is easier for people to blame others that to accept the responsibility for the error. If is easier to judge people by looking at the speck in one’s eye than to not one plank in is his or her own eye. Conclusion The author believes in deep changes that people experience when under major crisis in their lives. His observation that people normally choose incremental change   over deep is very much validated in the lives of people The   fact that he also has observed deep changes in cases of   major crises among people has helped him to discover that deep changes do happen the same way in organizations in case of external events. Such external events are normally challenges for survival for these organizations. In explaining the reason why changes could not happen with out the external changes to organizations, the author found the logic of task pursuit with out routine maintenance.   In arguing therefore that the organizations need to go back to its mission and vision to redirect its efforts toward the proper direction, the author appears convincing in his position that personal deep change must precede deep change within a system or organization. Based on authors claims and supporting examples this paper humbly confirms the validity of the claims made as discussed in the text. Reference: Quinn, R. (1996) Deep Change: Discovering the leader within, Jossey-Bass Steinbock, Dan (2002) Wireless Horizon: Strategy and Competition in the Worldwide Mobile Marketplace, AMACOM Div American Mgmt Assn How to cite Change: Discovering the Leader, Essay examples

Dementia Guide For The Australian Retirement Village Industry

Question: Discuss about the Dementia Guide For The Australian Retirement Village Industry. Answer: DEMENTIA-If you could change the world for the better Caring for people with dementia is totally different from the type of the care provided to an elderly person (Amies, 2008). Although it is possible for many people with dementia to stay in their own home with a proper home support, some initiatives from the community can really make difference in their ways of living. In order to make this world a sustainable place for the people suffering from dementia, many policies have been undertaken. The National frame work for the Action on dementia (2015- 2019), was being released with the joint venture of the health ministers of Australia. The different priorities of action were the increasing awareness and reduction of the risks, development of the dementia friendly communities, support and resources of the community programs for promoting social engagement. Other areas of priorities of care were the appropriate and the consistent use of the diagnostic tools for the assessment, provision of training to the dementia patients (National Framew ork for Action on Dementia 201 5 - 201 9, 2018). Other strategy includes 'The National Dementia Strategy that enables the dementia patients to live in extra care housing facilities. Another initiative is the construction of retirement village for the dementia affected people, which are similar to some residential care units. The retirement villages provide shelter to population of retired persons in lieu of some costs. The average age of entry is 74 years (Dementia Guide For The Australian Retirement Village Industry 2018). Definitely these retirement villages are well designed as per the retired life yet the industry is still not aware of much knowledge of dementia. One of the better places of care for the dementia patients can be a retirement village that would be exclusively made for the people having dementia. The staffs and the organizational policies should be able to support a healthy ageing approach. Being physically and socially active, eating a proper diet, interaction wit h the peers can really reduce the risk of dementia. The staffs should be sensitive and should try out a consultative approach in order to eradicate the perceived stigma for the residents. There should be ambulatory care facilities. The designing of the room and the premises should be dementia friendly and should be safe. Depression in dementia patients Dementia is associated with a more than one clinical comorbities, of which depression is the one that goes under diagnosed in many of the cases with dementia and the adverse effects of dementia in patients not only increase the burden over the caregivers and the family but also results in declination of the cognitive and functional status (Scrutton Brancati, 2016). It is one of the most common types of clinical manifestation showed by the patients with dementia. The intensity of dementia depends upon the type of dementia the person had been suffering from. A person having dementia can be offered with a range of treatments such as antidepressants, self talk and other complementary therapies (Kessing, 2012). Talking therapies such as cognitive behavioral therapies, interpersonal therapies and counseling, reminiscence therapies, animal assisted therapies, multisensory stimulations can be used to reduce the anxiety and depression in patients with dementia (Scrutton Brancati, 2016). Acc ording to Kessing, (2012) talking treatment and strength based approach towards the dementia patients can be effective against moderate depressions. According to researches dementia is caused by lower levels of neurotransmitters in the brain. Acute clinical depression due to dementia can be treated by antidepressants such as SSRI (selective serotonin reuptake inhibitor) and SNRI (Serotonin nor-adrenaline reuptake inhibitor). New drugs such as venlafaxine and cholineresterase inhibitors can be more effective than the older medications as older ones can cause side effects in patients suffering from one or more clinical comorbidities (Kessing, 2012). Depression can be prevented by good nutrition, routined physical activities, participation in active social life and engaging constructive activities. Physical activities have been found to be associated with the mental well being of the patients as it helps to create opportunities for mitigating the feeling isolation. Proper medications, love and care by the caregivers or the family members can improve the quality of life of the dementia patients (Kessing, 2012). References Kessing, L. V. (2012). Depression and the risk for dementia. Current opinion in psychiatry, 25(6), 457-461. Scrutton, J., Brancati, C. U. (2016). Dementia and comorbidities. Ensuring Parity of Care, The International Longevity Centre, London.[Google Scholar]. Dementia Guide For The Australian Retirement Village Industry. (2018). Retrieved from https://www.dementia.org.au/files/NSW/documents/AANSW_Dementia_Guide_for_the-Australian_Retirement_Village_Industry.pdf Mitchell, L. (2012). Breaking new ground: the quest for dementia friendly communities. London: Housing Learning Improvement Network. National Framework for Action on Dementia 201 5 - 201 9. (2018). Retrieved from https://agedcare.health.gov.au/sites/g/files/net1426/f/documents/09_2015/national-framework-for-action-on-dementia-2015-2019.pdf