JFK Assassination Essay Example for Free

JFK Assassination Essay Introduction November 22, 1963 is considered one of the darkest days in the history of the United States. Dealey Plaza in Dallas, Texas was the setting for one of the most horrific moments ever captured on video, in what has become one of the most controversial topics in US history. The assassination of President John F. Kennedy has raised many theories about what exactly happened that day in the fall of 1963. Many wonder if the lone gunmen theory published by The Warren Commission is the truth, or better yet was even possible? Other questions such as why was certain evidence overlooked and in the case of the President’s limousine and clothing, why were they washed and repaired before the proper investigation could be performed on them? Many books have been written on the subject of the JFK assassination, and I in fact would have to end up writing a book just to mention and discuss all of them. Simply to avoid that, I chose to discuss only a few topics and give my own two cents on what could have been done better to investigate the assassination of the 35th President of the United States. I first want to focus on the mishandling of critical evidence that many experts say would easily answer certain questions. For example the mishandling of evidence that might have proven that there was more than one shooter, and where exactly the shots came from. Second, I want to look at how that evidence would have helped in answering those questions and how they may have directed us towards a guilty suspect or suspects. I have heard investigators say that you only get one shot at a crime scene, and once it is gone, you never get a second chance to redo it over ever again. It’s important to keep that in mind as regards to the JFK assassination because the lack of proper investigating is what has lead to there being so many myths about the assassination becoming fact, and the truth slowly being drowned underneath. Obviously, I will not be able to solve this case today, but I’d like to think that if I was given a fair and honest chance to be there in Dealey Plaza on the 22nd of November 1963, I could have provided our country the closure that its been looking for, for over 40 years now. Mishandled Evidence Video footage, eyewitnesses, firearm, bullets and casings, police on the scene during the crime, and most important of all, they immediately had a suspect. So why couldn’t the Dallas police department solve the most infamous murder of the 20th century? Disregarding all of the conspiracy theories and focusing on the crime scene investigation aspect, it seems that this case was all but in the bag when it was dropped into the lap of the Dallas police department. Poor mishandling of evidence seems to be the main contributor as to why so much speculation arises when the JFK assassination topic comes up. A famous picture from that day is of a detective holding up what at first was thought to be a German-made 7.65-caliber Mauser, but was later identified to be an Italian Mannlicher-Carcano 6.5-caliber carbine (Lancer, 1996). The interesting detail in this picture is that the detective is holding the Italian Mannlicher-Carcano with his bare hands. In another photo from that day, a different detective is walking out of the Texas School Book Depository with the rifle in his hand, and again is carrying the rifle with his bare hands. Now obviously since the rifle did belong to Lee Harvey Oswald, the Dallas police department was more than likely able to lift a fingerprint off it. But simple procedures such as the proper handling of evidence is what can make or break an investigation, in this case the Dallas police department choose the latter of the two. In addition, another problem raised by poor mishandling of evidence was the Paraffin tests of Lee Harvey Oswald’s hands and cheek. In his book Reclaiming History, Vincent Bugliosi says that the â€Å"Dallas Police performed a paraffin test on Oswalds hands at the time of his interrogation to determine if he had recently fired a revolver and the results were positive, indicating the presence of nitrates from gunpowder residue on his hands (Bugliosi, 2007). But here’s where the plot thickens, according to an online article written by Pat Speer; earlier in the book Bugliosi said that the Paraffin Test was inconclusive on the grounds that â€Å"the mere handling of a weapon may leave nitrates of the skin, even without firing it† (Speer, 2007, para. 4). Even worse, later on in Pat Speer’s article titled â€Å"Bugliosi Fails the Paraffin Test,† Speers brings up the fact that even though the paraffin tests on Oswalds hands were positive, the tests on Oswalds cheek were negative. My point of all of this is simple; if Oswald did fire a rifle that afternoon, and he did so with the intentions of being deadly accurate, common sense and simple logic tells us that he would have had to put the rifle up to his check in order to fire it accurately at his target. Even with little knowledge of firearms or possessing any skills and or knowledge in using them, we can easily deduce that Oswald or any assassin for that matter would have had some form of gunshot residue on their cheek after accurately firing a rifle at President Kennedy. But the most frustrating and disheartening part of the investigation into the assassination of President Kennedy is the carelessness and maltreatment of the autopsy. After President Kennedy was illegally transported form Parkland hospital in Dallas to Bethesda Naval hospital in Washington, the mishandling evidence and the lack of operating according to procedures by untrained staff and personnel continued. An example of this is that none of the doctors who performed the autopsy were trained on how to trace a bullets trajectory through the human body (Ramsland, 2009). The pathologist, a Naval officer by the name of Commander James J. Humes was ordered not to do a full autopsy, instead he was instructed to find the bullet lodged in President Kennedy’s body (Ramsland, 2009). More mistakes that are outlandish were made as the Commander burned his autopsy notes because they were covered with blood. And after only two hours, which is said to be an incredibly short amount of time for an autopsy, Commander Humes prepared President Kennedy’s body for embalming. Bad photos by an inexperience photographer, and poor X-rays didn’t improve the situation either, examples of this are the photos of the head wound that Kennedy suffered. The pathologist did not shave the hair around the wound; consequently, the photograph of the area had poor visibility and almost no detail. Small and simple mistakes are contagious, and after time can add up into making a big difference. This was proven to be the case on that fateful day in Dallas. Redoing the Crime Scene I have pointed out many of the mistakes that were made during the investigation into the assassination of John F. Kennedy. Some of those mistakes may have been done intentionally; others may have been made on accident, that is a topic of discussion for another paper. The questions now are, could those mistakes have lead to clearing up some of the mysteries surrounding the JFK assassination, and how could they have been corrected. In addition, can modern day technology rise above those mistakes and produce a clear and definitive answer into the JFK assassination. I think we can agree that the mishandling of the rifle and the inconclusiveness of the Paraffin tests are easy mistakes to correct, that’s pretty much CSI 101 stuff. However, the investigation gets tricky as regards to the autopsy and the procedures that needed to followed there. First, trained and experienced pathologists needed to be performing the procedure, and need to perform the full autopsy, y-incision and all. Proper notes and sketches of the procedure need to made and kept on record, as well as the determination of whether a wound is an entrance or exit wound. I bring this point up because Commander Humes was unable to determine which wounds were the exit and which were the entrance wounds (Ramsland, 2009). Appropriate photos of the autopsy need to be taken, and the basic process for taking the photos needs to followed so investigators can work with them later on. An example of this would be the photos of the fatal head shot wound and trying to make any determination from the photos. As I stated earlier, it is near impossible to draw any conclusions because the hair around the wound wasn’t shaven as it was supposed to have been in order to enhance the detail and clarity of the wound. Unfortunately, we cannot go back and rework the crime scene or re-gather evidence in its original form. However, modern science and technology allows us the opportunity to take what evidence we do have and analyze it in ways that weren’t possible back in 1963. Let us take bullet trajectory for example; today, bullet trajectories are often determined and calculated using a computerized simulation to help in reconstruction. This method raises much debate, but at the same time, it has been useful in complicated cases. Whether it would be helpful in this particular case can be debated all day long, but the fact remains that if the initial evidence from 1963 that we have is accurate, than this method of mapping the bullets trajectory is more than likely to deliver us the answers we are looking for. Finally, could new technology help us determine where the bullets came from? Was it the sixth floor of the Texas School Book Depository, or could the shots have come from the infamous lone gunmen on the grassy knoll? Using new technology, we have the potential of figuring this out by analyzing the bloodstain pattern in the limousine before it was cleaned and repaired. A team of experts brought together by the Discovery Channel has reproduced the JFK assassination. â€Å"Using modern blood spatter analysis, new artificial human body surrogates, and 3-D computer simulations, the team determined that the sixth floor of the Texas School Book Depository was the most likely origin for the shot that killed the 35th president of the United States† (Bland, 2008, para. 1). Experts simulated the assassination by recreating the scene as close as humanly possible to what happened that day in Dealey Plaza. After the simulation was complete, it was determined that â€Å"most of the simulated body material had spattered forward into the car, consistent with a shot that entered the back of the head and exited toward the front† (Bland, 2008, para. 10). This helps strengthen the theory that Lee Harvey Oswald was the only assassin that day in Dealey Plaza, and that he alone assassinated John F. Kennedy. This type of computer investigation has only been available for close to five years now, it is probable however, that criminologists will keep on making use of 3-dimensional crime scene reconstruction to help recreate events and gather evidence that a 2-dimensional picture alone cannot divulge. Unfortunately for us though, with so many mysteries surrounding the JFK assassination, even when evidence such as this seems to be as hard as concrete, many still f ind it hard to believe. Conclusion It sometimes seems that we will never know what really happened that day in Dallas; too many clouds have surrounded the assassination and made it incredibly difficult to understand the facts about what truly happened that day. Nevertheless, if we ignore the conspiracy theories and simply look at the facts of the case we can conclude that it was mishandled from start to finish. I am no crime scene investigator, but I feel safe in saying that the men who investigated the assassination of John F. Kennedy did a lousy job, and the only good that could ever come from studying their mistakes is using them as example of what not to do. Mishandling of evidence, botched autopsy, and failure to follow in the most basic criminal investigation practices and procedures is what has lead to what should have been an open and shut case, turning into a long drawn out nightmare. We can easily look back and say the investigation should have been done this way, and the autopsy do that way, and that many of the errors that were made were elementary and the motives behind them questionable. However, we cannot go back, and instead of looking to the past for answers, we must look to the future for them. Technology has shed some new light on the investigation of the assassination of John F. Kennedy, and has pointed us in the direction to what more than likely happened that day. As stated earlier, the mystery surrounding the assassination of JFK is unprecedented, and no other case not even the assassination of Julius Caesar has so much secrecy, obscurity, and ambiguity been present. Will we ever know who murdered our former president and how? With the mishandling of the evidence collected back in 1963, it just may turn out that we may truly never know. References Bugliosi, V. (2007). Reclaiming History: Norton, W. W. Company, Inc. Bland, E. (2008, November). Tech puts JFK conspiracy theories to rest. Retrieved October 12, 2009, from http://www.msnbc.msn.com/id/27705829 Ramsland, K. (2009). The Magic Bullet. Retrieved October 1, 2009, from http://www.trutv.com/library/crime/criminal_mind/forensics/ballistics/4.html?print=yes Speer, Pat. (2007, July). Bugliosi Fails the Paraffin Test. Retrieved October 2, 2009, from http://www.whokilledjfk.net/paraffin_test.htm (1996). Ballistic Evidence. Retrieved October 4, 2009, from http://www.jfklancer.com/photos/Rifle_Bullets/index.html

journalism Essay -- essays research papers

When journalism is chosen as a career, society tends to have a stereotypical image of a group of photographers chasing celebrities. If not, then an image of an anonymous person writing biased comments about current affairs, trying to manipulate the truth. However, their real work earns them every cent they deserve unlike the heartless lawyers who earns millions for defending criminals. The work of journalism, on the hand, consists of interviewing and attending events in all conditions in order to gather news and information for public interest. This is followed by further research into the background information then assessing suitability of reports and articles for public. The process is much more difficult than expected, especially with the requirement of interpreting news at the same time commenting on public’s behalf within an established style and format. Although the hard work usually comes to a good income, certain qualities and skills are needed. The qualities and skills required mainly evolve around their general knowledge and English skills. All journalists must be able to write clear, concise, objective, and accurate material in a limited time. It also requires the ability to work under pressure and in long, irregular hours under any weather conditions. As the job could be undertaken in different areas, journalists must have good communication skills to gather news from sources and in cases of working on radio or television, must be able to interpret the informat...

Organization Change of Aeon Co. Malaysia Bhd Essay

AEON Co. (M) Bhd. is principally engaged in the operations of a chain of superstores selling a broad range of goods ranging from clothing, food, household goods, other merchandise and shopping centre operation. AEON Co. (M) Bhd. was started from Jaya Jusco Store Sdn. Bhd. In 15 September 1984, the first JUSCO store was established in Malaysia. In 1983, our Malaysian Prime Minister Dato’ Seri Dr. Mahathir (Now known as Tun Dr. Mahathir) visited Tokyo and then met the JUSCO Co. Ltd. President, Mr. Takuya Okada to discuss the proposition of bringing JUSCO to our country. This is because he believes that it was a need for our country economic growth on that time. AEON Co. (M) Bhd. aim to be a global company, meaning that management must both meet global quality standards and at the same time remain rooted in local communities. On the basis of this code, Aeon is striving to achieve long-term prosperity and growth by building excellent relationships with its customers, shareholders, business partners, local communities, and employees, while continuing to offer products and services that satisfy customers. For example, AEON Co. (M) Bhd. provided cardholders with numerous incentives, ranging from discounts to an enhanced point system such as AEON Gold Card, the first gold card in Japan without an annual fee, and their electric toll collection (ETC) cards which offers cardholders bonus points when customers shop, have gone to great lengths to raise the number of affiliated merchants. JUSCO’s vision is to establish AEON as a leading retailer brand in consumer finance and service industry by providing excellent customer service. Its mission is to provide a wide range of consumer financial services that best meet their customer needs and they are committed to serve their customers to improve their lifestyle through AEON products and services. AEON insist to a strict code of corporate ethics and at the same time, engage in activities which contribute to society. Lastly, AEON Co. (M) Bhd. is listed in Bursa Malaysia as a trust company under the Trust Companies Act 1949 and Registration of Businesses Act 1956. AEON was awarded the Green Leadership Award and Prime Minister CSR Award for Community and Social Welfare. CONTENT To analyze the company’s practices/operations in AEON Co.(M) Bhd. Change is  an organizational reality. Most managers will have to change some things in their workplace. It can classify these changes as organizational change which is alteration of an organization’s people, structure, and technology. Firstly, changing structure includes any alteration in authority relationships, coordination mechanisms, degree of centralization, job design, or similar organization structure variables. AEON Co. (M) Bhd. control the work process engineering, restructuring, and empowering result in decentralization, wider spans of control, reduced work specialization, and work teams. These structural components give employees the authority and means to implement process improvements. For instance, the creation of work teams that cut across departmental lines allows those people who understand a problem best to solve that problem. It can help cross-functional work teams encourage cooperati ve problem solving rather than â€Å"us versus them† situations. Besides that, changing technology encompasses modifications in the way works is done or the methods and equipment used. Most of the managers in AEON Co. (M) Bhd. deal with changing technology are continuous improvement initiatives on their products and services, which are directed at developing flexible processes to support better quality operations and also their employees committed to continuous improvements are constantly looking for things to fix. Thus, work processes adaptable to continual change and fine tuning, it requires an extensive commitment to educating and training workers. AEON Co. (M) Bhd. provided training to employees which are need in new technology and new methods. Lastly, changes in people refer to changes in employee attitudes, expectations, perceptions, or behaviors. The human dimension of change requires a workforce that is committed to quality and continuous improvement. Again, AEON Co. (M) Bhd. provided proper employee education and training is needed, which are need in problem solving, decision making, negotiation, statistical analysis, and team-building, and they can able to analyze and act on data. As is a performance evaluation and reward system that supports and encourages those improvements. Conclude, employees training to maintain its market leading position in their business. The main practices for AEON Co. (M) Bhd. is align the goals of a change effort with organizational strategy. This is because of organization‘s strategic plan identify the products and services and the core business, and it can help organization supporting processes  that help deliver these products and services. Furthermore, it also identifies the organization’s special competencies and help organizational enhance the core and key supporting organizational processes. For example, the goals of AEON Co. (M) Bhd. changed effort do not support the organizational strategy then the change effort will not yield significant value to the organization. Therefore, by aligning the goals of a change effort with their business strategy, the change effort will have a greater chance of succeeding because the change effort will receive greater executive commitment than if the goals were not aligned. To accomplish this, Aeon clearly define its structures, management systems, and guiding principles, policies, and procedures. Instant, executives take the time to communicate the vision to all of the organization’s employees in small groups of people. Besides that, AEON Co. (M) Bhd. created and maintained a superior change team. This is because a charter that identifies a task that is narrower in scope than the organization’s strategy statement and states the expectations of management in terms of goals and metrics. These goals and their descriptions did not change during the change effort, because should only be a few of them. However, the change team has control the goals, which able to measurable, and also define its purpose, the methods, procedures it will use, and the acceptable team behavior, because it will help to resolve conflict and define team roles. For example, AEON Co. (M) Bhd. creating a superior change team with several of good planning, it also requires good people to enact the change, change team members are experts and have positions of authority, possess good management and communication skills, and the ability to focus on the change vision and objectives. In closing, a superior change team will effectively create a plan for change, identify the processes to change, and acquire support for the change effort of organization at all the levels. Thus, the quality of such verification is highly suspect. On the others hand, AEON Co. (M) Bhd. plans for continuous improvement. This is because of continuous process improvement will cause an organization to produce better products or goods more reliably and efficiently to enhance customer satisfaction and value. For example, to achieve continuous improvement of organization, AEON Co. (M) Bhd. uses good performance measures and management monitor their employees as necessary. In addition, managers should verify that the selected metrics are accurate  measures of business goals in managing organizational changed. To identify and explain the relevant principles and concepts of management in AEON Co. (M) Bhd. those are being applied in the company. The principles and concepts of AEON Co. (M) Bhd. is Customer Centre Approach. AEON’s mission is always to be contributed to the customers. The goal of AEON Co. (M) Bhd. is to operate as an â€Å"international-scale retailing group† which focused on the quality management to enhance their capabilities. The increasing in the Malaysia population shows tha t there is a probability that the target customers for the retailing industry have grown. A wide range of customers involves in the market mostly tend to purchase household products which is suits for family members, children and adult. This is an opportunity for AEON to achieve the mission of company for contribute to their customers. With the changes in the customers’ lifestyle, that is means that the trends would also changes. AEON Co. (M) Bhd. will provided with higher quality products, so that the customers will aware that the AEON’s goal of quality management is exactly aligned with their demand and needs. In addition, this will also give impact on the company’s goal to satisfy their customers. To designed an image to satisfy the ever changing needs and desires of consumers, AEON’s constant interior refurbishment of stores. The management’s acute understanding of target market needs and the provision of an optimal product-mix enhanced the company’s performance. In Malaysia for 28 years, Aeon has been successfully to positioned itself as a benchmark in excellent customer service, such as high worker’s discipline and maintain high standard level of their food as w ell environment. AEON Co. (M) Bhd. provided variety of products for their customers. On the others hand, the principles and concepts of management of AEON Co. (M) Bhd. is division of work. This principle tells us that as far as possible the whole work should be divided into different parts and each individual should be assigned only one part of the work according to his ability and taste rather than giving the whole work to one person. AEON Co. (M) Bhd. applied this principle to manage organizational change from Jusco Shopping Centre to AEON Co. (M) Bhd. where all department need to change since Aeon Credit Service combined together with Jusco Shopping Centre on 12 January 2012. When a particular worker in AEON Co. (M) Bhd. performs the same job repeatedly such as in marketing department, financial department, leadership department and so on  will make the job an expert in doing that particular part of the whole job for them. Consequently, the benefits of specialization will become available in AEON Co. (M) Bhd. For example, AEON Co. (M) Bhd. gets an order for prom otion. They have five to six departments who will do their own job for the promotion. Everyone will do the job in short time and come out with the successful promotion. The principle of division of department applies not only to the workers but also equally to the managers and leader. For example, if a manager is tuned to work on the same kind of activities for a long period of time, he will certainly be an expert in his particular job. Consequently, more and beneficial decisions can be taken in a comparatively less time by him. Business processes must support business needs is the one of the principle and concepts of management. Every process will be increase organizational value by supporting the business vision and supporting strategies. AEON Co. (M) Bhd. created a vision for each process to be changes and also develop a new vision for each process it expects to change. The process of vision described the new capabilities of the process and the expected performance improvements. Furthermore, it identify how the AEON Co. (M) Bhd. will support the strategy, respond t o customer needs, and respond to competition. This will lower the utility of a change effort and would place it at risk because it probably would not gain the necessary organizational support to make it successful. The issue of organization design would be solved because environment will be free from uncertainty and there no need to adapt. Besides that, the creation of work teams that cut across department lines allows those people who understand the problems and have the best solutions to solve the problems. Besides that, AEON Co. (M) Bhd. made a formal case. This is because individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. AEON Co. (M) Bhd. looks to the leadership for answers it will due to the articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership-team alignment. Firstly, AEON Co. (M) Bhd. confront reality and articulate a convincing need for change, then demonstrate faith of the company has a viable future and the leadership to get there and l ast provide a road map to guide behaviour and decision making. Thus, leaders  customize this message for various internal audiences, describing the pending change in terms that matter to the individuals. In a series of offsite meetings, the executive team built a brutally honest business case that downsizing was the only way to keep the business viable, and drew on the company’s proud heritage to craft a compelling vision to lead the company forward. By confronting reality and helping employees understand the necessity for change, leaders able to motivate the organization to follow the new direction in the midst of the largest downsizing in the company’s history. To identify and explain the pros and cons in the application of the relevant principles and concepts of management in order to find the problems that will be the encountered by the company. PROS Build up the customer’s loyalty By satisfy the customer’s need, AEON Co. (M) Bhd. able to keep their customer’s loyalty. Loyalty of customers is typically repeat customers. The customers will feel comfortable when shopping at AEON mall, which aligned with their needs and lifestyle. If a certain customer enjoys shopping at a particular business, it will return to shop again. The loyalty of customers may lead to stabilize the company’s income. Higher productivity Division of work for AEON Co. (M) Bhd. is to achieve higher productivity in Aeon by using â€Å"practice makes perfect† slogan. AEON Co. (M) Bhd. concentrating on the repeating the same task again and again, a worker acquires dexterity, skill and speed, and more ­over, division of works avoids waste time and effort caused by changes from one task to another. Specialization requires a simplification of tasks and facilitates for AEON Co. (M) Bhd. saving devices. Due to all these the quantity and quality of work increase tremendously. Lower cost Division of work in AEON Co. (M) Bhd. increases the efficiency of workers, managers and leaders in each department. In addition, wasteful duplication of process and tools is avoided, it able gain good result and save cost. Large scale production offers several economies in the used of materials, machinery and skills. Therefore, costs of operations in AEON Co. (M) Bhd. are reduced to earn more profit. Trusted brand AEON Co. (M) Bhd. operated in market more than 20 years. Nowdays, AEON Co. (M) Bhd. pay attention on differentiation of products and services, however when times pass by, due to many competitors, there are too many of new feature or increase of new offers in the market. It will cause Aeon pay attention on customers’ needs and wants and able to learn customers’ oriented strategy. Therefore when AEON Co. (M) Bhd. produce a product, AEON Co. (M) Bhd. makes sure the brand is clear, distinctive, easily understood and expresses a unique, compelling benefit that customers believe can see the value of. Diversification of brand Product diversification strategies should aim at expanding markets either by brand extensions or new complementary products, but sometimes this is also achieved by creating new uses for the original products with a new twist. The strategy should avoid being too similar to current products and markets, but at the same time it should not be too different from current ones. AEON Co. (M) Bhd. practiced this so that they can offer new products to customers, it able to compete in the market. CONS Higher cost burden To fulfill the changing of the customer’s demand and needs, AEON Co. (M) Bhd. may face to higher cost burden. To improve the customer’s satisfaction for shopping at AEON mall, AEON have to keep on improvement on the shopping environment. This might lead to higher cost for renovation and decoration the shopping mall. In order to fulfill the changed in customer’s lifestyle, AEON Co. (M) Bhd. have to come out with higher quality product which may leads to higher cost of product. Lack of responsibility Under division of work AEON Co. (M) Bhd. lack of responsibility in creating something new product. Such as, the final project is not the task of a single person but the creation of several workers, managers, and leaders. Therefore, no any individual can be held responsible if anything goes wrong in the project. Therefore, involvement of workers in their work is reduced. Too much interdependence Division of work in AEON Co. (M) Bhd. leads to interdependence between individuals, firms, industries and countries. Failure of any one link due to strike, war, breakdown in transport and communication, depression and so on it may cause great harm for the company. Inferior output by one worker in AEON Co. (M) Bhd. may spoil the quality of the entire product. Specialists know only a single process of production. In case of unemployment, they find is difficult to get jobs. Poor advertising AEON Co. (M) Bhd. does not advertising due to the cost. The advertising activity only will take place during peak seasons like school holiday and festival season. AEON Co. (M) Bhd. mainly depends on word of mouth whereby, customers pass the news to other customers about promotion or new products. AEON Co. (M) Bhd. should aware this tactic may harm business if customers are not satifity with the products and they will start to complaint and others will get negative thinking about the company. In the end, AEON Co. (M) Bhd. may loss customers and it is not easy to pull back their attention. Thus, sales and profit of company will drop. Create rigidity AEON Co. (M) Bhd. created rigidity in their operations. It can lock an organization into specific goals to be achieved within specific timetables. This is because the goals set under the assumption. Thus, when the environment is random and unpredictable can be recipe for disaster. It may cause AEON Co. (M) Bhd. not able to compete and survive in a rapidly changing environment. RECOMMENDATION AEON Co. (M) Bhd. should perform annual process assessments and benchmarks. This is because annual process assessments help to identify areas for process improvement, whereas benchmarks help to identify where an organization stands relative to an industry. Based on each assessment and benchmark provides a snapshot of an organization’s capabilities, which should be the basis for determining whether it needs to change and the value of such change. Furthermore, auditors can easily determine whether an organization performs assessments and benchmarks by verifying the existence of reports documenting their execution. Besides that, AEON Co. (M) Bhd.  should analyze an organization’s software portfolio, which is the total number of applications it owns. A portfolio analysis include counting the number of copies of each application, it can examining the status of each application in terms of defect levels, and identifying the overall importance of each application. Due to this, the highest level of importance indicates that an application is critical to the success of the enterprise’s missions. In addition, Aeon should know the role each application plays in the future of the enterprise. By understanding the software tools that an organization uses, it can identify those areas that have the greatest need for tool support, as well as where it can derive the greatest benefit tool use or change. Instant, such understanding will also influence the training activities of an organization. On the others hand, AEON Co. (M) Bhd. should listen to the customer. An organization must capture the needs and desires of its customers since their perceptions of its strengths and weaknesses are vital to its success. Wherefore, Aeon should ask its customers what it must do today to satisfy them two, three, and five years in the future. Since customer input helps to improve the products of organization develops and the most important is processes that addres s their concerns, auditors should examine that documentation exists that verifies that the organization obtains and uses customer feedback on a periodic basis. Furthermore, AEON Co. (M) Bhd. should align the infrastructure. The successful change requires that Aeon align its human resource, information, financial, organizational, and other support systems around the core business processes. Organizational structure should be an operational response to an organization’s mission and strategy. Thus, the reporting relationships among an organization’s business units should represent its actual workflows, it should help them establish and develop the necessary competencies by providing appropriate training. If an organization does not do this, old practices will render new organizational changes meaningless and a business’s operating units will not function efficiently or effectively. Thus, it is vital that auditors identify the workflow between business units whether the organization’s infrastructure matches it, and also personnel within those business units have the skills to effectively and efficiently perform their work. Lastly, AEON Co. (M) Bhd. should foster a creative and innovative environment. Aeon must be systematically and deliberately identify on new ideas and ways of  doing things better. This requires organizations to challenge the basic assumptions on which its organization has been built. Due to this, Aeon change these assumptions requires creativity, which is the generation of ideas and alternatives and innovation, which is the transformation of those ideas and alternatives into useful applications that lead to change and improvement. In particular, an organization must always challenge assumptions, create solutions, and look at problems from different perspectives. . As a result, auditors should objectively assess how experimental an organization is when conducting their business. CONCLUSION In conclusion, from the AEON Co. (M) Bhd. we has identified four organization change management principles, which are vitally important to organizing change. Furthermore, we also have analyze the company’s practices and operations in managing organizational change. Consequently, organizations should adopt these change management principles and practices based on their business needs. To promote success, an organization should address the three identified critical processes which are achieving executive commitment, creating a vision of the future organization, and communicating that vision to the organization. In addition, a select group of people, having the necessary skills and personal characteristics, should lead software process improvement efforts. Organizational changes because of uncertainty, habit, concern about personal loss, and the belief that a change is not in the organization’s best interests. There are needs many techniques for managing resistance to change included education and communication, participation, facilitation and support, negotiation, manipulation and co-optation, and coercion. Last, the important part which is human resource variables. It included high commitment to training and development, high job security, and encouraging individuals to be idea champions. REFERENCE Robbins, S. P., DeCenzo, D. A., & Coulter, M. (2012). Fundamentals of management: Essential concepts and applications (8th ed.). Upper Saddle River. New Jersey: Pearson Education. Robbin, S. P., & Jones, G. R. (2010). Management (11th ed.). Upper Saddle River, New Jersey: Pearson Prentice Hall. Brealey, Richard and Myers, Stewart: Principles of Corporate Finance, 2nde d., McGraw-Hill (l984). American Institute of Aeronautics and Astronautics: Guide for the Preparation of Operational Concept Documents. ANSIIAIAA G-043-1992 (1993). Carr, David K., Hard, Kelvin J., and Trahant, William J.: Managing the Change Process: A Field Book for Change Agents, Consultants, Team Leaders, and Reengineering Managers. McGraw-Hill(l996). lO.Gouillart, Francis J. and Kelly, James N.: Transforming the Organization. McGraw-Hill(l995). Ronald K. K. (2010). Jet Propulsion Laboratory, Journal of management changing, 4800 Oak Grove Dr., Pasadena, CA 91 109, USA ronald. k. John Jones, DeAnne Aguirre, and Matthew Calderone (2004). Principles of change management. Retrieved April 15, 2004, From: http://www.strategy-business.com/article/rr00006?pg=all

Distrust in the Medical Field Essay - 1638 Words

Does racism still exist today? Although many believe it was a problem in the past, it still exists today. Many People are still not aware that it still exists in our workforces, especially in medical field. Although racism in medicine can be very offense, it can sometimes be beneficial and help reveal differences in diseases based on genetic make up. These differences can be taken in the wrong manner and can lead to social problems especially if these distinctions are thought of as ethnic differences. In Gregg M. Bloche’s article. â€Å"Race, Money and Medicine†, he states that we should erase racial categories from medicine but only use them if they are beneficial for the patient’s health. Peter Clark, author of â€Å"Prejudice and the Medical†¦show more content†¦People should not feel this way when entering a hospital or doctors office. They should feel like they are going to be given the best care and treatments possible. It is important to recogniz e the causes of this problem to create a solution. Like previously stated, there has been a vast history of racial issues particularly in the medical field. These issues have led to minorities, especially African Americans, to not trust medical professionals and procedures. A study found in the Archives of Internal Medicine gives shocking results by stating that â€Å"African Americans were far less trusting than whites of the medical establishment and medical researchers in particular. African Americans were 79.2 percent more likely to believe that someone like them would be used as a guinea pig without his or her consent† (Clark 118). There are many cases in the past which would make a minority feel neglected and like a â€Å"guinea pig†. For instance, Henrietta Lacks, the main character of Rebecca Skloot’s book, was diagnosed with cervical cancer in 1951. Her doctors were shocked at the terrifying rate her tumor was growing (Skloot 117). 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