Bartleby the Scrivener: Lawyer Double Essay -- Literary Analysis, Bart

Bartleby the Scrivener, by Herman Melville is a novella about a nameless lawyer who has in his employ a scrivener named Bartleby. Bartleby, throughout the novella, has different periods of work. In the beginning, he does his scrivening without reprimand or without hesitation, but as the novella progresses his attitude toward work changes drastically. Mordecai Marcus’ critical essay on the novella makes some good points, such that Bartleby is a psychological double for the lawyer, he represents a subliminal death drive within himself, and the conflict between absolutism and free will. All three of these points are attributed to Bartleby because he represents each respectively. In Mordecai Marcus’ critical essay on Bartleby the Scrivener, he takes the stand that Bartleby is a psychological double for the nameless lawyer. While progressing through the novella, Bartleby begins to slow down and eventually stops working altogether. The Lawyer doesn’t know what to do mainly because, â€Å"Bartleby’s power over the lawyer quickly grows as the story progresses.† (Marcus 1) When the lawyer first hired Bartleby, he was a tenacious young worker, â€Å"There was no pause for digestion. He ran a day and night line, copying by sunlight and by candlelight.† (Melville 16) This is in the beginning of the novella right after the lawyer had hired him. Bartleby, to the lawyer, doesn’t seem to have any other ambitions rather than scrivening for him. But all of that begins to change when Bartleby begins to not want to do some of the tasks the lawyer asks him to do. The first instance of this is when he is asked to proofread one of the copies he just completed, â€Å"†¦rapidly stating what it was I wanted him to do – namely, to examine a small paper with me†¦Bartleb... ...ast. But again obeying that wondrous ascendancy which the inscrutable scrivener had over me†¦Ã¢â‚¬  (Melville 44) Again, the lawyer is amazed at the amount of â€Å"power† Bartleby has over him. Bartleby, without actually doing anything, has taken away most of the lawyers’ free will and in turn feed his own absolutism. The novella is set in New York City in a Wall Street law office; both Bartleby and the lawyer represent characters of New York. Bartleby represents a type of person who is excited to come to a new city but then gets ground down into the daily routine of the city and begins to loose the will to work. The lawyer, on the other hand, represents the quintessential New Yorker, owning his own business and trying to succeed in a city that is famous for crushing spirits. Both Bartleby and the lawyer represent true characters within the fabric of the city of New York.

Case analysis of Barsetshire County Council (BCC) Essay

The case analysis of Barsetshire County Council (BCC) implies the need for the organizational and managerial change that it felt necessary and the aftermath of implementing the changes. As a public service organization the BCC felt that power should be devolved to the middle management and the change of organizational structure is necessary to meet the uprising demand of services by the locality and to effectively run the activities through out various departments. According to Weber’s analysis of bureaucracy, it is an omnipresent form of administration in modern society, where power and decision making authorities are held by the higher level of the organization. Development in the early twentieth century in scientific management associated with names such as Taylor, Urwick and Fayol, gave great support for bureaucratic systems of organization for their efficiency, stability and the elimination of waste. The larger the organization, the greater the degree of bureaucratization (Dawson). BCC, one of the larger county councils, formed as a bureaucratic structured public service organization, having a large number of employees over 28,000. The new CE of the BCC realized that power should be devolved to the middle management. He felt that the change in organization and management was necessary to ensure effective strategy implementation. According Nadler and Tushman(1990) the executive is a critical actor in the drama of organizational change. As being a bureaucratic organization, the BCC teamed up with new management view to turn it to a flexible, organic organization, which is more adaptable to new and unstable conditions (Burns, 1963). Now days it is obvious that, the very ability of an organization to survive will depend on its ability to master the process of change (Iverson 1996; kanter et al. 1992; Zimmerman 1991) .The situations that triggered this organizational change in BCC were referred as, though the organization was run by high professional philosophy, the business was not aimed at customer need and demands. But which is vital as a public service organization. Shortage of resources was also a norm in BCC and it was under tighter control of upper level management. And these all resulted from the narrow span of control, too many hierarchical steps of management and tightly prescribed role. It is necessary to explain here the term ‘Devolved management’. It means empowering the management team in an organization in decision making and taking initiatives as necessary and required for the operation of the organization. The situation is opposed to mechanistic systems; where decision making authority flows down from top to bottom manner, but more towards organismic system, which refers to more adaptive and lateral in environment (Burns, 1963). Thus the necessity of changes in the BCC was widely disseminated to the middle mangers and the key factors of the changes were widely emphasized. These key factors of organizational changes will be described shortly. Strategic management is the set of decisions and actions used to formulate and implement strategies that will provide a competitive superior fit between the organization and its environment as to achieve organizational goals (Prescot, 1986). Before initiating an organizational change, certain strategic planning must be done to ensure the proper functionality of the changed management. The essence of formulating strategy is choosing how the organization will be different (Porter, 1996). A well defined strategy helps the organization to achieve core competency, synergy and value creation. A devolved management, as in the case of BCC, means giving more power to the middle level management, who are in charge for implementing overall strategies and policies defined by top managers. So, top level management’s responsibility is to define a clear strategy and lead the mid level mangers toward it. As a public organization like BCC, customer orientation is a vital issue. So strategy of the changed organization should comply with this. Leadership is reciprocal, occurring among people (Kouzes and posner, 1990) leadership is people activity, distinct from administrative paper shuffling or problem-solving activity. It is dynamic and involves the use of power. The goal of senior executives in many corporations today is not simply to wield power bit also to give it away to people who can get jobs done (Stewart, 1989). A devolved management enables the managers to become more focused about the goals and being empowered to take initiative they can practice the leadership role in doing things like entrepreneurship, risk taking and proactive. Which enable the organization to be more effective and help the employees to be customer centered. The need for organizational change in BCC emphasized this by devolving power to the middle management. An effective work force is an asset of an organization. The employee in an organization, which is flatter and practices Human relations approach, performs better than others. Training and development of employees represent a planned effort by an organization to facilitate employees learning of job related behaviors (Keys and Wolfe, 1988). Also performance related rewards encourage employees to increase their effectiveness. BCC initiated performance related pay for white collar staff as the requirement of its organization change. As it is assumed that, they (white collar staffs) have a purely calculative involvement with the organization; so remunerative power is used to obtain their compliance (Etzioni, 1975). Also enriched jobs improve employee motivation and satisfaction and the company gets benefited from higher long-term productivity, reduced costs and happier employees (Dalton, 1998). An organization’s structure is defined by how tasks are formally divided, grouped, and coordinated change agents can alter one or more of the key elements in an organization’s design. For an instance, departmental responsibilities can be removed, and span of control widened to make the organization flatter and less bureaucratic. In decentralized organization, having less hierarchy levels, decision authority is pushed downward to lower organization levels. Employees have their right to make decisions and to take initiative, which is the vital part of a devolved management. The organizations are now a days turning to Horizontal organizations. The vertical approach such as traditional functional structure does not work nay more, as tend is toward breaking down barriers between departments, and many companies are moving toward horizontal structure based on work processes rather than departmental functions (Hurwitz, 1996) Organizational culture refers to system of shared meaning held by members that distinguishes a organization from others (Becker, 1982). It can act as a barrier to change as well. But the actions of top management have a major impact on the organizational culture (Hambrick and mason, 1984). In a flat dynamic organization, employees have their own say in decision making, initiate change and realize their accountability in their jobs, which are rare in bureaucratic hierarchical organization. In BCC, the top management identified that a new culture replacing the old one was necessary to initiate new devolved management. Now it is needed to evaluate whether the BCC was successful in implementing the changes. In a devolved management decision making power of the middle managers is more emphasized. Delegation, which means transfer of authority and responsibility to positions below the hierarchy also arise (Leana, 1986) in devolved management. It frees middle manger from seeking authority from the top level management whenever any situation needs instant attention. It also increases creativity and perception. As a result of devolution of management in BCC, the management of the Social service Department (SSD), the line mangers were given more power and control over decision making. That raised more accountability among the managers which enable the subordinates to reporting and justifying task outcomes to those above them in the chain of command (O’loughlin, 1990). In devolved management, the need for self esteem (Maslow, 1943) arises in empowered mangers. At also makes them running toward goal. Intentions to work toward a goal are a major source of work motivation (Locke, 1968). The performance of the managers ultimately increases. But too much accountability hampers the smooth functionalities of the managers. It creates hesitation and more complexity. It just like ‘Goal Blocking’- occurs a when person’s motivation has been aroused but attainment of goal is thwarted in some way. To maintain service, the managers need resources. The empowered management can use the allotted resource successfully despite scarcity. The mangers have more control and accountability in providing services as a result. In BSS after devolution, management properly focused on the needs of the client instead of resource led services customer oriented business was emphasized. Technology- driven workplace in which ideas, information, and relationships are becoming important, is the most dramatic element of organizational change. In BCC the introduction of computerized financial management enabled the mangers to increase decision making responsibilities in budgeting. But problem arises when top level management still have control on resource allocation after giving away the power to the middle level management to decide in using the recourses. It limits functionality. If mangers are given limited resources but are expected to improve work performance, it is a dilemma for the managers as the middle mangers of BCC faced after devolution. Moreover, the newly devolved management system had a good affect on specialists support staff of finance, personnel, and information departments. They were widely dispersed having their head of profession at the center to ensure proximity with the service and business needs instead of being centralized. This was a key feature of organizational change in BCC, ‘being close to the customers’. But some felt it as a predicament that, the communication gap was large as the specialist staffs were controlled centrally in pre-devolution period. So, still there remained some structural barriers in specialists’ service. The managers didn’t understand the activities of the specialist support staffs. Actually, though devolution evolved in SSD, the department of specialists was not ‘devolved’ fully. The devolution of management in BCC, specially in SSD (Social Service Department) was introduced both with the emergence of positive and negative aspects of it as every thing has those two sides naturally. But the balance on the positive side was far heavier than that of negative side. All middle mangers were happy (except few) with the new devolved management system, which empowered them to take decisions regarding their fields and to take initiative with out asking permission of higher authority. The accountability and the clarity aroused with in the employees. The efficiency of mangers to use the scarce resources according to the need and demand of consumers also increased. That means the mangers were becoming more responsive and cautious about the customers. The overall situation was improved in BCC after the devolution of power. But as the ‘dark side of the moon’, the devolved management faced some negative waves of thoughts from some mangers of BCC. They felt that, though they had been given additional responsibilities and decision making power, they had not been given the full authority. Some occurrences were opposed to the initiatives as the CE announced those to be needed for the organizational change and devolution of power to the middle management. Finally, it can be said that; the initiative and implementation of devolved management and organizational change for effective implementation of strategic planning in Barsetshire County Council (BCC), were totally appropriate as being public service organization. But in reality, fully devolved management cannot be possible for some factors. If the middle mangers are biased, or they are not totally focused on the goal, the devolved power they practice does not make any good to the organization. On the other hand if upper level management holds potential control over some major areas such as resource allocation of organization after devolution, when middle managers are expected to make decisions, major conflicts may likely arise between management team. Thus this will lead to frustration and job dissatisfaction among middle mangers. In a public service organization like BCC, consumer orientation is vital. So, upper level management and the middle level management’s dedication will be concentrated on achieving customer’s contention by providing required service. Even there is hoax about empowering mangers. Many empowerment initiatives fail to deliver their expected advantages and that employees can end up less committed than before (Cunningham and Hyman, 1999). Also empowerment may turn to disillusionment- because managers tend to assume that more interesting work is sufficient rewarding, they find themselves working much harder for the same remuneration (Cunningham et al, 1996). The introduction of Organizational development is then necessary for effective organizational change, which is a collection of planned- change interventions built on humanistic- democratic values that seek to improve organizational effectiveness and employee well-being (Porras and Robertson, 1992). Now a days more and more organization are turning to devolved management, the top level managers believe , this would make the subordinates more goal oriented and the barriers and conflicts between management level would be removed, thus the organization could turn into a learning organization. Barsettshire county counsil was not an exception to this. References: * Micheal E. Portar (1996), â€Å"What is Strategy?† Harvard Business Review, 61-68. * Michel G. O’Loughlin (1990), â€Å"What is Bureaucratic Accountability and How can we measure it?† Administration and society 22, Vol(3), 275-302. * Carrie R. Leana (1986), â€Å"Predictors and Consequences of Delegation†, Academy of management journal, Vol(29), 754-774. * Alan Hurwitz (1996), â€Å"Organizational structure for the new world order†, Business horizons (may-June), 5-14. * Bernard Keys and joseph Wolfe (1988), â€Å"Management Education and Development: current issues and emerging trends,† Journal of management, Vol(14), 205-229. * James M. Kouzes and Barry Z. posner (1990), â€Å"The credibility factor: what followers expect from their leaders†, Management review, January, 29-33. * Thomas A. Stewart (1989), â€Å"New ways to exercise power†, Fortune, November 6, 52-64. * Glenn L. Dalton (1998), â€Å"The collective stretch†, Management review, December, 54-59. * D.C Hambrick and P.A. Mason (1984), â€Å"Upper Echelons: The organization as a reflection of its top managers,† Academy of Management Review, April, 193-206. * Cunningham et al (1996), â€Å"Empowerment: The power to do what?†, Industrial Relations journal, vol(27), 143-54. Cunningham and Hayman (1999), â€Å"The poverty of empowerment? A critical case study†, Personal review , Vol (28), 192-207 Bibliography * Rollinson D. and Broadfield A.. (2002), â€Å"Organizational Behaviour and Analysis â€Å", 2nd edition, Pearson education. * Robbins S.(2001), â€Å"Organizational Behaviour†, prentice Hall: New Jersey. * Daft R. (2003), â€Å"Management†, 6th edition, , Thomson. * Soffer C.(1978), â€Å"Organizations in theory and practice†, Heinnman : London. * Dawson S.(1996), â€Å"Analyzing organizations†, 3rd edition, Macmillan.

Sunil Bharti Mittal - Entrepreneur Profile Essay - 1564 Words

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The Role Of Community Gardens Function With Health, Food,...

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Is Online Learning As Good - 1589 Words

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Subjective Performance Evaluations Careers â€Myassignmenthelp.Com

Question: Discuss About The Subjective Performance Evaluations Careers? Answer: Introduction Human resources ought to be the primary possession of any company or organization. An associational culture that refuses to adapt measures of progress and development, will lead to weak commitments towards employees and this may further result in lack of dedication on the part of the employees (Anitha Begum, 2016). The employees of developing business organizations face the following hindrances: personality clash, mental stress, excessive workloads, insufficient assets, poor leadership qualities, absence of transparency, unhealthy work environment and degrading health conditions. Majority of the afore-mentioned hindrances is likely to get resolved with proper execution of performance management. The following report aims at analyzing such instances. Organizations should neither inflate nor deflate performance level ratings of employees based on economic conditions Performance evaluation plays a significant role in a workers employment experience (Aguinis, 2009, Chapter 6). However, the evaluations are conducted by higher authorities and they are likely to nurture mysterious motives. One of the primary targets of utilizing a performance based remuneration framework is to inspire workers to invest more efforts. As indicated by organization hypothesis, connecting salary to execution persuades employees to invest more efforts to enhance execution, in light of the fact that expanded execution brings about expanded pay. At the point, when high officials evaluate performance subjectively, this interpretation gets affected, as supervisors possess both intention and chance to manipulate appraisals and inclinations upset the connection amongst fees and functioning. Thus, it is anticipated that operation assessment inclinations impact the motivational aspect of the execution based remuneration design. Centrality inclination gives rise to an unbalanced pa y-to-functioning proportion. Since compression is accomplished by negating the rating of good workers and increasing the appraisal of poor performers, subsequently the scenario is that the good performers need to invest more effort, as compared to poor performers, in order to obtain a similar rating (Cappelli Conyon, 2018). This compression of evaluation negatively influences incentives, since it reduces the probability that good performers or workers will rely on the fact that their enhanced performance will bring about an increment in their salary (Rubin Edwards, 2018). On account of high officials inclination, every stage of execution gets a superior rating and resultantly more pay. The above-mentioned liberal attitude has adversely influenced motivational forces, in light of the fact that the worker needs to invest less effort to achieve a high level of recompense. For instance- an employee of my previous office had been receiving increments, despite of putting up poor perform ance; this further infused slackness in him. The impact of biasness or inclination is equivalent to bringing down the execution targets, which diminishes worker incentives. (Frederiksen, Lange Kriechel, 2017) (Jacobs, Belschak Hartog, 2014) Ethical implications of actions Two strategies for evaluation are utilized, to be specific execution rating scale and performance appraisal. Execution rating scale is portrayed by any particular significant opportunity. Its outcomes have been optional in nature. The strategy has not proved itself to be much effective in the domain of workers advancement. The afore-mentioned two evaluation methods gives rise to certain moral questions, evidently workers might begin thinking about whether they are surveyed in fair and just manner and may feel not acknowledged as no actual recognition is assigned to their advancement. To support with an instance- a diligent employee from my previous company felt dejected at the unfair means of evaluation and ultimately was compelled to quit the job. The term appraisal itself is generally associated with control and absence of trust and consequently individuals are somewhat unwilling to experience one and are managing an assortment of negative feelings (Rosen et al., 2017). Appraisal, ethically, ought not to be unidirectional, sole voice of the manager must not be heard during appraisal, the concerned worker must be vocal. Bidirectional contribution which empowers employees to execute a role in the examination. Effect of these actions on the base salary of new hires Owing to miserable accounting and tax deductions, many states of the nation were unprepared for the recession and consequently failed to maintain a stable financial stature. The financial depression is likely to lower the basic salaries of new employees. There is a probability of omission of other financial facilities such as pension plans. For instance- the new recruits of the previous company, were not offered a standard salary scale. Conclusion Thus, from the above discourses it might be concluded that dedication amongst workers ranges from frail commitments to massively potent commitments. However, organizational culture adaptability plays a vital part in determining the degree of dedication of any chosen employee. Involvement of employees is intrinsically associated with flexibility and constancy. Additionally, several other factors (mission, consistency and others) have a positive impact on performance management practices. These practices enhance the success of organizations by enhancing capacities of workers. References Aguinis, H. (2009).Performance management. Upper Saddle River, NJ: Pearson Prentice Hall. Anitha, J., Begum, F. N. (2016). Role of organisational culture and employee commitment in employee retention.ASBM Journal of Management,9(1), 17. Cappelli, P., Conyon, M. J. (2018). What Do Performance Appraisals Do?.ILR Review,71(1), 88-116. Frederiksen, A., Lange, F., Kriechel, B. (2017). Subjective performance evaluations and employee careers.Journal of Economic Behavior Organization,134, 408-429. Jacobs, G., Belschak, F. D., Den Hartog, D. N. (2014). (Un) ethical behavior and performance appraisal: the role of affect, support, and organizational justice.Journal of business ethics,121(1), 63-76. Rosen, C. C., Kacmar, K. M., Harris, K. J., Gavin, M. B., Hochwarter, W. A. (2017). Workplace politics and performance appraisal: A two-study, multilevel field investigation.Journal of Leadership Organizational Studies,24(1), 20-38. Rubin, E. V., Edwards, A. (2018). The performance of performance appraisal systems: understanding the linkage between appraisal structure and appraisal discrimination complaints.The International Journal of Human Resource Management, 1-20.

Intra- and interpersonal perception free essay sample

How does intra- and interpersonal perception (understanding yourself and other people) contribute to individual success both at university and later at work? In this world of change and complexity, studying hard at school and dedicating at work are not enough to succeed at university and workplace. There are many factors affecting one’s life. The main factor comes from inner world of an individual. As the saying goes: nothing is too difficult if you put your heart into it. Therefore, deepen the understanding of inner world of is important to an individual. Moreover, in order to succeed at both university and later at work, having intra- and interpersonal perception are vital for an individual. This essay will discuss how does intra- and interpersonal perception contribute to individual success both at university and later at work by mainly focused on that enhanced study result by self-monitoring and raised work performance by communication with colleague. We will write a custom essay sample on Intra- and interpersonal perception or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Interpersonal perception is a type of social psychology, it means how you perceive a target, and the target can be a person apart from yourself (David A, 1994). In laymen’s terms, interpersonal perception can be defined as how much does an individual understand about the others. The purpose of having an interpersonal perception is to communicate with others successfully and get advantages from the successful communication. Having a better understanding of others can lead an individual to be success at both University and later at work. This essay will further discuss about this point in the following paragraphs. In order to communicate with others successfully, an individual must first learn to communicate with himself or herself. That means having a better understanding of our inner feeling is needed. This can be called as intrapersonal perception. In the daily life, an individual may not perfectly understand about what the inner feeling is when acting different behaviors. This will cause an individual to feel uncomfortable. Therefore, having an intrapersonal perception is very important. In order to develop intrapersonal perception, individuals should be able to describe what they strive for as their own personal values, vision and objective (Hanbury, Sapat, Washington, 2004). Intrapersonal perception will be built after having a deeper understanding of an individual’s goals of life. Therefore, it allows an individual to adjust his or her behaviors and reduce the feeling of uncomfortable. After having an intrapersonal perception, an interpersonal perception can be developed by enhancing communication with others. But above all, both perceptions can lead an individual to succeed at work and University. Intrapersonal perception can help students to get a better study result at University and enhance performance at job by increasing self-monitoring and self-awareness. When an individual knowing more about himself or herself, disadvantages will be found and hence increases their self-awareness. Bercher pointed out that accurate self-regulation can help a student to get a better result and greater performance at school (2012). When a student can be aware of his or her state of study, they will be able to adjust their performance. More importantly, students should clearly know about themselves at first. Secondly, they will find out what behaviors and what disadvantages should be improved in order to achieve the goals of study at school. At last, students will adjust their study methods or put more effort on study. As a result, the goals will be easier to accomplish and the study progress will be under their control. Moreover, intrapersonal perception can help an individual to be success at workplace. Employees’ attitude is very important to their performances at work. A positive attitude can lead an employee to accomplish a task more easily. When the employees knowing more about themselves, they can clearly know about what are their goals at work and what should they do to achieve the goals. Therefore, employee’s work attitude will be changed positively caused by their self-awareness. Performance and workplace behavior will also be improved. When an individual can own the ability of self-monitoring at workplace, attitude and workplace performance will be continently adjusted, it leads an individual to be success at work by having a higher performance. Furthermore, having an interpersonal perception can help an individual to obtain a higher result at both University and workplace by improving communication skill and increasing communication with others. Firstly, different types of group project are needed in the University. Having a better understanding of the others can help to obtain a successful coordination and get a better performance at group project. When the others thinking are highly understood by an individual, the individual will be able to coordinate with them in a more suitable way (Abele, Stasser, 2008). That means the communication with others will be improved and it leads to a successful coordination. Additionally, when a student having a better understand of other schoolmates, he or she can be able to compare their differences in study method, and hence to make an adjustment in order to improve study result. Also, having an interpersonal perception can benefit an individual at work. When an individual having a deeper understand of others, he or she can find an appropriate way to interact with them and obtain a better performance at work (Vrinda, 2001). Knowing others is an important skill, it helps an individual to analyze others behavior. Once an individual can be able to understand colleagues at workplace more accurately, he or she can communicate with them in a more suitable way and can have a better coordination. It will decrease conflict and enhance working result. Apart from improving working performance by appropriate interaction with others, interpersonal perception can also help an individual to get a job more easily and keep the job. Because it helps an individual to have a higher understanding of the examiner’s mind. In conclusion, intra- and interpersonal perception help an individual to have a self-monitoring ability and a better communication skill. Therefore, the performance at work and study progress at University of an individual can be improved by continually self-monitoring and enhancing interaction with others. Also, it allows an individual to obtain a higher study result and to have a better performance at workplace. Finally, intra- and interpersonal perception can help an individual to be success bot at university and later at work.