Organizational Development in HRD Essay Example | Topics and Well Written Essays - 500 words

Organizational Development in HRD - Essay Example The last manager to be terminated, Leon McLaughlin had 15 years of Marine experience, but he could not deliver results. Although, he did his best, he was handicapped by the lack of funds, which were originally promised, leading to underperformance. The main task before the new manger, Jack Keltner, is how to successfully run Fourwinds Marina through new strategies, even while generating funds. Strengths Lake Monroe is a happening place in Indiana with all safeguards and opportunities FourWinds has been providing optimum services for the last few years There are other value added services, which would complement it Jack Keltner’s previous good performance in Marina’s accounting department Weakness Managers are being changed in a short-term manner, without long-term perspective Thus, there is no optimum continuity of the various organizational processes, initiated by each one of them Charges for anchoring boats are also increasing, leading to higher operational costs Oppo rtunities Indianapolis metropolitan area’s population is over one million, and they have some $3.5 billion dollars to spend annually.

Human resources Essay Example | Topics and Well Written Essays - 1250 words - 2

Human resources - Essay Example One tool for monitoring performance management is  performance appraisal. For organizations, performance management is usually known as company performance and is monitored through business appraisal. [Performance Management. (2009). In  BUSINESS: The Ultimate Resource. Retrieved from http://www.credoreference.com/entry/ultimatebusiness/performance_management] What value does Performance Management have for an organization? For the organization, Performance Management’s is beneficial as it facilitates the organization’s capacity to deliver strategic and operational goals which can be translated to a growth in sales, reduction of costs, and increased operational efficiency. It also provides the employee a clear understanding of how meeting target performance adds value to the organization’s strategic goals. What value for an individual? For an individual, Performance Management is beneficial as it creates an environment that motivates employees to be at its be st. Through Performance Management, employees are also able to know how much and how they are contributing to the growth of the organization. And as the employees contribute to the growth of the organization, Performance Management provides the incentive structure by which employees are rewarded for achieving if not exceeding their goal in the organization. 2. What is meant by the term Business Behavior? What are the unbreakable behavior laws? Why is behavior considered the key to quality? What is meant by the term Business Behavior? Business behavior â€Å"underlies what employees choose to do (quality and/or quality), how much effort they will put into accomplishing the task, and how long they will put into accomplishing it†. (Steven Stralser, Phd. MBA in a Day: what you would learn in top tier schools (if you only had the time!) John and Wiley and Sons Incorporated, Hoboken, New Jersey, Published simultaneously in Canada. E-book. P. 20 What are the unbreakable behavior law s? Unbreakable behavior laws are the inviolable laws of business conduct that was drafted to align processes and employee activities within the organization to ensure that behavior will be in consonance to the company’s strategic and long-term goals. They are the set of performance expectations from employees that is tied up with the over-all organizational goal. Why is behavior considered the key to quality? Business Behavior is key to quality because it determines how an employee will perform. If behavior is desirable and consistent to Performance Plan, such behavior will translate not only quality but also greater efficiency. While an underperforming behavior will undermine not only the particular employee’s performance but also the organization as a whole. 3. What is pinpointing? How does pinpointing apply to performance management? What is meant by â€Å"the right† pinpoint? What value does pointing have in managing performance? What is pinpointing? Pinpoin ting is being specific about target performance and communicating it clearly to the employees. It includes defining the drivers that measures performance that will add value to organizational goa

How does this section of Romeo and Juliet Essay Example for Free

How does this section of Romeo and Juliet Essay The characters are utilised by Shakespeare to highlight a sense of loss and desperation. The Captain who is a neutral figure, expresses a sense of remorse and sadness when he sees Romeo and Juliets dead bodies as a pitiful site, also illuminating a sense of universal suffering. Juliets newly dead body is used so that the agony and pain of her death is felt again universally. Romeo and Juliet are described as piteous woes which portrays them as one and as abstractions of sadness which emphasises the loss and despair of a romantic pair. The words trembles, sighs and weeps are listed characteristics of suffering used to highlight a sense of loss and nervousness. The shock and astonishment of Romeo and Juliets death is highlighted by the repetition of dead showing how unexpected this tragedy really was. Tybalts death is exaggerated when Romeo and Juliets marriage day is described as Tybalts doomesday increasing the magnitude of desperation and sadness. Shakespeare illuminates a paradox of joy and sadness between Tybalts untimely death and the new-made bride groom creating a contrast of joy and misery. There is a cruel irony when Juliets borrowed grave became her actual death bed. When this great tragedy was described as an accident it conveys the image of this great tragic love story as a minor and petty incident. Shakespeare uses the language of an important character to highlight a lack of gravitas and feeling in the text. Shakespeare uses flowers which represent nature, good health, love and positivity as a conventional image to highlight what this tragedy is all about. The last line describes everyone as being punished which again shows universal suffering. Shakespeare focuses the blame and responsibility on many people to emphasise the complexity of this tragedy. When the captain of the watch holds him in safety there is an air of suspicion that suggests that there will be blame given. The mattock and spade are both physical emblems of the Friars responsibility, showing the explicit direct blame and responsibility, of the Friar. The fact that the families are unaware adds a sense of mystery and shows more clearly the rushed fickle and spontaneous nature of the marriage. When Montague asks What further woe conspires against mine age? it shows bad luck, dual responsibility and the loss of youth and innocence. Shakespeare plays upon a maternal instinct when Juliet is described as a daughter for the first time, which is much less formal and emotional, conveying a real image of suffering and grieving. Shakespeare uses Romeo and Juliets stlen marriage day to portray a sense of immorality and negativity. When Juliet pined it reminds us of the rushed and hasty marriage. When Juliet is described as doing violence to her self, it presents to us a literal reading of suicide, but also lays a wider and inferred blame on Romeo and Juliet. Shakespeare describes the nurse as privy to show the nurses responsibility in keeping secret. Shakespeare highlights a sense of resolution and end to trouble by conveying subtle hints through the use of his characters. There is a healing of a rift when Shakespeare uses Romeo and Juliets death to present a positive image of the families which is shown when Capulet says O brother Montague Which is used as a positive image of new unity and a bond between the two families. The statue in pure gold emphasises the preciousness and importance of this tragedy. Montague compliments the Capulets when he says true and faithful Juliet showing that despite all the sorrow and grief there is still a sense of positivity. The resolution is tarnished by the fact that it is still glooming but it still gives us a sense of peace and when the Prince who is neutral repeats this again which portrays a universal sense of suffering. The sun represents images of positivity and despite a sense of sadness and sorrow there is still a sense of calm and new peace. There is a sense of union and bonding when Balthasar says to the Prince to the same place, to this same monument showing the older generations past conflict and Balthasar represents youth and innocence so he also represents the ability to change attitudes and stop the rivalry and stubbornness that has become so ingrained. In this section Shakespeare uses tragic aspects to highlight tragedy towards the end. The Princes advice is to have patience and slow down which is an ironic reminder that Romeo and Juliets fatal flaw was that they rushed in to their love and marriage. Friar advised Romeo and Juliet to slow down and bear this work of heaven with patience but they still remained rushed which is Shakespeares way of reminding us of Romeos hubris. The Friar wants his old life to be sacrificed emphasising even more the loss of youth, innocence and change. There is a hint that the two families have not learnt anything from this great tragedy when Montague says I can give thee more which shows that the two families are still competitive and are both desperate to prove themselves better. There is an implication that they are still interested in materialism when the statue will be raised in pure gold which is another superficial attempt to show the power and wealth of the families. When this tragedy is described as a story it undermines the sense of real suffering and denigrates Romeo and Juliets love.

Eye Care Institute Analysis

Eye Care Institute Analysis Ishan Narma Jyotismaya Shabeer Pk Khayapam Raising Ujjval Rana Nahid Zafar Ipshita Prasad Usha Deepthi INTRODUCTION: The LV Prasad Eye Institute was established in 1987, with a mission to provide equitable and efficient eye care to all sections of society. Started with a goal to be a leader in combating global blindness through the direct impact of patient services and the indirect impact of training it provided to eye care professionals, LVPEI by 2011, had become a world class eye institute encompassing services such as clinical care, education, research, rehabilitation and high impact rural eye care. LVPEI was the brainchild of Dr. GN Rao, who after working for 12 years in the United States, was greatly inspired by the quality of eye care provided there. Born in a small village of Andhra Pradesh, Dr Rao was very sensitive to the health problems of the poor and wanted to do something for them. His dream of serving the poor was shared by film producer L.V. Prasad, who wanted to support a project dedicated to enhancement of vision. L.V. Prasad donated a 5 acre plot of land to Dr. Rao to start an eye hospital, along with the equivalent of 1 million US dollars. Dr. Rao named the hospital after L.V. Prasad, to respond to his generosity. Additional funds were generated for the hospital from the United States through the Indo-American Eye Care Society and finally the hospital started operations in 1987. The hospital was built with a keen eye for aesthetics. Dr. Rao did not want the hospital to look or feel like one, instead wanting a sunny and pleasant place with wide corridors and soothing dà ©cor. Dr. Rao wanted to focus on the patient, keeping in mind his dignity, needs and comfort. LVPEI offered services for all types of eye care diseases, from routine cataract surgery to complex procedures such as retinal, corneal and oculoplasty services. Special service facilities were set up for the vulnerable age groups such as children and the elderly. Since it was established in 1987, LVPEI had provided outpatient care to six million and surgical care to more than 585,000 patients, 52% of them free of charge. LVPEI had reached a total of 17 million people, and had built permanent eye care infrastructure in 16 districts of Andhra Pradesh. Vision 2020 – The Right to Sight In order to address the problem of increasing number of global blindness, WHO and the International Association for Prevention of Blindness jointly launched a common agenda for global action: Vision 2020 The Right to Sight. Five conditions were identified as immediate priorities based on their high prevalence, and the affordability of interventions to treat them. These were Cataract, Trachoma, Onchocerciasis, Childhood Blindness and Refractive Errors. PYRAMID OF EYE CARE In order to attain the aim of making eye care accessible to everyone, Rao and his team developed the LVPEI Pyramid of eye care. The main emphasis of this model was to provide eye care at appropriate level, easily accessible and affordable without any compromise in quality. This resulted in the creation of facilities within the community which are linked to higher levels of care. The pyramid consists of 5 levels of care. They are, Community Level Care, Primary Level Care, Secondary Service Centres, Tertiary Care Centres and Centre of Excellence. Community Level Care: The community level care is provided by the vision guardians. They look after the health of 5000 people. They monitor the health of children and elderly by doing door to door campaigns and through other means. They monitor those patients who have had surgery and provide readymade near vision glasses. They also refer those who need eye check up to the appropriate centre. Primary Level Care: The primary eye care is provided at the Vision Centres, managed by the Vision Technicians trained by LVPEI. They screen people at the centre and children at school. They cover a population of 50000. They dispense spectacles as well as educate the people about their use. They also identify people for surgery advanced eye care. Secondary Service Centres: At this level, outpatient services are provided where diagnosis of all eye diseases is done. They perform eye surgeries and also serve as the referral source for tertiary care. They serve a population of 1 lac. There are 11 secondary care centres and 9 partner centres. Tertiary Care Centres: They provide highest quality medical and surgical eye care irrespective of the socioeconomic status. They serve a population of 5 million. They offer finest medical education and surgical training to eye care professionals and also conduct innovative research. Centre of Excellence: It is situated at Hyderabad serving a population of 50 million. It provides services like management of complex cases, training to subspecialists and trainers, rehabilitation, research and capacity building of training centres. This model of LVPEI is so efficient that the Government of India has adopted the same model for eye care service delivery in current five year budget plan. EDUCATION AND TRAINING LVPEI considers training and education as an important factor which can influence the quality of eye health service delivery. The training aims to upgrade the skills of ophthalmologists and equip new entrants to the field with the appropriate skills and knowledge. The institute develops human resources internally through training and education. All the clinical staff, support staff, ophthalmic technicians and eye care administrators undergo a training program before they are recruited for the particular post which helps to maintain quality care across all the levels of care. It has a comprehensive co-operative agreement of mutual benefit in education and research with the University of Rochester Eye Institute, Case Western Reserve University, the University of Wisconsin, Duke University and Bascom Palmer Eye Institute in the United States and the University of New South Wales and University of Melbourne in Australia. This gives great opportunity for those who would like to excel in e ye care delivery. RESEARCH AND ADVOCACY LVPEI integrated research as a part of service delivery though it affected the clinical workload and productivity. It was 25 years ago, the research started at Hyderabad Eye Research Foundation (HERF), the research arm of the institute, with the support from Professor Brien Holden of the University of New South Wales, Sydney, Australia. The research concentrated on molecular genetics of inherited eye diseases, molecular diagnostics for early detection, microbiology of eye infections, biochemical features of cataract and stem cell technology for reconstruction of the damaged ocular outer surface. Research is spread over the centres at Hyderabad, Bhubaneswar, Visakhapatnam and Vijayawada. It not only conducts clinical research but also clinical trials. Each clinical research project and trial goes through a rigorous examination by Institutional Review Board (IRB), for its scientific and ethical aspects. Only those that are approved are taken up. The projects were supported by the grant s received from the Department of Biotechnology( DBT), Department of Science and Technology(DST), Council of Scientific and Industrial Research (CSIR), Indian Council of Medical Research(ICMR), National Eye Institute(NEI, National Institutes of Health), USA. HERF is one of the four pillars of the multinational research and development group called Vision Cooperative Research Centre (operating from Sydney, Australia). It conducts research on a series of clinical studies. Research at the Institute aims to be â€Å"relevant, rigorous and cutting edge†, and hopes to become one of the most productive eye research groups in the world. Towards this aim, there are six initiatives. They are a new Academy for Eye Care Education, Child Sight Institute, Institute for Eye Care for the Elderly, Centre for Ocular Regeneration (CORE), Institute for Eye Cancer, a Centre of Excellence in Eye Banking. The start of SRUJANA (a Sanskrit term meaning creativity), centre for innovation was a milestone. It is a bilateral program between HERF and groups at the Massachusetts Institute of Technology (MIT), Cambridge, MA, USA. INTERNATIONAL CENTRE FOR ADVANCEMENT OF RURAL EYE CARE (ICARE) International Centre for Advancement of Rural Eye Care (GPR ICARE), LVPEIs community outreach program, began in May 1998, with the aim of making high-quality, appropriate eye care accessible to all. Objectives LVPEI tried to develop high quality self-sustaining eye care services in neglected areas of India and other parts of the developing world and to train all cadres of eye care personnel for the provision of efficient eye care services. Its objectives include participating in planning eye health initiatives in the developing world to undertake operations and research projects. Also LVPEI collaborated with international NGOs like Operation Eyesight Universal (OEU), in turn to support the hospitals to scale up their capacity to perform affordable cataract surgeries and provide comprehensive eye care services around the world. This support of LVPEI helped the hospitals to increase the number of patients by 100 per cent. Organisational Excellence Rao gives the full credit of organisational excellence to the employees. It is achieved by constant nurturing of its employees by giving continuous education program and training activities at various levels. The culture of the institute is build around quality care. To instil quality consciousness, they conduct presentation once a month at 7am meeting on already audited files and will see how they had complied with the standards. This effort will reinforce the quality consciousness among the employees. Since the organisation is depending on their employees the biggest challenge in front of LVPEI is in finding right people at right position. According to them they don’t want to hire somebody to fill a slot, but need people with exceptional potential. Their recruitment process is unique as they try to bring young people from rural areas and train them both clinical teachings and the culture, which they are following in the institute. They always prefer to have fresh minds over personnel with previous experience, since the experienced people couldn’t follow the institute. LVPEI gives importance to individual growth and career development as well, as they allow doctors to allocate their time at hospital between patient care, education and research. LVPEI culture is highly patient centric, we can see it from their practices like, doctors directly go to the waiting room to fetch the next patient, instead of waiting for the nurse to do so. The closest parking area is reserve d for patients rather than doctors and the staff members. The founder of LVPEI, Gullapalli N Rao, did his graduation in medical science (MBBS) at Guntur, Andhra Pradesh and completed his post graduation from AIIMS, Delhi in ophthalmology. He then went to the US in 1974 and came back in 1986 and established LVPEI in 1987 in Hyderabad (Andhra Pradesh). The idea behind this institute is to help poor and needy people in terms of alleviation of blindness. By the technical knowledge and experience gained in India and US and his strong desire and passion toward the work for the poor and needy people develop his leadership quality. DR. RAO’S LEADERSHIP SKILLS As we are talking about the work done by Rao and his leadership under which LVPEI gets the highest level of honor in people’s mind, it is to be emphasized that this is achieved solely by strong desire. Dr. Rao displays basically three kinds of leadership – People oriented leadership Transformational leadership Contingency leadership In People oriented leadership there is a mutual trust that exists between the leader and the followers. Leader is very much concerned about the desire, demand and welfare of his follower and this gains him respect and popularity among the followers. Dr. Rao’s patient- centric approach is clearly seen from his own quotation -â€Å"Patient is king; his dignity, needs and comfort supersede everything also , regardless of whether he pays for it or is treated free of cost†. His nature towards the patients can be understood with the help of certain scenario described by his staff member and patients. For example, in terms of reducing the waiting time of the patient come for the treatment in OPD doctors of the hospital has to walk in the lobby to approach the patient. Another example is about the parking arrangement of the hospital where the area is clearly defined for the staff and the patients come for the treatment. Parking area of the patient is nearer to the hospital as compared to staff so the patient is given prior importance. There are mainly three kinds of qualities which we have observed in a transformational leader charismatic, inspirational and individual consideration. In case of Rao, he is a visionary in nature. He is totally devoted to his goal to alleviate blindness and plan and work accordingly to meet his desired goal. He is very professional and his communication skills are excellent and so people feel comfortable in approaching him. His long term planning quality makes him a charismatic personality. Rao is very good in technical knowledge and skills and these are built on the foundation of his hardworking and passionate nature. His hardworking attitude made him popular in the hospital under the name of ‘Task maker’ and he unwillingly became the inspirational model for many people. By rewarding the staff he motivates them to do best for the hospital and for the patients. He strives to resolve even the personal problems of his staff and provide moral support. Contingency leader is the person who responds according the situation required. In case of Rao many people give different opinion; some would say he is autocratic in nature, some would say he is charismatic but democratic in nature, and further some would say he is very supportive in nature. Actually he responds differently according to the situation required. He becomes autocratic when matters of policy making, decision making, task completion and quality of work are concerned; becomes democratic when we are talking about long term projects and providing help to the staff and he becomes supportive when his staff have any issues may they be personal or professional. Rao’s leadership might be different from other leaders but he is the one who has made LVPEI the pioneer institute for eye care in India. Apart from LVPEI, Aravind Eye Hospital has gained massive popularity among the people. All this has been possible by the transformational leadership of Dr. Venkataswamy, who started this not for profit institute on great Indian mystic Aurobindo’s philosophy. QUALITY MANAGEMENT LVPEI follows standard protocols and processes for providing best quality eye care. By having proper support from appropriate systems, the doctors are able to treat lot of patients in the OP. They are following data driven approach to monitor quality. They periodically review the programs to modify them accordingly and to implement policies. FINANCIAL VIABILITY LVPEI is under the supervision of two not for profit institutes, Hyderabad Eye Institute and Hyderabad Eye Research Foundation. Even after treating a large chunk of patients at free of cost, they managed to generate profit. The main source of income for LVPEI was through cross subsidization of treatment where the treatment cost of poor patients is covered by rich patients. They are receiving donations from like-minded organizations, who support its work. FUTURE OF LVPEI The Indian health care industry is entering into new era with significant changes in greater affordability, increased awareness in patients, and presence of more health care providers. The population opting for health insurance is about 2% in India and about 20-30% of insured patients visit urban hospitals for seeking health care services. Now-a-days patients’ requirements have shifted from good quantity of vision to good quality of vision. There are more specialized clinics that educate patients on various methods of eye treatment and their outcomes. Due to all the above issue LVPEI has been forced to restructure and reorganize its system of delivering eye care facility. ORGANIZATION LIFE CYCLE AND LEADERSHIP A FUTURE PERSPECTIVE Being a 27 years old organization, LVPEI has already reached a state of maturity in its life cycle, which is characterized by delay in decision making, being less proactive, less innovative and more risk-averse. LVPEI has a functionally based structure that is primarily led by doctors and exhibits as fairly centralized. So for this LVPEI has developed a bureaucratic style of functioning and decision making. Its focus is mainly on efficiency rather than novelty. The future head of LVPEI should to be an ophthalmologist having an outstanding track record and who could take forward the organization into a desirable state of its functioning. LVPEI prefers its future head to be a clinical scientist respected both nationally and internationally. COMPARING DR. VENKATASWAMY’S LEADERSHIP WITH DR. RAO Both the legendary leaders from India, who tried to held head up in the global eye care. The main attracting feature of Dr. Venkataswamy’s leadership was his clear vision about the hospital and its function, while Dr. Rao is very much concerned about the needs and welfare of his followers and this make him respectful among the followers. Dr. Rao put emphasis on quality care and highly patient centric approach in the institute’s culture, Dr. Venkataswamy believed in social marketing strategy for the development and expansion. CRITICAL ANALYSIS WITH ARAVIND EYE HOSPITAL LVPEI has got a clear cut strategy for community outreach programs, but Aravind eye care lacks clarity on it. LVPEI focused on producing human resources internally, while Aravind eye care preferred persons with experience. LVPEI’s focus is on quality care, Aravind eye care focused on quantity, by increasing the number of patients. CONCLUSION Facing great challenges from both environment and leadership change, LVPEI had set a few goals for itself in the next five years, such as, strengthening its brand as a cutting-edge eye care delivery system, providing good quality of services and education, strengthening the ability of the institute to conduct breaks through clinical research, improving the ability of LVPEI to provide high level community health services, and improving its ability to enhance the capacity of LVPEI to become a role model globally in eye care health delivery system. Ultimately the main focus of LVPEI is to provide eye care facility to 200 million people directly by 2020. LVPEI also aimed to enhance the eye health policy across India and globally through providing quality eye health. Finally Dr. Rao articulated in his dream that, â€Å"when people talk about best eye institutes globally, LVPEI must come up for discussion† REFERENCES: http://www.lvpei.org/

All Russia is Burning :: essays research papers

Cathy Frierson's All Russia is Burning   Ã‚  Ã‚  Ã‚  Ã‚   In Cathy Frierson’s All Russia is Burning, Frierson evaluates rural fire as peasant against peasant issue in Imperial Russia. Her research redirects the historian away from usual templates of Soviet and Western scholars. These scholars had only studied these conflagrations in regards to the peasants rebellion against the nobility which ultimately lead to the Bolshevik Revolutions. Here she not only addresses the causes of rural fires, but also the realities with which they were connected. She clearly investigates the haphazard role of the government and the zemstvos (insurance agency) that shed a light in the long tunnel out of road of fire that never seemed to end. Frierson clearly shows that Russia’s economic issues were caused by the peasants themselves and by the lack of government action.   Ã‚  Ã‚  Ã‚  Ã‚  Frierson first explains to the historian the women’s relationship with fire and how women came to be seen as one of the causes of Russia’s backwardness. A peasant woman’s life revolved around fire. She ran the stove and tended to the fire inside all day. Frierson makes it clear that women knew fire well, as it was women’s view that they were in harmony with it. The educated elite saw peasant women differently. â€Å"It was they (women) whose individualistic greed, ignorant superstitions, and female conspiracies undermined the idyllic village† (Frierson 38). Her point though is that they, as many people are, were simply careless. The general idea of women then was not much different from the present in that they were seen as emotional and, in fights, vengeful. In introducing women as such right away, Frierson reveals why women became the object of ridicule and responsibility for rural fire and uses this idea throughout the rest of the book. She continues to use many good examples through out the entirety of the book supporting this case. Women in may cases literally and figuratively fueled the fire. In more cases than not women were found to be the culprit to accidental and arson fires making them a center stone in the study of rural fires. Even though it is plausible that women may have contributed to rural fire, ultimately it was not solely their fault as the educated elite may have thought.   Ã‚  Ã‚  Ã‚  Ã‚  Frierson then discusses religion, which is closely tied to peasant superstitions of fire. In Orthodox Russia, fire was never far from religion. There were festivals for St.

How to Change Oil in a Car Essay -- Car Driving Changing Oil Process E

How to Change Oil in a Car Owning a car is usually a significant investment for an individual. Changing the oil on your car plays an important part to help keep it functioning at peak performance and to ensure that your vehicle last for many miles. You might wonder how often does the oil need changing. Well, manufactures advise that the oil is changed every 3,000 miles or every three months, whichever occurs first. Changing the oil is not an extremely difficult task, but it is always good to have someone else there, who has done this before, to help if needed. I would also suggest finding an outfit you wouldn’t mind getting dirty and a pair of rubber gloves to keep your hands clean. The key to keeping any task, especially this one, flowing smoothly is gathering all the materials so they are within reach. Having the materials near helps the process go by quickly, for you are not constantly stopping to search for materials needed at that time. First, you need to figure out what type of oil your car uses and how many quarts of oil are needed. This information can be found in your owners manual along with the type of oil filter your car takes. It is an essential step because there are many different types of engine oil and it is important to use the correct type. Same rule applies to your oil filter. There is a specific oil filter designed for each car. Can’t find the owners manual? Run to your local auto parts store and they can look it up for you. While you’re there, you can pick up your oil and oil filter. Also needed for the project is an adjustable wrench or a socket wrench, and an oil filter wrench. A jack along with two jack stands comes in handy when having enough room to work under the car. Wheel blocks are go... ...o do this, pull out the dipstick, wipe it clean on a rag, and reinsert it. Remove the dipstick again and check that the oil level reaches correct marking (full). If not put more oil in until the oil level is correct. Almost done! Remove the drain pan and transfer the old oil into the containers, using the funnel to avoid spills. Dispose of the used oil properly. Take the used motor oil to a local service or repair shop to take it in and have it recycled. Use the jack to raise the car back and remove the jack stands. Again, slowly lower the car down to the ground. Remove the wheel blocks, for they are no longer needed. Wipe up tools and put them away. Remember to write down your milage and date so you will remember when your car is due for the next oil change. That is all there is to it. You now know how to change the oil on a car and it was not that difficult.

Adapting Plays Into Movies

Adapting Plays Into Movies â€Å"In theatre, you can change things ever so slightly; it’s an organic thing. Whereas in film, you only have that chance on the day, and you have no control over it at all,† These insightful words were once spoken by actress (Casino Royale, Quantum of Solace) and Oscar winner Judi Dench, and they very clearly illustrate one of the biggest differences between theatre and film. However, a small hint of bias seems to be depicted in this point of view. The quote (and many others) seem to suggest that one form of acting is more difficult than the other.It seems the opposite is true; that when taking one of these art forms (i. e. theatre) and transforming it into the other, one would come across a wide array of differences, as well as similarities. When researching a topic such as this, one must go beyond reading. One must not only dive into a script or a periodical or academic journal, one must immerse themselves into the films that have come ab out as a result of the transformation of turning a play into a cinematic experience.When going about researching this topic, I watched the movie Chicago (Dir. Rob Marshall, 2002) as well as looked over the original Broadway script (By Jon Kander, Fredd Ebb, and Bob Fosse 1975). The original Broadway production opened June 3, 1975, at the 46th Street Theatre and ran for 936 performances. Chicago's 1996 Broadway revival holds the record for the longest-running musical revival and the longest-running American musical in Broadway history, and is the fourth longest-running show in Broadway history.After all the success, What better way to continue the magic of this thrilling show than create a movie out of it? The story tells of two women (Roxie Hart and Velma Kelley) who live in Chicago and are responsible for murdering their husbands and must fight to get out of prison, in order to pursue their dreams of Broadway stardom. After deciding to delve a bit deeper, I chose to go a bit farthe r back in history. The story of Romeo and Juliet (William Shakespeare 1591-1595) has been adapted into film over thirty times in one form or another.The original storyline is about two star-crossed lovers that end up tragically committing suicide as a result of their undying love for each other and their families’ undying hatred for the opposing kin. The one adaptation that seemed to stick out to me was director Baz Luhrmann’s rendition that he released in 1996 starring Leonardo DiCaprio and Claire Danes. The film is an abridged modernization of Shakespeare's play. While it retains the original Shakespearean dialogue, the Montagues and the Capulets are represented as warring business empires and swords are replaced by guns.With a bit of help from Wikipedia, and the old Romeo and Juliet script I had lying around from a past high school production (in which I portrayed the vivacious, yet dim-witted Nurse) I was on my way to analyzing the differences and similarities of a dapting plays into movies. When finding key differences in movies created from plays, it is important that one realize that differences are very necessary. This comes about when dealing with time constraints. The average Broadway musical is about two hours, whereas the average movie is about an hour and a half.It is imperative that movie directors be wary about what parts of the storyline they cut, as to not disappoint the audience or remove an important portion of the play that the story relies on. I found this when watching the Movie Chicago, after looking over the script. In the original play, Velma Kelley and Mama Morton engage in a short and comical musical number entitled â€Å"Class,† soon after Velma discovers that Roxie is rather talented at keeping the paparazzi on her tail. Unfortunately, due to time constraints, Rob Marshall made the decision to cut the number, as it served no real purpose in the plot of the show.As aforementioned, Baz Luhrmann made some very impo rtant and possibly story-altering changes in the presentation of Shakespeare’s Romeo and Juliet. Swords were replaced with guns, in order to bring the story a bit up to date, however he maintained the original Shakespearean language found in the original script. In addition to this change, Luhrmann decided that a more dramatic way to end the tragedy would be to have Juliet awaken, leaving the lovers to see each other one last time before Romeo dies and Juliet commits her infamous suicide.The differences that one encounters when dealing with these adaptations goes far beyond the decisions of the director. The small concrete details that make up how the story is told are vastly different when dealing with on-stage shows versus movies. For example, things as simple as make up and facial expression are very different between the two. When an actor is on stage performing for a live audience, there are no close-ups. The actor must depend on his/her facial expression and gestures.On stage, an actor must become comfortable with over exaggerating their gestures and expressions (often highlighted with heavy stage make up) in order to ensure that the emotions of the scene are adequately conveyed to the audience members in all parts of the house. In film, the cameras are able to do a close up on an actor’s face in order to show these emotions. This means that the actor does not need to wear heavy stage make up (in most circumstances) nor must they â€Å"over act. † This also seems to be the case when it comes to projection of an actor’s voice.On stage, one must be sure to project in order to establish clarity to audience members, whereas in film, it is not necessary due to microphones and audio technology. There are several similarities when converting a play to a film as well. It is obvious that preparation is very similar, in the way that actors must commit to (in my opinion) the most dreaded part of theatre of all types: memorization. In bot h film and stage shows, actors must memorize things such as lines, blocking, and choreography.Also, actors must establish clear characterization to create a believable person on stage or in movies. This means one must work very hard to establish their characters’ back ground story and tendencies, in order to become one with their role. Also, in both forms of art, there are the same â€Å"roles† backstage as well. There is always need for a director, stage designer, and stagehands, etc. In conclusion, it seems that one art form is no better or worse than the other, as they both have obstacles to overcome when attempting to illustrate a plot for audience members, whether live or recorded.There is a variety of similarities and differences between the two, but it seems one is not easier than the other, considering the two seem incomparable after close analysis. Chicago on stage may be longer than Chicago on a DVD, however both required work and preparation to create a mast erpiece. Shakespeare had his own idea of the tragedy of Romeo and Juliet, where Baz Luhrmann chose to take a different approach, while still maintaining the original storyline. These wo art forms are both different and similar, but one does not outshine the other; it is when viewing other art forms that we may find this inequality. The gorgeous George Clooney once stated, â€Å"There is a strange pecking order among actors. Theatre actors look down on film actors, who look down on TV actors. Thank God for reality shows, or we wouldn't have anybody to look down on. † However, one must leave that discussion for another day and realize film and theatre are both equally entertaining, just not equally done!