The various changes and change management models

The various changes and change management models To survive in todays marketplace, a business must constantly examine its performance, strategy, processes and systems to understand what changes need to be made. At the same time, an organization must also understand the implications of a new business change on its employees, given their culture, values, history and capacity for change. Employees ultimately perform the new day-to-day activities and make the new processes and systems come to life in the business. Change management is about managing people in a changing environment so that business changes are successful and the desired business results are realized. Academic and professional literature propose a set of managerial practices that better support the enactment of organizational change processes (Armenakis and Bedeian, 1999; Buchanan et al., 2005; Casio, 2002; Jones et al., 2004; Kanter, 2001; Kotter, 1996; Meyer and Stensaker, 2006; Nadler, 1998; Whelan-Berry et al., 2003, among others). According to Kanter (2001) those who direct or participate in the change processes often forget these practices, which sometimes might seem obvious principles based on common sense, generating a more inefficient and sometimes chaotic process than necessary. Change preparation CMPs usually include suggestions such as the diagnosis and analysis of the organizational system and its environment, the identification of change needs, and the development of a new organizational vision (Buchanan et al., 2005; Tushman and OReilly, 1997; Whelan-Berry et al., 2003). Some authors also suggest to execute during the change preparation stage, the development of a d etailed plan of how change will be implemented, including ambitious but realistic objectives, stages to be achieved, and the timing necessary to coordinate the change project (Nguyen Huy, 2001; Whelan-Berry et al., 2003). 2.2 Change Management Models The current models of change derive from many theoretical and academic frameworks. Three leading theories, Kurt Lewin, John Kotter and Prosci ADKAR model provide helpful conceptual framework for those embarking on transformation efforts. Lewins Model Lewins approach suggests that change involves a move from one static state via a state of activity to another static state. He modeled this via a three-stage process of managing change: unfreezing, changing and re-freezing. According to Lewin in his book A Pioneer in Human Relations Research, the first stage unfreezing or opening up and examining the patterns of norms, values and beliefs that hold system together and discussing concerns about change. The second stage changing or planning the change process while continuing the ongoing communication within the system. The third and the final stage refreezing or integrating the changes to establish equilibrium of the system Lewin recognised that people like the safety, comfort and feeling of control within their environment, and that they also derive a strong sense of identity from that environment. Lewin regarded this as a frozen state and suggested that significant effort may be required to unfreeze people in order to get them to change. (Lewin, 1947) The weaknesses of the model: It emphasises more on psychological side rather than leadership, management and process improvement side. It doesnt address the strategic macro-level of change management Kotters Model Harvard Business School professor and world-renowned change expert John Kotter introduced his eight-step change process in his 1995 book, Leading Change. Figure: 8 steps of Kotters change model (1) Create Urgency Kotter suggests that for change to be successful, 75% of a companys management needs to support the change. Results of analysis and early conclusions should be thoroughly tested with informed third party opinion and a wide cross section of all stakeholders. (2) Form a guiding coalition Managing change is not enough change has to be led. By working as a team, the coalition helps to create more momentum and build the sense of urgency in relation to the need for change. Kotter recognises the importance of the emotional dimension and the energy that is generated by a mastermind groups all working together. (3) Develop a vision and strategy A drive for change without a clear focus will rapidly fizzle out unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future. (4) Communicating the vision Communication is everything, and Kotter maintains that as change leader you need to use every means at your disposal to constantly communicate the new vision and key strategies that support that vision. (5) Enabling action and removal of obstacles This is the stage where your change initiative moves beyond the planning and the talking, and into practical action as you put supportive structures in place and empower and encourage your people to take risks in pursuit of the vision. (6) Generating short-term wins Success breeds success. Kotter advises that an early taste of victory in the change process gives people a clear sight of what the realised vision will be like. (7) Hold the gains and build on change Kotter argues that many change initiatives fail because victory is declared too early. An early win is not enough. (8) Anchor changes in the culture Kotter says that for any change to be sustained, it needs to become embedded in the new way we do things around here that is the culture. The weaknesses of the model: It is action based and tactical and does not go far enough in spelling out the specifics of how to achieve clarity of vision and an executable strategy to get from vision to realisation of the benefits of the change initiative. It is all about organisational change and does not recognise or address the personal transition that accompanies that change. 2.3 The ADKAR Model for Change Management The ADKAR model reflects the necessary building blocks for individual change and its development was based on analysis of research data from over 900 organizations over a 10-year period. The ADKAR change model is founded on 2 basic ideas: It is people who change, not organisations Successful change occurs when individual change matches the stages of organizational change. To some extent, the ADKAR model covers the same ground as William Bridges model in that organisational change is linked to personal change. The difference is that the ADKAR model is essentially project focused and tactical in nature, whereas Bridges pays deeper attention to the scale of feelings of loss and disorientation that accompanies major organisational change. Figure: The ADKAR Model For organisational change to be successful, the following individual changes need to progress at the same rate of progress as project elements in the business dimension of change. Awareness of the need for change. Desire to make the change happen. Knowledge about how to change. Ability to implement new skills and behaviours. Reinforcement to retain the change once it has been made. Prosci describe ADKAR as a goal-oriented change management model that allows change management teams to focus their activities on specific business results. ADKAR provides a useful framework for change management teams in the planning and execution of their work, as goals or outcomes defined by ADKAR are sequential and cumulative. An individual must attain each element in sequence in order for a change to be implemented and sustained. We choose this model in our project to analyse JESA staff attitudes towards transformation because it enables us to: Diagnose employee resistance to change Help employees transition through the change process Create an action plan for personal and professional advancement during change Develop a change management plan for employees Identify why changes are not working and to take the necessary remedial steps In summary, it provides a very useful tactical action management framework and checklist. 2.4 Change management metrics Discussions to date have centred on different models for change and the need to manage change. In line with The Demming Cycle Plan, Do, Check, Act (van Bon et. al, 2008), it is necessary to check if the processes being utilised for TCM are working. To do this it is necessary to measure the processes implemented in an effort to improve them. Much of the available literature, dealing with models for managing change, defines the measure of success as being project-related rather than process-related. Prosci (2005) Maturity Model examines where organisations are relative to their management of change but does not review the measurement of the specific change management techniques as applied to particular projects. This study is focused is on putting in place metrics for measurement of the success of the change process throughout the project in an effort to enable accelerated adoption of the change management techniques. ITIL (Information Technology, Information Library) is the area of continual service improvement which aligns with the change management metrics concept and so is of relevance in analysing systems and measures put in place to see what can be learned from them and apply the learning to metrics proposed in this study. ITIL guides organisations to perform the following steps in order to improve a service: 1. Decide what you should measure 2. Decide what you can measure 3. Gather the data for measurement 4. Process the data 5. Analyse the data 6. Present and use the information found 7. Implement corrective actions. These steps are equally applicable to improving the change management metrics process by creating a set of valid metrics. One model presented by Baldwin Curley (2007) illustrates the measurement of Return On Investment (ROI) in IT. They reference the four components of a typical business case which must be considered for measuring benefits and costs of IT as presented by Tiernan and Pepard (2005). A set of surveys measured the use of change management processes, change outcomes in organizational results. The use of perceptual data to measure behavioral practices ( Huselid, 1995; Delantey and Huselid, 1996), organizational change processes (Holt et al., 2007) and organizational results (Ketokivi and Schroeder, 2004), has become a frequent measurement method in literature. Weick and Roberts (1993) argue that subjective perceptions about organizational events are crucial, since people behave in accordance with their perceptions, not in accordance with more objective data. As presented by Raineri (2009) in the Journal of Business research, he created several perceptual measures of organizational change results and organizational performance. Change strategists judged the degree of attainment of the change program objectives and deadlines with two questions, and a corresponding Likert scale ranging from 1 (not at all) to 5 (completely). 2.5 Communication and change management Only few managers obtain expected effects when they communicate strategic change to their employees. Kotter (1995) argues that transmitting vision to employees and using every communication channel possible are central elements in the success of a change. More recent research from Larkin and Larkin (1996) precise more efficient ways to present change to employees, and describe the appropriate communication channels to use. Even if managers are receptive at meetings, and understand values, vision, and mission, this process is not efficient with employees. With employees you need to communicate facts, and to present value through action, not through words. In general, half of employees believe that management cheats and lies, that is why talking about values suggests that fraud is near. Employees adhere to values only if they are convinced that those values will enable them to reach their personal goals (Larkin Larkin 1996). Larkin and Larkin (1996) suggest that groundless rumors can undermine chances of success, so it is important to choose appropriate media and to begin to communicate at an early stage in the change process to avoid misunderstandings. 2.6 Training and change management The most powerful change management strategies combine organizational change management techniques with individual change management tools to create a robust,closed-loop process. Individual change management is the process of providing tools and training to employees to enable them to manage their personal transition through change. This includes training for managers and supervisors to equip them with the tools they need to assist their employees through the change process. (Prosci,2003) The major gap in individual change management according to Prosci experts is knowledge about the change itself and the required new skills, then the appropriate solution is to develop the training plans to correct this knowledge gap. Project teams that can maintain a results-orientation are in a better position to develop and implement corrective action based on the root cause of employee resistance. The process for using individual change management tools begins with training for managers and supervisors. These front-line coaches are a critical component of individual change management. In many cases, these managers and supervisors will be the trainers for their groups when it is not feasible for your company to train every employee about change management. (Prosci, 2003) 2.7 Teamwork and change management A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. As organizations seek to become more flexible in the face of rapid environmental change and more responsive to the needs of customers, they are experimenting with new, team-based structures. (Jackson Ruderman, 1996). A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and minimize his or her weaknesses. Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork, including: Listening and questioning Respecting and Persuading Sharing and Helping Participating and communicating For a team to work effectively in the context of change it is essential that team members acquire communication skills and use effective communication channels between one another e.g. using email, viral communication, group meetings and so on. This will enable team members of the group to work together and achieve the teams purpose and goals. (Meredith, 1993) 2.8 Career and job satisfaction and change management i) Performance appraisal system: As espoused by Anthony, Perrewe and Kacmar (1996, pp. 374-5), a performance appraisal system must be well defined, corporately supported and monitored. It must also be widely communicated and focused towards achieving corporate objectives. Fischer, Schoenfeldt and Shaw (1997, p.454), conclude that performance appraisal should be used as an employee development tool to identify areas of skill and ability deficiency to improve the focus for training and development, as the possession of appropriate skills and abilities are key elements in improving individual performance. A number of authors have demonstrated that good communication between managers and their immediate subordinates serves to enhance employee satisfaction, commitment and performance (Savery Syme 1996, p. 20; Larkin Larkin 1996, Fisher et al., 1997, p. 494; Ramsay 1991, p. 10). Changing an existing performance appraisal system will not be a straightforward process as there are a number of obstacles that need to be overcome. These include the ability to provide the training and development requirement as identified during the appraisal process. In addition, there are presently a number of staff, many of whom are doctors, who do not undertake this type of performance appraisal process. When considering altering the preexisting performance appraisal system within the environment of Meadowvale Health and bearing in mind the change management issues outlined above, the mechanism suggested would involve: -Education and communication to explain the rationale behind the change process and the benefits in training and development; -Participation and involvement during the development of the new performance appraisal system to encourage ownership; -Negotiation and agreement on the final mechanism of appraisal and of the areas to be appraised to ensure alignment with the corporate direction; and -Facilitation and support during the implementation phase of the new system of the employees and line managers involved. ii) Reward and recognition system Initial consideration of reward and recognition systems could lead to the belief that they consist only to provide extrinsic motivation. Herzberg (1987, p. 118) considers that reward and recognition can provide for both intrinsic and extrinsic motivation. However, growth gained from getting intrinsic rewards out of interesting and challenging work provides the greatest influence. Motivation is an important issue in any organisation because it is involved in energising or initiating human behavior, directing and channeling that behavior and sustaining and maintaining it (Steers Porter 1987). There is no doubt that extrinsic incentives can boost performance. In a practical sense, decreased intrinsic motivation will be a concern if the extrinsic incentive is withdrawn, as the increased level of performance is unlikely to be sustained. Hamner (1987b). Some merit pay schemes may encourage poor work practices as individual employees attempt to maximise their personal gains to the detriment of the entire organisation (Hickey Ichter1997, p. 40). Rewards and recognition that the employee views as positive should improve job satisfaction and performance (Dunford 1992, pp. 84-5). What types of reward or recognition are best to increase intrinsic motivation and enhance individual performance and job satisfaction, as required by Meadowvale Health? Kovach (1987), Popp and Fox (1985) and Hede (1990) conducted surveys and provide answers to this question. They found that employees sought achievement, responsibility and growth as the highest priority for incentives in their work. A reward and recognition system that addresses these areas should produce the desired outcome. Goal setting can provide a number of these employee rewards as individual employees can negotiate desired outcomes with management (Dunford 1992, p. 82). The employee who plays an integral part in the development of these goals is more likely to perceive the outcome as being achievable and to be committed to achieving them (Robbins et al.. 1998, p. 213). Management involvement will ensure the goals are consistent with corporate objectives and that they provide challenging opportunities for the employee to use their current skills and abilities and to encourage the development of new ones. 2.9 IT tools and change management Information technology has become strongly established as a supporting tool for many professional tasks in recent years (Miresco, 1995). Computerized decision support systems can be used by project participants to help make more informed decisions regarding the management of variations in projects by providing access to useful, organized and timely information (Bedard, 2000). It is commonly evident that information technology provides enormous facilities among organizations, individuals and community. Nowadays, an organization considers IT/IS as a necessity to develop businesses, improve processes and satisfy customers needs. IT/IS, however, not only has the potential to change the way an organization works but also the very nature of its business (Galliers and Baets, 1998). Through the use of IT/IS to support the introduction of electronic markets, buying and selling can be carried out in a fraction of the time, disrupting the conventional marketing and distribution channels (Malone 1989). Indeed, IT/IS have changed the way of doing commerce from the real world to the virtual one with extremely developed details and improved processes. According to many researchers Information Technology Strategic Planning is the appropriate way to achieve organisation strategic purposes within the context of change. Strategic planning is the process of determining a companys long-term goals and then identifying the best approach for achieving those goals (Wikipedia). A study completed in 1999 revealed that less than 40% of US businesses included IT senior management in the strategic planning process. A Conceptual framework for IS strategic planning is necessary and so important for providing an accurate and valuable IT/IS planning for organisation. Based on Somendra and Cheng (1995) work, there are some basic steps to conceptualise IT/IS planning such as: à ¢Ã¢â€š ¬Ã‚ ¢ Study Internal Business Environment. The internal business environment is comprised of mission of the organization, its objectives, strategies and plans, business activities, the organizational environment, core competencies, its critical success factors and the internal value chain. à ¢Ã¢â€š ¬Ã‚ ¢ Study external business environment. This helps an organization focus attention on the forces and pressure groups it encounters. These external forces exert a very strong influence on the business strategy of an organization. à ¢Ã¢â€š ¬Ã‚ ¢ Study internal IS/IT environment. This is mainly comprised of the current and planned applications portfolio that supports the business. Those steps can be modified according to the business context in which the organization works, each steps could be revised and improved in order to have the ultimate formulation for realizing the IS strategic planning. Organizations performance will depend significantly on its IS potential, it is recognised that IS/IT now plays an integral role in the majority of business operations. However, there was an implication that any organization could achieve its business strategy by excellence in developing its strategy excellence in the sense of judicious assessment of the impact of IS/IT and precise alignment of IS/IT strategies with business strategies. How you gather, manage and use information will determine whether you win or lose (Gates 1999). 2.10 Project management and change management At the 8th conference of the International Research Network of Organising by Projects (IRNOP) Geraldi, et al., (2007) documented the motion: This house believes that we no longer need the discipline of Project Management. The PM body of knowledge as a discipline is challenged. In a static world it is accepted that these principles are valid but in the real ever-changing dynamic environment where everything changes it is argued that project management as a knowledge field should include more than just traditional disciplines. They conclude by saying that looking for the answer is a sign of the field being immature and that part of the maturity of project management research is to accept the complexity present in real life and to accept several perspectives to studying such a reality (Geraldi, J. et. al, 2008). The change management metrics is a sub element of project management but the principles discussed here in relation to application of standards by experienced practitioners is equally applicable. In the area of change management as a tool to deliver project success, there are several approaches which can be employed, that being said, the underlying concepts remain closely connected in all change management models. 2.7 Change Management Best Practices In the Change Management Best Practices study, Prosci (2005) analysed 411 companies worldwide in order to review their specific change management practices and determine industry best practices. Prosci then combined this study with similar ones from 2003, 2000 1998 and published the results. Proscià ¢Ã¢â€š ¬Ã… ¸s objective in conducting the study was to understand what methods and tools work best in the area of managing change. Prosci (2005) identified the following five key success factors in order of importance: 1. Active and visible sponsorship. 2. Use of change management process and tools. 3. Effective communication. 4. Employee involvement in the change process. 5. Effective project leadership and planning. Based on Prosci findings in 2007, participants evaluated what they would do differently on their next change management process. The findings focused on four areas: Better engagement of senior leaders as change sponsors Improved change management planning and more effective application of change management tools Dedicated resources for managing the people side of change Earlier and more personal communications with employees 1. Better engagement of senior leaders as change sponsors Consistent with the 2007 findings, participants stated they would engage senior leaders earlier and more proactively to: Ensure buy-in and alignment around the project Obtain sponsorship at the right level in the organization Enable senior leaders to participate actively as effective sponsors Study participants would have created a sponsorship plan and provided more education and coaching for their business leaders around being an effective change sponsor. They cited the need for a strong sponsorship coalition that was aligned around the vision and objectives of the project. They also stated the need for earlier and more frequent meetings with sponsors. Finally, participants cited the need to engage sponsors in the process of managing resistance with stakeholders. Early resistance management would help the project team create a consistent message and build commitment for the change.   2. Improved change management planning and more effective application of change management tools Participants cited several areas that needed improvement in their application of change management, including: Start earlier and improve change management planning Conduct better assessments of the change and of the attributes of each impacted group (improved situational assessments) Apply a standardized change management process on all projects Increase the involvement of employees in the process from the very beginning Align change management plans with project management plans Participants also indicated a greater need for change management training for project team members. 3. Dedicated resources for managing the people side of change Participants indicated that on their next project they would dedicate change management resources and a budget specifically allocated for change management activities. They also recommended careful selection of the change management team, which would become involved with the project sooner. 4. Earlier and more personal communications with employees Participants identified communications as an area for improvement on their next project. Specifically, participants stated that they would use more frequent face-to-face communications and less email. They also stated the need to build awareness around why the change was happening and to create the right level of urgency for the change. Additional suggestions from project teams included more active engagement of mid-level managers, more training available for employees and faster resolution of resistance. 2.8 Conclusion This literature review is intended as an introductory guide to facilitate understanding in the area of Change Management and from this to demonstrate the need for the investigation in the transformation plan at JESA. The body of research outlined in this literature review highlights the need of change in today organisations in order to survive in the context of globalization and competitiveness and analyses the areas investigated in the transformation plan at JESA with the change management practices. This supports the need for further research and the proposal that this thesis aims to address. From analysing the available literature it can be concluded that: There is no universal common Change management model of companies. However each company has its own characteristics (culture, values, mission) which the change model depends strongly on. The set of change management metrics cannot be provided universally to determine the success or failure of change management process The areas investigated in the scope of this project related to change management practices highlights many organisations practices relevant to their context and objectives So, it is the intent to put forward such a structured set of action plans and metrics in this thesis.

Mcmaster Children’s Hospital Essay

â€Å"Mcmaster Children’s Hospital is a caring for our future, one child at a time. † It was distinguished as one of the hospitals who provided the best care for patients and is also awarded with Profiling Excellence in Family-Centered Care in 2008. Aside from receiving various awards and recognition for the quality of their services it is also one of the largest pediatric hospital in Canada and ranked second busiest in Ontario. It also has 40 pediatric clinics with diverse specialization which can treat illness of almost any kind. It is like a one stop shop wherein all that you need in child care treatment, child care specialists and medicines are all there. In addition, it has also specialization on child care disorder. Because of its size and specialization a number of clients and patients can be accommodated immediately once they approach the lobby area. Superior care can be given to children because of it advocates the â€Å"inherent worth of youth and children†. Another characteristic of Mcmaster that set it aside from other hospitals is that it does not surpassed the opinion of patients (the youth and the children) as well as their families in deciding for their welfare. Before deciding for a certain treatment and the like they consult first the concern people. As it is best for children it is also recommended for babies because of its newly installed intensive care units for neonatal. It best fits pregnant women for the superior caring of their unborn children because it can give thorough care to the pregnant women beginning from pre-natal stage to post-natal stage. As it advocates innovation, one may experience an extraordinary hospital treatment because of its innovative facilities. As it advocates quality service, a patients, clients, or visitors are surely to experience a comfortable stay in the hospital. The nurses and medical practitioners are all very accommodating and are very helpful in any way possible. For the families, the Mcmaster hospital is an absolute safe alternative haven for your children and relatives who happened to visit or to be confined in the hospital. All of the staff has proper identification and name tags, likewise, the patients, have identification bands. In case that someone needs assistance whether in rooms or bathrooms, call bells are available to inform nurses. As for the hospital’s organization, the structure is formal with moderate degree of bureaucracy. The decision making process is participative, with the patients, clients and residents as partner in decision making. Although, the Mcmaster organization is generally stable and the functions can be considered as highly effective and efficient there are also some improvement that can be done to the organization for superior achievement of goals and better-quality satisfaction of customers. First, the Mcmaster organization may opt to post more and detailed information on their websites regarding their facilities and services. The customers can generate more information and knowledge about their services if this can be done. Another change that can be implemented is the adaptation of modern medical record technology. Several years ago, technology adaptation in medical recording has hailed a tremendous welcome from medical practitioners and health care providers. The goal of this is to ensure a secure exchange of health matter information through out the national system. The basic assumption of the electronic medical record directive is to secure accessibility to patients’ health information, whenever and wherever needed. Improving the quality of service requires a change in the system that will also bring forth efficiency which is the very heart of the so called EMR. The modern way of recording can be more protective for patients’ information. It will serve as a tool in promoting a more secure environment. Even the staff is assigned to l00 patients; he/she will be able to enjoy a hassle free recording because of the automatic commands in computer that will speed up the process unlike the manual recording. The EMR will help decrease errors in medical recording. The medical attendants to patients’ time will be also increase because there is no longer need for checking on the time consuming paper records and correcting on the misreported patients information and diagnoses.

Assess the View That Sects Always Compromise and Turn Into Denominations

Sects are usually very hostile groups and 9 times out of 10 they will be ‘world rejecting’, meaning that they reject the outside world and believe it is either corrupt or beyond redemption. Such groups tend to abandon the outside world and start their own community with their own way of life or attempt to transform the world with an evangelical approach. An example of a sect which has cut off from the world is the Unification Church, often known as ‘The moonies’ – they reject materialism and encourage its members to hand over all assets whilst imposing an ascetic lifestyle on them.Sects and Cults are known for being quite short lived, and it is suggested that over time they will either turn into a denomination or disband and disappear all together. An example of this is the Methodists, they originally began as a world rejecting religious sect, with members living a lifestyle in opposition to existing society. However, they have evolved over time into becoming the world accommodating denomination that they are today.Neibuhr puts forward his explanation of this and calls it ‘denomination or death. ’ He believes that a Sect is a world rejecting organization that comes into existence because of a schism from an established church due to disagreements within either teachings or religious doctrine. He argues that sects are usually short lived because within one generation they will either compromise with the world, abandon their extreme beliefs and become a denomination or ultimately die out.One reason that Neibuhr puts forward is ‘the second generation’ – this refers to the children of the members who joined voluntarily, they lack the same enthusiasm and beliefs that their parents showed because they were born into it and will not express the same extreme beliefs. He also suggests, ‘the protestant ethic effect’ this is the result of the members living an ascetic lifestyle. People are most likely to join a sect because they are looking for a theodicy of disprivelage to legitimate their position in society, and after living this lifestyle where by they save their money and do not spend it on material goods.They will no longer need the theodicy of disprivelage and will be tempted to compromise with the world and become world accommodating. The Final suggestion, also stated in item A is that most sects have a charismatic leader, and when this leader dies they will either collapse or a new more bureaucratic leadership will take over, this will then transform them into a denomination. However, on the other hand Aldridge suggests that many sects have existed a long time while still retaining their features as sects such as Jehovah’s witnesses.In addition, sects maintain a strict conduct, so much so that if members fail to conform to these standards then they will be expelled, he also points out that sects are very good at socializing children into the acceptance of their beliefs and practices. Similarly, Stark and Bainbridge view religious organizations such as sects as moving through a cycle, they call this ‘the sectarian cycle. ’ The first stage is the ‘schism’, which is when there is tension and disagreement between the privileged, and deprived within a church, the deprived break away to form a world-rejecting sect with slightly different beliefs and practices.The second stage is ‘initial fervor’ which is when a charismatic leader will take over and form great tension between the sect and the outside world, thirdly the sect will then turn to a denomination for the same reasons suggested by Niebuhr leading to them finally, becoming an establishment. This sees the sect become world accommodating; within this stage there is usually a further schism, where more zealous members break away to form a new sect more true to the original message. On the other hand, not all sects are short – lived.Not all sects depend on a charismatic leader so the death of a leader would not affect the functioning of the sect enough for it to collapse and become a denomination; also Many sects have outlived one generation and have still retained their features. Wilson also argues that not all sects follow the pattern of turning into a denomination or dying out, he believes that whether or not this happens to sects depends on how they answer the question that they ask themselves ‘how can we be saved’? onversionist sects will try to convert as many people as possible through evangelism, these will be more likely to turn into larger more formal denominations. Where as Adventist sects such as the seventh day Adventists await the second coming of Christ and will hold themselves separate to society, this separatism will prevent them becoming a denomination. Wilson also argues that globalization will make it harder in the future for sects to keep themselves separate from the outside world.On t he other hand, it will also allow them to recruit in the third world, where there are large numbers of deprived people that will be attracted to sects. This is shown by the success of Pentecostalism. To conclude, the evidence suggests that although it is very easy for a sect to turn into a denomination, not all sects always do. They have means and ways of avoiding this and many have become established sects that will continue to socialize further generation and carry on the original message.

Descriptive Essay - Original Writing - 1428 Words

I sat in the alley trying to catch my breath. The sounds of sirens filled the air as I saw the red and blue lights flicker pass me. I took off my mask and felt my horns fade to nothing. I went down the street to my father s bar The Swig of Death. I went into my father s bar it was empty and saw him washing cups. Dad I finished the job do you have anymore for me? I asked. No, but you did an excellent job. My dad told me. Thank you. We will be having a meeting thursday. Ok, same time? Same time. Bye bye! Bye Din Din. A meeting tomorrow must mean a new member, I walked with my head down and my hood down not to draw any attention to myself. I started to walk down the street towards the park where I left my car. That s when I felt someone grab my shoulder. Hey Din. I turned around to see who grabbed my shoulder. It was David what a relief. I looked at him he had some snake bite piercings, a couple on his eyebrow, and a nose piercing. He had brown hair the was a bit above his shoulders. He wore a black beanie with a rim on it, he had some black high tops, and some nerdy glasses. Jesus christ David! You scared me! Me scaring the almighty Din, it s a miracle. David you don t know what happened tonight. Oh so tell me I am ever so fascinated. You know I can never tell when your being sarcastic. I wasn t being sarcastic, I really want to know. Right, I mouthed out. Fine, I was going to buy you food. Fine asshole. We walked to myShow MoreRelatedDescriptive Essay - Original Writing1110 Words   |  5 PagesI don’t know how I got to where I am, but I’m here now, and I have to win if I want to live. I am in a game, and in order to live, I have to escape. That’s the thing, though: I don’t know how to escape. I was running for my life around this old house that looked like it came straight out of a horror movie. I doubled over and held my head in pain as I saw the static, which meant it was coming. I was being chased by what looked like a person but in no way acted like one. 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He tells me of all these stories of the places where he s been, the distant lakes and mountains, and in valleys oh so green. I can see it in his eyes, he really has beenRead MoreDescriptive Essay - Original Writing974 Words   |  4 Pages I was used to moving round, having a mother who liked to travel more than making roots was something I had gotten used to. Still, I had never gotten used to the loneliness of an empty house when she was out exploring, or the feeling of leaving behind someone who could have meant something to me. Our most recent move was Oregon. It was pretty, and I didn’t mind it, but it was much different than Florida. Not only was it opposite sides of the country, it felt as if it were opposite worlds. InRead MoreDescriptive Essay - Original Writing1012 Words   |  5 Pageshave plenty of time in the next month to think about my feeling in regards to Kendrick. I needed to finish up the article and get it off to my editor. I should be able to get it done by tonight and send an email in the morning. I was thinking of writing my next article about the sea life around the Scottish coast. Since our salmon dinner last evening I thought I would do a piece about the commercial salmon farming that began in Scotland in 1969. In 2002 over 145,000 metric tons of farmed AtlanticRead MoreDescriptive Essay - Original Writing1561 Words   |  7 PagesThere’s something I need to say and what follows may not be something that you’d expect, it won’t be heartening or uplifting. If you remember today, I told you about going somewhere I wanted to go to†¦ I’m not sure if you believed and accepted what I now confess as untrue; it is partly. I needed to pull away emo tionally†¦ from you. You must have had fathomed that some degree of formality had seeped between us. Born of habit, formulaic greetings had become a routine. 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I had the bottom two drawers. Andy had the middle two, and Caireann had the top. I pulled open the drawers, pulling on a colorful tank top and a grayRead MoreDescriptive Essay - Original Writing1345 Words   |  6 PagesLater that night, I was behind the wheel of my G-Wagon with Melissa in the passenger seat. She didn’t feel like driving since she was on the road all day and I understood so I didn’t mind when she asked me to. I had been tight-lipped. She kept eyeballing me as if she detected that something was bothering me but I just kept singing to my India Arie as if I was carefree. â€Å"So are you going to tell me what’s going on or no† Melissa said disrupting my own personal concert. I stopped singing and tookRead MoreDescriptive Essay - Original Writing1085 Words   |  5 PagesI WAS SITTING IN a taxi, wondering if I had overdressed for the evening, when I looked out the window and saw Mom rooting through a Dumpster. It was just after dark. 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I was full of false jollity because I thought I had finally found my phone. Moments later, as I walked back to the hotel room I was kicking the sand as I walked and looked down and there it was. I was shocked because my phone wasn’t gone. I had actually found it. When I walked through the doors of the Atlanta airport, I was more anxious then I was on the car ride there. Everyone in the airport were wa lking in and out carelessly. I felt out of place because I seemed like the only one to actually think about the many things that could occur at an airport. As I walked I was desperately telling myself everything was okay and I had my sister with me so I was safe. As I passed the security scans I told myself this is it there’s nothing to fear in a few hours I will be on the beach enjoying the sunset. As I heard the ground staff announce that are flight would be boarding I panicked. My refusal of the call wasShow MoreRelatedDescriptive Essay - Original Writing1110 Words   |  5 PagesI don’t know how I got to where I am, but I’m here now, and I have to win if I want to live. I am in a game, and in order to live, I have to escape. That’s the thing, though: I don’t know how to escape. I was running for my life around this old house that looked like it came straight out of a horror movie. I doubled over and held my head in pain as I saw the static, wh ich meant it was coming. I was being chased by what looked like a person but in no way acted like one. Just as it was about to appearRead MoreDescriptive Essay - Original Writing1102 Words   |  5 PagesIt is on days like this when we stop to think about our life. Small drops of rain begin to dapple the cobblestone pavement as people whip out their umbrellas for cover. I continue sauntering down the busy street, relishing the feeling of a light shower. 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Still, I had never gotten used to the loneliness of an empty house when she was out exploring, or the feeling of leaving behind someone who could have meant something to me. Our most recent move was Oregon. It was pretty, and I didn’t mind it, but it was much different than Florida. Not only was it opposite sides of the country, it felt as if it were opposite worlds. InRead MoreDescriptive Essay - Original Writing1012 Words   |  5 Pageshave plenty of time in the next month to think about my feeling in regards to Kendrick. I needed to finish up the article and get it off to my editor. I should be able to get it done by tonight and send an email in the morning. I was thinking of writing my next article about the sea life around the Scottish coast. Since our salmon dinner last evening I thought I would do a piece about the commercial salmon farming that began in Scotland in 1969. In 2002 over 145,000 metric tons of farmed AtlanticRead MoreDescriptive Essay - Original Writing1561 Words   |  7 PagesThere’s something I need to say and what follows may not be something that you’d expect, it won’t be heartening or uplifting. If you remember today, I told you about going somewhere I wanted to go to†¦ I’m not sure if you believed and accepted what I now confess as untrue; it is partly. I needed to pull away emo tionally†¦ from you. You must have had fathomed that some degree of formality had seeped between us. Born of habit, formulaic greetings had become a routine. You presume that I’m a close friendRead MoreDescriptive Essay - Original Writing1387 Words   |  6 PagesI was wearing a beautiful blue dress with sapphire gems all around the chest area as I entered the ball with Ciel and Sebastian. I took a good look around here, the hallway was lined with gold. There was a servant ready to escort us to the ball room. Hello, come this way. He said, walking forward. Wow, this place is so fancy! I exclaimed, looking around. It s fake gold. Ciel bluntly replied, bringing my hopes down. I sighed. Ciel sounded like he wasn t in a very good mood. Ciel, lightenRead MoreDescriptive Essay - Original Writing1287 Words   |  6 Pages In the morning, Caireann woke me up. She stood above my bed, shaking my shoulder. I opened my eyes, looking at her. Then I looked across the room to her empty bed. Andy s empty bed sat in the corner. I swallowed, climbing out of bed. Sleep well? Caireann asked me, starting out the door. Yeah, I said, going over to our small dresser. I had the bottom two drawers. Andy had the middle two, and Caireann had the top. I pulled open the drawers, pulling on a colorful tank top and a grayRead MoreDescriptive Essay - Original Writing1345 Words   |  6 PagesLater that night, I was behind the wheel of my G-Wagon with Melissa in the passenger seat. She didn’t feel like driving since she was on the road all day and I understood so I didn’t mind when she asked me to. I had been tight-lipped. She kept eyeballing me as if she detected that something was bothering me but I just kept singing to my India Arie as if I was carefree. â€Å"So are you going to tell me what’s going on or no† Melissa said disrupting my own personal concert. I stopped singing and tookRead MoreDescriptive Essay - Original Writing1085 Words   |  5 PagesI WAS SITTING IN a taxi, wondering if I had overdressed for the evening, when I looked out the window and saw Mom rooting through a Dumpster. It was just after dark. A blustery March wind whipped the steam coming out of the manholes, and people hurried along the sidewalks with their collars turned up. I was stuck in traffic two blocks from the party where I was heading. Mom stood fifteen feet away. She had tied rags around her shoulders to keep out the spring chill and was picking through the trash