The Humble Beginings of Bill Cosby Free Essays

Bill Cosby came from a poor neighborhood as a child. He grew up with a lot of humor. He did not know that he would make a career of it as a child. We will write a custom essay sample on The Humble Beginings of Bill Cosby or any similar topic only for you Order Now As he later grew up he tried stand up comedy and succeeded. in the 1960†³s â€Å"I Spy† came out and broke the racial barrier by featuring Cosby, the first ever black man to lead a weekly dramatic series. So he started a television show called â€Å"The Bill Cosby Show.† The Show brought NBC from last place in the ratings to first. His show was a great success. His goals included succeeding in life as a comedian. He did that and did it very well. His success in entertainment was complemented by his involvement with a host of charity organizations and making generous gifts in support of education. While Cosby was younger he saw little of his father. His mom on the other hand was very supportive. His mom was a major influence and his first audience member. It didn†t take long for him to start gigs on her and practicing routines on her. She always encouraged his inventive performances of everyday household happenings. A couple of his friends that he knew from elementary school including: Fat Albert, Old Weird Harold, Dumb Donald, and Weasel was an influence on him and later immortalized in his comedy routines. Family and Friends helped Bill Cosby get a great start in his entertainment career. As a child Cosby loved to joke around all the time with his friends after school while playing in the playground. They loved playing gags on each other in their free time. Bill Cosby was always loved by neighbors and friends of family. He would always be in a good mood no matter what the situation. When Bill walked in a room he always brought humor with him and made people laugh. This is pretty much how he figured he could be a comedian when he grew up. He had to leave the tenth grade to join the Navy, but he finished school by means of a correspondence course while in the service. Later when he was discharged he enrolled at Temple University in Philadelphia, hoping to become a physical education teacher. To support himself he started to perform at a nightclub that really enjoyed his performances. His talent started to spread north to New York, so he left school to perform in Greenwich Village clubs, and within a year he landed a spot on â€Å"The Tonight Show†. In 1963 Cosby revolutionized American comedy. At the peak of the civil rights movement, Cosby was unique among black comedians of the time in not using race as a subject. He was also very popular in the publishing world. His book Fatherhood became the fastest-selling hardcover book of all the time which is still in more than half of its fifty-four weeks on The New York Times Best Seller List as number one. The book sold over 2.6 million hardcover copies and 1.5 million paperbacks. He has earned eight Gold Records and five Grammy Awards on his 21 albums that he had on the national pop charts. He broke Radio City Music Hall†s fifty-three year old attendance record for his concert appearances. Ever since Cosby was little he knew he wanted to do comedy. All the other things that came about was just add ins that helped him out even more. More people should learn about Bill Cosby because they should see how he succeeded in life. For someone with not so much education he did very great in life. Comedy to some people might not be a very successful job but Cosby enjoyed entertaining people very much so he did what he enjoyed doing best. How to cite The Humble Beginings of Bill Cosby, Papers

Michael Jordan Essays (1388 words) - , Term Papers

Michael Jordan In this paper , it will be proven that Michael Jordan is the best basketball player that ever played the game . The Road to Greatness Michael Jeffrey Jordan was born on February 17 , 1963. He was born in Brooklyn ,New York . He was the fourth of five children , the most active but also laziest . "Michael was probably the laziest kid I had" said his father ("100% JORDAN" ,.20). At the age of 5 he moved to Wilmington , North Carolina , where he spent the rest of his scholastic career . As a teenager , he became very athletic. Maybe the best learning experiences for young Michael were the backyard games against his brother, Larry . On the court that his father built , Michael suffered some of the worst beatings in basketball that he ever received . The way Michael remembers , " It was like we were opponents . We never thought of brotherhood at all . Sometimes it would end in fighting." (Krugel , 11). When Michael speaks of Larry now , it is with all respect that an older brother should receive . " He's got the dunks and some 360's and most all the same stuff I got . And he's 5-foot-7 . Larry is my inspiration ."(11). All the games against his brother gave him the better sense of competitiveness , persistence , and responsibility that he has today. He attended Laney High School where he first started playing organized basketball . As a freshmen , he started on Junior Varsity , where he averaged 25 points per game . He did not make the Varsity team as a sophomore , even though he averaged 28 points per game on Junior Varsity. When junior year came , he grew up to 6-foot-3 inches and made people notice him . He made varsity that season and averaged 20 points a game . That summer he attended the well known Five-Star Basketball Camp where he started to attract the attention of college coaches . " His is one of the strange , great stories" says Sonny Vaccaro ("100% JORDAN', .22). "He was a nobody , he wasn't all that highly-touted"(22). By the time his senior year began , he didn't have to worry , for he was already being scouted by the North Carolina Tar-Heels . He had a strong senior season , averaging 23 points a game and helping Laney to 19 victories . But they lost in the conference tournament to a New Hanover team that included future NBA player, Kenny Gattison and future NFL defensive end, Clyde Simmons . Even though Patrick Ewing was rated number one high school player, North Carolina still picked Michael . "What set him apart from the rest was his burning desire for the game" Gibbons, coach of North Carolina, said . "I've watched many, many players that rise above the pack because of some special characteristic that others don't have-the heart of a champion. If anybody has that , it's Michael Jordan" (.22). Jordan took part in the McDonald's All-star Game , and scored 30 points ; that made people realize how good he really was . The next year he started to play at North Carolina . In North Carolina ,he played for coach Smith , who is known for his great tactics in the game of basketball , and for his winning career . He became the eighth freshman player to start on a Smith-coached team and proved to be a fine outside weapon, balancing the inside play of veterans Sam Perkins and James Worthy . He really started to make heads turn by showing up some of the best college players . Like Hakeem Olajuwan ,and Patrick Ewing . His first day of practice , we noticed he was trying to do what we said, even though maybe it wasn't natural from a defensive standpoint," Smith said . " But within three or four days , he would have it down pat . He has good savvy about the game , learning it.("100% JORDAN", .24). Jordan finished third on the team in points (13.5) and rebounds (4.4) in a fine freshman season , although he definitely deferred to Worthy and Perkins . Against Georgetown in the '82 NCAA title game , he really took over the court . With 31 seconds seconds to play and the Georgetown Hoyas holding a 62-61 lead , Smith designed a play that would get the

Margaret Beaufort Facts and Timeline

Margaret Beaufort Facts and Timeline Also see: Margaret Beaufort Biography   Margaret Beaufort Facts Known for:  founder of the (British royal) Tudor dynasty through her support for her son’s claim to the throneDates:  May 31, 1443 – June 29, 1509 (some sources give 1441 as birth year) Background, Family: Mother: Margaret Beauchamp, an heiress. Her father was John Beauchamp, and her first husband was Oliver St. John.Father: John Beaufort, earl of Somerset (1404 – 1444). His mother was Margaret Holland and his father was John Beaufort, first earl of Somerset.Siblings: Margaret Beaufort had no full siblings. Her mother had six children with her first husband, Oliver St. John Margaret’s mother, Margaret Beauchamp, was an heiress whose maternal ancestors included Henry III and his son, Edmund Crouchback.   Her father was a grandson of John of Gaunt, Duke of Lancaster, who was a son of Edward III, and of John’s mistress-turned-wife, Katherine Swynford. After John married Katherine, he had their children, given the patronym Beaufort, legitimized through a papal bull and royal patent.   The patent (but not the bull) specified that the Beauforts and their descendants were excluded from the royal succession. Margaret’s paternal grandmother, Margaret Holland, was an heiress; Edward I was her  paternal ancestor and Henry III her  maternal ancestor. In the wars of succession known as the Wars of the Roses, the York party and the Lancaster party were not completely separate family lines; they were much interconnected by family relationships.   Margaret, though aligned with the Lancaster cause, was the second cousin of both Edward IV and Richard III; the mother of those two York kings,  Cecily Neville  was the daughter of  Joan Beaufort  who was the daughter of John of Gaunt and  Katherine Swynford. In other words, Joan Beaufort was the sister of Margaret Beauforts grandfather, John Beaufort. Marriage, Children: Contracted marriage with: John de la Pole (1450; dissolved 1453). His father, William de la Pole, was Margaret Beaufort’s guardian. John’s mother, Alice Chaucer, was the granddaughter of the writer Geoffrey Chaucer and his wife, Philippa, who was the sister of Katherine Swynford.   Thus, he was a third cousin of Margaret Beaufort.Edmund Tudor, Earl of Richmond (married 1455, died 1456). His mother was Catherine of Valois, daughter of King Charles VI of France and widow of Henry V. She married Owen Tudor after Henry V died.   Edmund Tudor was thus a maternal half-brother of Henry VI; Henry VI was also a descendant of John of Gaunt, by his first wife, Blanche of Lancaster.Son: Henry Tudor, born January 28, 1457Henry Stafford (married 1461, died 1471).   Henry Stafford was her second cousin; his grandmother, Joan Beaufort, was also a child of John of Gaunt and Katherine Swynford.   Henry was a first cousin of Edward IV.Thomas Stanley, Lord Stanley, later Earl of De rby (married 1472, died 1504) Timeline Note: many details have been left off.   See: Margaret Beaufort biography 1443 Margaret Beaufort born 1444 Father, John Beaufort, died 1450 Marriage contract with John de la Pole 1453 Marriage to Edmund Tudor 1456 Edmund Tudor died 1457 Henry Tudor born 1461 Marriage to Henry Stafford 1461 Edward IV took crown from Henry VI 1462 Guardianship of Henry Tudor given to a Yorkist supporter 1470 Rebellion against Edward IV put Henry VI back on throne 1471 Edward IV again became king, Henry VI and his son both killed 1471 Henry Stafford died of wounds suffered in battle on behalf of the Yorkists 1471 Henry Tudor flees, went to live in Brittany 1472 Married to Thomas Stanley 1482 Margarets mother, Margaret Beauchamp, died 1483 Edward IV died, Richard III became king after imprisoning Edwards two sons 1485 Defeat of Richard III by Henry Tudor, who became King Henry VII October 1485 Henry VII crowned January 1486 Henry VII married Elizabeth of York, daughter of Edward IV and Elizabeth Woodville September 1486 Prince Arthur born to Elizabeth of York and Henry VII, Margaret Beauforts first grandchild 1487 Coronation of Elizabeth of York 1489 Princess Margaret born, named for Margaret Beaufort 1491 Prince Henry (future Henry VIII born) 1496 Princess Mary born 1499 1506 Margaret Beaufort made her home at Collyweston, Northamptonshire 1501 Arthur married Catherine of Aragon 1502 Arthur died 1503 Elizabeth of York died 1503 Margaret Tudor married James IV of Scotland 1504 Thomas Stanley died 1505 1509 Gifts to create Christs College at Cambridge 1509 Henry VII died, Henry VIII became king 1509 Henry VIII and Catherine of Aragon coronation 1509 Margaret Beaufort died Next:  Margaret Beaufort Biography

Interview gone wrong It might be the interviewer. Here’s how to judge.

Interview gone wrong It might be the interviewer. Here’s how to judge. When you stroll out of a good interview, it can feel like you’re walking on air. When you walk out of a bad one, it can feel like you have the weight of the world on your shoulders. Usually, where you land on this spectrum can tell you how good your chances of getting the job are. But sometimes, you can have a â€Å"bad† interview without botching your chances at getting hired. The fault for a bad interview can lie not with the interviewee, but with the interviewer. Bad Interviewers versus tough interviewersWhat you need to understand is that not all businesses are pros when it comes to screening potential employees. Some have had their interview and background check policies in place for years. Others have only recently implemented processes for vetting new people and are working to refine those processes. As a result, it’s more than likely that you will run into at least one or two inexperienced or downright bad interviewers while you are on the job search.The tricky thing is knowing how to distinguish truly incompetent hiring managers from interviewers who are tough but fair. You might be inclined to dislike a tough interviewer if the interview doesn’t go the way you want it to- especially if you have been searching for a job for a while and are running low on patience. Still, knowing how to tell the bad interviewers from the tough interviewers is essential. It can tell you how you should feel about your interview, which steps you need to take to improve your interview technique, and whether you are still interested in the job. After all, a truly bad interviewer might indicate bad management or sloppy administrative organization.The symptoms of an incompetent interviewerSo how can you tell when a hiring manager is really dropping the ball? Below, we’ve listed some of the most common symptoms of bad interviewers and what they might mean for you.Unbalanced conversationsA job interview is a chance for employers to learn more a bout you and for you to learn more about the job opportunity. While interviews are often thought of as glorified QA sessions (with the interviewee giving most of the answers), there should be more back and forth than that. Some interviewers deliberately shift this balance one way or the other. Some talk a lot, rambling about their business, going off on tangents, or putting words in the mouth of the interviewee. Others are borderline silent, relying on the interviewee to drive the conversation.Both techniques can sometimes be employed to test the assertiveness of the interviewee. However, in most cases, they create awkward or combative interview situations. No applicant should be put in the position of having to interrupt their interviewer to get a word in edgewise. Similarly, no candidate should have to meander through a one-sided conversation hoping they say what their passive interviewer wants to hear.Either way, you’re probably dealing with a rude person who doesn’ t respect your time or your right to ask questions of your own. If you still want the job, you need to take control of the conversation. In a situation in which an interviewer talks too much, keep your answers to questions rolling with no pauses or openings for an interruption. In a situation in which your interviewer doesn’t talk, accept the challenge. Answer questions pointedly and concisely, retain eye contact at all times, and don’t ramble. If you finish a response and the interviewer doesn’t engage with you, take the opportunity to ask a question of your own. Even an interviewer with a good poker face won’t outright ignore a direct question.MultitaskingThe business world is busy, but not so busy that interviewers can’t give you their full attention for 20 or 30 minutes at a pre-scheduled time. If your interviewer is multitasking during your interview (e.g. checking their phone, responding to emails, taking calls, flagging down passing coworker s or subordinates, or eating lunch), that’s a huge red flag. These distractions can kill your focus, derail your answers, and keep you from getting in the groove. They also make it seem like the interviewer doesn’t care about what you’re saying.Bottom line, interviewers who multitask could be self-absorbed shmucks who think their time is more valuable than yours. If your interviewer won’t give you his or her full attention, gently ask if there is some sort of emergency going on and whether it would be better to reschedule. This query gives the interviewer the benefit of the doubt, shows your flexibility, and gives you a chance of getting a better interview later if there truly is a fire to put out.Keeping you waitingInterviewers often refuse to see candidates who arrive even five minutes late. They expect interviewees to respect their time. Every so often, though, you’ll run into an interviewer who can’t practice what they preach. Again, eme rgencies do happen, and there might be a good reason for your interview starting 10 or 15 minutes late. However, your time is valuable, too, and if an interviewer makes you wait for 20 or more minutes with no explanation or apology, then that’s probably an indicator of a bad boss.Lack of preparationPreparation is another area in which interviewers and interviewees are often judged based on different standards. As an interviewee, you are expected to know a bit about the company you are applying for and to have good questions prepared about the job. Interviewers can sometimes get away with being unprepared just because they are holding all the cards.If it seems like the interviewer hasn’t ever looked at your resume, that’s a red flag, but not a deal breaker. Interviews in which the hiring manager asks you specific questions about past work history are certainly the easiest and most welcoming. However, they aren’t necessarily standard. Interviewers often mee t with several candidates a day during the hiring process, so it makes sense than resumes could start running together.The key is not to let the interviewer’s obvious lack of preparation throw you off your game. Assume the interviewer knows nothing about you and affirm key details about skills, qualifications, past jobs, and former employers in your responses. Bring a copy of your resume to the interview. Most hiring managers print off their own copies, but it’s never a bad idea to have one you can give to the interviewer if necessary. This act shows your preparedness while also subtly jogging the interviewer’s memory.ConclusionBad interviews are going to happen from time to time. Sometimes, the blame may fall on your lap. Other times, a bad interviewer is to blame. By familiarizing yourself with the symptoms of bad interviewers, you should be able to figure out the truth of the matter. While that bit of knowledge might not change the outcome of the interview, i t can change elements of how you perform, how you feel about the experience, and how you learn from your interviews to improve in the future.About the author:Michael Klazema has been developing products for criminal background check and improving online customer experiences in the background screening industry since 2009. He is the lead author and editor for Backgroundchecks.com. He lives in Dallas, TX with his family and enjoys the rich culinary histories of various old and new world countries.

Women and Leadership Essay Example | Topics and Well Written Essays - 1000 words

Women and Leadership - Essay Example Women are underrepresented in some of even basic positions, for example, welfares that advocate for women empowerment and equality. Men continue to dominate some of the major institutions present in the world today, with a popular saying that emanates from the above like, ‘behind every successful man, there is a woman.’ Such sayings only serve to remind people that it is a male dominated world (Klenke 123), and that it will not come easy. This paper will examine some of the crucial aspects behind women and leadership, and why it is crucial for the leadership gap to be reduced, especially in these changing times. Women are generally considered to be the weaker sex, when compared to their male counterparts. Some of the characteristics that distinguish women from men include their assertive and persuasive natures. This may make them take risks that men would not otherwise take when in a leadership position. Some may take this as a sign that a woman leader may be reckless in her judgment, hence making her a poor leader. This is often attributed to the fact that women tend to work harder while in these positions, and against the status quo present in society (Martin 97). Focus and determination often arise from such a fight, which may then determine her place in a male-dominated environment that is waiting for one moment to prove that women are indeed, the weaker sex. Characteristics of women fighting for leadership positions The issue of education has been brought up as one of the many factors that have led to the rise in a number of women leaders. Education is a particularly powerful tool that has helped empower women into different positions in society today. Men, many at times, are intimidated by a well-educated woman who has it together and has a way forward. In my belief, education is the most crucial element for any person who wants to play a leadership role in a changing environment that needs the diversity and control that it might be missing. The assertive and persuasive attitude that embodies the woman leader often stems from the education aspect (Martin 106). It is these aspects that make some of the women leaders present a force that is driving the woman leadership phenomenon. Stepping out from what is considered the norm is what drives some of the women leaders presently. The adversity and challenges they face force them to take risks and directions never taken before, just to prove they can also do what men can do. Women leaders take the risk if they think that such moves are right and moral (Klenke 125). Abstract thinking could be the reason behind actions that need urgency and a quick mind. Team-building and inclusive aspects of the women leader are fundamental in their growth. It is common to find women leaders incorporating some of these aspects in their organizations. This often endears them to their employees, some of whom might be men who consider themselves more traditional and do not have to work under a wo man. Current position of women leaders in modern society The low number of women in some of the biggest institutions in the world at the moment is shocking. Religion, academia, politics, law, and even business are some of the most fundamental institutions in the world. The number of female representation in these fields indicates that a large number of women are stuck somewhere (Paludi and Coates 86). This is because the number of women who graduate with top honors in some of the above fields is surprisingly large. In law, for instance, half of entrants into this field are women. Unfortunately, the number of female law school deans, firm partners, and even federal judges is shockingly at its lowest. So, one might beg the

Group dynamics Term Paper Example | Topics and Well Written Essays - 2000 words

Group dynamics - Term Paper Example Purpose of a group forms its background and the process through which this is achieved makes it operational. Team is structured, requires coordinated interaction to reach the set goal and all the members stand responsible for its activities. A congregation of individuals qualifies to be called a group based on Kurt Lewin’s parameters, which specify that the members should interact, are interdependent, influence each other, the members feel belongingness, have a structure, work towards a common goal and are recognised as a group by others. Task and relationship-based interactions develop in groups, through which people connect and affect each other. 2. Group as a social system Groups are social entities with a membership of 2 or more persons. They are viewed as units of socialization, interaction, centres of intellect and learning. Group is a locus for connecting with people and hangers for emotional support. People group in order to support the realisation that they share simi lar ideologies. Interdependence and cooperation, which are interpersonal and social qualities are essential for the formation of groups. They never exist in vacuum, but are related and dependent on other groups. Groups may be classified as primary or secondary(classified by Charles Horton Cooley) and planned or emergent ones. Close and personal interactions occur frequently among primary group members. They form the basis for socialising and platform for showcasing the ideas, values and opinions of members. Secondary or nucleated groups are sized big, formal and the size may not permit one-to-one relation among members. They are help members socialise, but not as much as primary groups. Planned groups work for a common goal. Their formation is initiated from an exterior source, organisation or individual or other groups. Emergent groups, as the name suggests, emerge as the people find themselves bound by circumstances, location or situation (Corey, Corey, and Corey ). T-groups, a pr oposition by Kurt Lewin, are interpersonal training groups, that facilitate bonding among members, building trust and interact on both work-related and personal issues. The source of learning and improvement is feedback from the other members of the team. 3. Group Development In order to comprehend group dynamics, it is important to study the process and theories related to their development (Forsyth ). Lot of studies and research addressed the concept. Tubb has phased group development into orientation, conflict, consensus and closure and Fisher suggested orientation, conflict, emergence and reinforcement model. Bruce Tuckman suggested 4 stages of group development, which consists of forming, storming, norming and performing. Adjourning has been appended later. a. Forming During this phase, individuals mingle with each other and communicate, in an attempt to arrive at their purpose of association. They assess their respective comfort zones. Leaders play a vital role in facilitating this understanding and walking them towards the next stage. b. Storming Here, the members share their views, assemble with others sharing similar thoughts and socialise. Leader persuades them to open up and streamlines their ideas, differences etc towards the group goals. Socialisation is the process of adaptation of the members to the purpose, situation and other members. Active involvement on the part of members is crucial at this stage.

British Broadcasting Company (BBC)

British Broadcasting Company (BBC) The British Broadcasting Company (BBC) was established on October 18, 1922. It was established under the hands of some wireless manufacturers including Guglielmo Marconi (Marconi), inventor of the radio. In 1927, the companys name was changed to the British Broadcasting Corporation. The BBC is the largest and popular broadcasting companies in the world. The BBC London office alone has 10,000 employees. It is publicly-owned and funded by a television license fee that everyone with a television has to pay. The structure of the BBC is very complex. There are more than 150 subsidiaries and joint ventures, divided into 16 main divisions and out of which nine are broadcasting divisions. In Britain the BBC has got eight television channels and ten radio networks along with 46 local and national radio stations. It has its own website called online site bbc.co.uk. The nine broadcasting divisions are: * Television * Radio and music * News * National and regions * Sports * Factual and learning * Drama, Entertainment and CBBC * New media and technology * BBC world service and global news The BBC networks (like BBC1, BBC3, and Radio 1) are managed by these nine areas. The other five divisions provide the support to program-making and channel-running. Without these the BBC couldnt function. * BBC People * Finance, Property and Business affairs * Marketing, Communications and Audiences * Policy and legal * Strategy and distribution Literature review: Strategic management is a systematic analysis of external and internal environmental factors in order to provide necessary information for effective management practices. In short the strategic management process is explained as below: 1) Formation of vision 2) Preparing mission statement with respect to vision 3) Framing objectives with respect to mission 4) Developing strategies to achieve objectives 5) Implementing strategies 6) Evaluating performance. Cultural web of BBC: Aligning your organizational cultural with strategy. Culture determines how we do the things around us. Once organization adopts some ways of doing particular things in a particular manner and people following it makes the culture. It is very difficult to change the culture of an organization, but dyke was very much success in changing the culture of BBC from bureaucratic to clan control. The difficulties associated with BBC are: 1) Launch of ITV (independent Television) has decreased BBCS market share to as low as 28% 2) Reduced viewers because of the introduction of satellite and cable television in the UK. 3) In 1990 BBCS in- house production department was affected by the broadcasting act of 1990, which states that all television channels are required to source 25% of their television programs from independent producers. 4) The another problem faced by the BBC was low employee morale 5) The work is decentralized 6) No co-ordination between employees of the firm was the major problem 7) There was no mutual trust and employees were not willing to collaborate with each other. The models followed by the BBC before Dyke took the charge: Bureaucratic model: BBC was following bureaucratic model, which Dyke found, it was not suitable to the BBC because, those models will aim at only efficiency through framing strict rules and regulations. Everyone in the organization is bound to follow the rules even though the rules do not meet the persons capabilities. Some employees who have new ideas were also lacking behind because of these rules, which generally restricts their responsibilities. The models and programs of BBC implemented after dyke took the charge: 1) The rational goal model: this model focuses on the organizations ability to achieve its goals. An organizations goals are identified by establishing the general goal, and finding easy ways to achieve the general goals in turn which lead to achievement of organizational goals. 2) The managerial process model: A productivity of various managerial processes like decision making, planning, budgeting, is analyzed for achieving goals. The benefits of this model are: * Improves supervisory behavior and concern for workers * Increases team spirit, group loyalty, and teamwork among workers and between workers and management * Develops confidence, trust and communication among workers and between workers and management * Gives more freedom to set own objectives. 3) Organizational development model: This model also increases the organizations ability to work as a team and to fit the needs of its members. The benefits of these models are same as Managerial process model. 4) The structural functional model: this model tests the durability and flexibility of the organizations structure for responding to a diversity of situations and events. The benefits of this model are: * Helps the organization to be secured in relation to the social forces in its environment. * Improves stability of lines of authority and communication. * Improves stability of informal relations within the organization. * Continuity can be seen in policy making. 5) McKinsey Seven S models: this model helps in facing the competitors by analyzing Strength, weaknesses, opportunities, threats {SWOT} of BBC and there by working with respect to the areas where the BBC is weak. The diagram below explains the seven S of this model. Mckinsey 7 s model Clan control: MR. Dyke followed Clan control policy which represents cultural values almost the opposite of bureaucratic control. Clan control works well with values, beliefs, corporate culture, shared norms, and informal relationships to regulate employee behaviors and achieving organizational goals. Critical analyses of the programs implemented in BBC are: MAKING IT HAPPEN On February 07, 2002, Dyke announced the new program One BBC: Making It Happen, in-order to drive internal change at the BBC. The goal of this program was to make the BBC the most creative organization in the world by the year 2007. Dyke wanted to achieve this by giving more freedom to the people, encouraging new ideas, and changing the work culture. He also aimed at building trust among the employees, making them feel more valued, and improving the leadership capabilities of the people in higher positions. In the first step, Dyke and the BBCs senior management identified 7 areas where changes will make a huge difference. Dyke wanted the BBC employees to give their suggestions on how to improve the company in the seven areas through an appreciative inquiry process. For this, he initiated a consultation program called Just Imagine in which seven teams formed on the basis of the seven areas for change; he consulted the staff and managers across the organization. The teams headed by a leader, would record the various suggestions and ideas, come up with proposals for change, and report these to the Executive Committee. Along with 7 teams, 17 divisional teams were formed to carry on Making It Happen at the divisional level and developed the change plans. The consultation process started with the teams hosting the sessions which included a group of employees ranging between 25 and 200 at a time. During the sessions, the employees were asked to explain their most memorable experience at the BBC and the situations that helped in creating the experience and the steps to be taken to make the memorable experience a routine at the BBC. By September 2002, nearly 7,000 employees had voluntarily participated in the sessions, providing ideas and suggestions along with a number of issues. For instance, some employees highlighted that the BBC lacked a proper induction program, which had resulted in a number of new employees leaving the organization within six months of their joining. BBCS SEVEN THEME TEAMS †¢ Inspire Creativity Everywhere: Led by Helen Boaden, Controller Radio 4. This team gathered feedback on ways to improve creativity across the organization. †¢ Connect With All Audience: Led by Jane Root, Controller BBC Two. This team collected ideas on how to connect with audiences of all ages. †¢ Value People: The team, led by Jerry Timmins, Head of Americas, World Service, recorded ideas to create a better relationship among the employees. †¢ We Are The BBC: The team, led by Roger Mosey, Head of Television News, consulted employees and asked them about the steps to be taken to promote oneness among the employees. †¢ Just Do It: The team enquired the steps to be taken to reduce bureaucracy and transform the BBC into a can do organization. The team was led by Sara Geater, Director of Rights and Business Affairs. †¢ Lead More, Manage Less: This team believed that management is about leadership and emphasized that employees should be led rather than controlled. It dealt with what the employees wanted from their leaders. The team was led by Andy Griffee, Controller, and English Regions. †¢ Make Great Spaces: Led by Shar Nebhranjani, Head of Finance, New Media, the team dealt with making the working environment more exciting and creative. Dyke also introduced upfront for London based employees and the outcome is the formation of 6 groups. They are: †¢ One BBC: To create a closer organization. †¢ Leadership: To have great leadership. †¢ Audiences: To inspire and connect to a diverse audience. †¢ Creativity: To be the most creative organization in the world. †¢ Great spaces: To create better places to work. †¢ People: To provide better benefits, etc. THE BIG CONVERSATION On May 15, 2003, Dyke arranged a nationwide meeting of the BBC staff, which he called The Big Conversation. The London station was connected to all the BBC offices across Britain. Nearly 17,000 employees participated in the live interactive event and raised about 3,500 questions. This program was aimed at communicating the steps that would be taken to implement the changes. According to Dyke the important issue that came out of this conversation is related to complaints related the poor management standard. Many employees complained that they were being bullied rather than managed. Dyke found out that the BBC had good leaders, but not many, as there werent any leadership development programs. He was looking for employees to be led well. Any person handling more than 2 employees was put under the program and BBC willing to spend up to  £40 million on leadership development over the next 5 years. BBCS LEADERSHIP PROGRAM This program was developed using the feedback of Just Imagine sessions. The employees wanted to have a good relationship with their managers and good leadership across all levels. Its been found that BBC had 52 different leadership development programs across 17 divisions and that this had resulted in a difference in leadership capabilities across various divisions. During consultations the employees said that they felt the nice when their managers, supported, motivated, trusted and treated them with respect. These aspects were kept in mind while describing the qualities of a leader. The training program would run for six months. The leadership program was developed by BBC senior managers and the Ashridge business school staff. The BBC also involved some of its partners and customers in developing the leadership program. The program, designed around BBC values, was aimed at change in the behaviour of the employees with their subordinates and also aimed at training them to deal with problems that they could encounter as leaders such as managing incompetent staff. Before the start of the program, the managers are nominated for the training by their reporting manager and they were given 360-degree feedback in the company of a professional psychologist. This provided them with their objectives, which will be used for evaluating the progress after the training. The program started for all the 3 levels of leaders with 1 day workshop in which they learned about BBC leadership and important concepts of leadership such as collaborative working etc. Learn gateway provided learning content and material for the employees after the training. Connect gateway enabled the employees to share their knowledge; skills while Talk gateway enabled helped to debate, discuss various topics. Dyke was finally successful with his approaches and programs for a good period of time and thereby helping the BBC to retaining to its original position. References: Books Johnson,G,Scholes,K,whittington,R (2008).Exploring corporate strategy. 8th ed. 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