Gun Control Is A Fundamental Right - 1327 Words

Firearms is a fundamental right in the Bill of Right which includes in constitution. America has a long conflict history on firearms. Firearms plays a vital role in shaping American history and its culture. The majority of people in the United States owns a gun in their household whether it’s them or someone else in their household. Gun control has been a big issue in the United State and all around the world. There are many cases that federal court have favored guns and they are also protected under our first Ten Amendment in the Constitution. Over the past years there has been many cases linked towards gun controlling and still haven’t progressed. Guns violence has caused lots of threat to the nations ,but people don’t want to change the law. The best way to resolve the gun problem is simply by changing the gun laws so, it will be difficult for people to own firearms. It is also quite easy for criminals to own a gun illegally now. History of gun control Gun control was passed in 1934 to levy new criminal laws and along with gun control â€Å"New Deal for Crime† was the first federal gun control law. This law requires all guns dealer to record their document in national registry. In 1938, Roosevelt wins the â€Å"national firearm act of 1938†. This act requires all the gun seller to record their sale and prohibit any firearm sale to people with violence crime background. People use guns for many purposes, but guns should only be used for military purpose. Even though theShow MoreRelatedGun Control Laws Limit Violent Crime1385 Words   |  6 Pagesprinciple of liberty for all. The Bill of Rights, which is a pillar of US democracy, clearly stipulates that all citizens have the right to bear arms. It is senseless to sacrifice this fundamental right for a false illusion of safety. We can reference previous periods of history in which the government placed restrictions on products and examine how ineffective they were. Furthermore, we can look at the absence of a correlation between strict gun control measures and reducing violent crime ratesRead MoreThe Issue Of Gun Control Laws1701 Words   |  7 PagesA gun has the capacity to convert a conflict into a serious crime. The power of a gun is vast. But it the power of the gun is appreciated in right hands. The effects of a gun can be cherished when it is used by right hands and with the right intention. The effects of the gun are condemned when it reaches in wrong hands. A gun can protect as well as end someone’s life. When it ends the life of a criminal, it is a sign of bravery but when it takes the lives of innocent people it is condemned. ThereforeRead MoreThe Issue of Guns and Gun Control in America1146 Words   |  5 PagesIn America guns have been a part of the country’s society since it’s birth. Throughout history the citizens of the US have used firearms to protect the nation, protect their families, to hunt for food and to engage in sporting activities. The issue of Guns and gun control takes on a proportion of extreme magnitude. Weighing the rights and liberties of the individual against the welfare and safety of the public has always been a precarious balancing act. In the United States, gun control is one ofRead MoreThe Arguments For Gun Policy998 Words   |  4 PagesGun Policy After the continuing domestic and international acts of gun violence, either as hate crimes, revenge, or terrorist acts, the ongoing battle of gun control in our country continues to be heated and emotional. Because of fear or to use for election campaigns, citizens and politicians are aggressively voicing their opinions either for or against this debate with both rational and irrational claims. Some of the rational arguments for gun control are popular with the public. For example, HilaryRead MorePersuasive Essay On Gun Control1446 Words   |  6 PagesPeople who argue that we should have more gun control focus on things that are not the true issue. I believe that our Society needs to protect its selves due to recent shortage in public safety. If there is any type of emergency, officers response time can mean life and death. Our current gun laws are unclear and can be misinterpreted. A part of our society should not bear arms because of their past offenses, but I believe that we should not make the foundation of our arguments, the irresponsibleRead MoreGun Control versus Gun Rights Essay1445 Words   |  6 PagesIntroduction In America guns have been a part of the country’s society since it’s birth. Throughout history the citizens of the US have used firearms to protect the nation, protect their families, hunt for food and engage in sporting activities. The issue of Guns and gun control is complex. Weighing the rights and liberties of the individual against the welfare and safety of the public has always been a precarious balancing act. In the United States, gun control is one of these tumultuous issuesRead MoreAn Informative Essay on Gun Control1289 Words   |  5 PagesInformative Essay on Gun Control Introduction The right to possess guns is a fundamental element to American identity. The right to own and operate guns under certain circumstances is in fact guaranteed as part of the United States Constitution. Over the course of American history and particularly in the 21st century, there exists a great debate over the possession of guns of private citizens. Both sides of the debate argue with fervor. There are those that argue fervently for the right to possess arms;Read MoreGun Control1724 Words   |  7 PagesEnglish 1302 5th march 2013 Sides of Crime Control Gun control laws have been surrounded by controversy since The Bill of Rights, including the Second amendment was passed in the congress. A well-regulated Militia, being necessary to the security of a free state, the right of the people to keep and bear Arms, shall not be infringed, the founders wrote. Until recently there was considerable argument over just what the founders intended by their words. Did they mean to provide only for armedRead MoreCivil War And Its Effects On The United States1347 Words   |  6 Pagesthe gun from a retail gun store in charleston because of lapses in the FBI background check system, (Ellen Nakashima; Washington Post) and commit this act of racial violence. â€Å"A well regulated militia, being necessary to the security of a free state, the right to keep and bear arms shall not be infringed.† The US Constitution, written in 1787, asserts that it is essential for a Free State citizen to bear arms. However, recent acts such as mass shootings, intercity violence and accidental gun shootingsRead MoreAnalysis Of The Article The Us Constitution 1347 Words   |  6 Pagesthe gun from a retail gun store in charleston because of lapses in the FBI background check system, (Ellen Nakashima; Washington Post) and commit this act of racial violence. â€Å"A well regulated militia, being necessary to the security of a free state, the right to keep and bear arms shall not be infringed.† The US Constitution, written in 1787, asserts that it is essential for a Free State citizen to bear arms. However, recent acts such as mass shootings, intercity violence and accidental gun shootings

Senate Meetings Between The Republican And Democrat Party...

While watching the committee meetings between the Republican and Democrat party committee I noticed many things that were the same while also observing many things that were different. Every four years, the Democratic Party puts together our party platform, the ideas and beliefs that govern our party as a whole. Not only does each party take certain stances on specific issues , they also have a different guidelines and atmospheres surrounding them that affects their decisions. Republicans are normally more conservative, their primary focus is directed more towards a limited influence on government and a dominant foreign policy. They are also for religion, anti-beauracracy , and pro-military. As to where Democrats are considered to be more liberal and adhere to more improving the quality of people lives to achieve equality. Although there were a handful of things to pick from that were different with each party they were similar in how they incorporated their policy s and laws. They both voted by raise of hands and saying yay or neigh to the topic. The first committee video I decided to watch was the Republican committee, which was a short video compared to democratic video. During the video they spoke about the first amendment, and asked delegate Wilson to present his ideas. they presented the amendment on the screen and spoke about what should be changed. The amendment spoke about how he felt that children should be raised in an intact biological family household.Show MoreRelatedBill Legislation, Appropriation Bills, And Entitlement Legislation1349 Words   |  6 PagesCongress introduces a bill. After discussion of a bill, the bill is introduced to the House who is then assigned a H.R number and then the bill is introduced to Senate and the receive a S number. When a bill is introduced it is different then when a bill is enacted into law. Next there is the committees system or the congressional committee which is the workhorses of Congress. Many issues are brought to Congress everyday and as the list grows, lawmakers are the ones who go through all the facts andRead MoreSchool1611 Words   |  7 PagesPart 1: Chart House vs Senate | | | | | | HOUSE | SENATE | 1 | Size | 453 | 100 | 2 | Length of term | 2 years | 6 yrs | 3 | Term limits? | No limit | No limit | 4 | Election schedule: how often | | | 5 | Apportionment of representatives: which is by state and which is by district | District | State | 6 | Minimum age | 25 | 30 | 7 | Minimum citizenship | 7 years | 9 years | 8 | Inhabitant of state represented (for how long) | 7 years | 9 years | 9 |Read MoreSenator Ted Kennedy : Education Reform1588 Words   |  7 Pageswith key congressional in Austin, TX to discuss education reform (Broder,2001.) Republicans and Moderate Democrats attended the luncheon and Bush asked them to dedicate themselves to passing bipartisan education reform over the next several months (Debray,2006.) Notably absent from this initial meeting was Senator Ted Kennedy(D-MA) an early sign that Bush intended to rely on a coalition of New Democrats and Republicans to push through bipartisan education reform. On his second day in office, BushRead More Overview Of Clintons Impeachment Proceedings Essay1343 Words   |  6 Pagesdetails of every encounter between Ms. Lewinsky and the President, and the grounds for impeachment. After the House of Representatives received the document, they forwarded it on to the House Judiciary Committee. The House Judiciary Committee convened on October 5, 1998 to decide whether there was enough evidence to start an official impeachment inquiry. A simple majority was needed for the investigation to continue. The House Judiciary Committee heard the Republican investigative counsel, alongRead MoreThe Power Of The House Of Representatives1219 Words   |  5 Pageslist some of the similarities and differences between these two legislatures to help you in the transition as the Congress has changed overtime and thus, to help develop your Home Style. The modern Congress is a reformed Congress (Shaw, 2015:2). The power of the House of Representative was held in the hand of the Speaker in the early 1900s. However, a resolution was introduced by George Norris after leading the progressive Republicans and Democrats into a revolt against Joe Cannon, the Speaker,Read MoreFrom Inspiration to Legislation: How an Idea Becomes a Bill4179 Words   |  17 Pagesto the proper committee by the Speaker of the House or the presiding officer in the Senate. Quite often, the tangible referral choice is made by the House or Senate parliamentarian. Controversial bills such as the abortion issue at hand might be handed to more than one committee and it may possibly be split so that some positions are sent to diverse committees. The Speaker of the House might place time restrictions on committees. Bills are positioned on the calendar of the committee to which theyRead MoreThe Government Is Made Up Of Three Branches Essay2188 Words   |  9 Pagesthr ee and is made up of two parts. This is the U.S. Senate and the U.S. House of Representatives. America developed the structure of the legislative branch when the Founding Fathers wrote Article I of the Constitution. Each state has two U.S. Senators and at least one U.S. Representative. The larger the population of the state, the more Representatives it has. The U.S. Constitution sets the qualifications to be a member of the House and Senate. Both senators and representatives must be citizensRead MoreThe Campaign Trail, Governor John Bel Edwards s Incarceration Rate And End The Era Of Louisiana1345 Words   |  6 Pagesmore than 25 percent in the next decade, passage of the bipartisan reform plan before the Louisiana Legislature would reduce Louisiana’s jailed population by 8 percent by 2027. The current posture of Louisiana’s plan reflects a compromise reached between reform advocates and local prosecutors and law enforcement officers: â€Å"We’ll see what this does. Hopefully, it doesn’t increase the risk to public safety significantly,† commented E. Pete Adams, executive director of the Louisiana District Attorney’sRead MoreBreakdown Of The Legislativ e Process2046 Words   |  9 Pageslegislation in the House. With Republicans having a 57 to 43 Democratic margin in the House; it would be best to start the bill in the Senate. While margin of the majority in the Senate is much closer, with 26 Democrats to 24 Republicans, it will not be easy to pass this bill in the Senate, but there passage has much better odds. Because the Democrats hold the majority in the Senate, committee leaders are Democrats. If the bill is to have any chance at getting to the Senate floor, it is going to needRead MoreExecutive Privilege And Public Knowledge1052 Words   |  5 Pageshonest communication within the Oval Office between his staff and advisors. It also ensures that those conversations are entitled to be private. Executive privilege happens throughout various presidencies. The primary controversy of it is whether or not the president has the right to use it in order to withhold information from Congress or judicial proceedings. There is an ongoing discussion in regards to who really needs to know who the president is meeting with and what the context of the conversation

Call of the Wild Theme Project Free Essays

October 1st Period E1 Call of the Wild Theme Project â€Å"†¦he may be seen running at the head of the pack through the pale moonlight or glimmering borealis, leaping gigantic above his fellows, his great throat a-bellow as he sings a song of the younger world, which is the song of the pack. † How did Buck, an ordinary domestic dog living in the sun-kissed Santa Clara valley in California, go from being the favored of a wealthy judge, to the head of the wolf pack in eastern Alaska? Buck makes many enemies along the way, but he also makes friend that will always have an impact on him. Learns lessons he would need to know to survive this treacherous land. We will write a custom essay sample on Call of the Wild Theme Project or any similar topic only for you Order Now Even finds out what it’s like to live in the foot-steps of his ancestors, and Buck loves every minute of it. He loves the feel of being an un-domestic wolf in the wild. All he has to do; is heed the Call of the Wild. Buck matures greatly in chapter one. He learned that humans were to be trusted, but also respected. That is the law of club that the man in the red sweater taught Buck before selling him to Perrault and Francois. It’s a very important lesson in this chapter. Buck’s life changes gradually here; Manuel, the gambling grounds keeper, sells Buck to men who are traveling up North for the Arctic gold rush, Buck is starved for days before meeting the man in the red sweater, who beats Buck with a club to show that man must be obeyed and respected, then gives Buck food and water to show him that man can also be trusted. This is the law of club that Buck will live by during his life in Alaska. Chapter two, The Law of Club and Fang, is precisely what the name states. Buck learns about the law of club and fang. But he also learns of his bitter hatred towards fellow sled dog, Spitz, when he laughs at the death of another dog, Curly, who was maimed by other huskies. Life is fairly tough in the Northland for Buck. He is expected to learn the rules of sledding fast, and he takes up to that is record time. Once a mistake is made, he knows how to keep it from happening again. All the laws of the North are hurling themselves at Buck, expecting nothing less than excellence. The law of club nd fang has deeply embedded itself into Bucks brain, taunting him with nightmares of experience; â€Å"If you fall, you die. † It has taken these words and paired them with Curly’s death as a reminder to Buck of what must be done. What must be done to survive. In this chapter it becomes apparent that Spitz shares in his hatred towards Buck, so, after a good while of trying to avoid it, Buck gives Spitz just what he wants; a fight. Bucks personality is grad ually changing, also. He is growing out of the domestic dog that he once was and has become more like the wolf. During this chapter, Buck’s character change is apparent when he starts challenging Spitz’s authority, and gets the other sled dogs to do so as well. Soon, a ruckus arises over the camp when Buck and Spitz have at each other. Just when Buck looks to be defeated, he cunningly tricks Spitz and takes his position as dominant primordial beast. Here, is where a lot of the lessons pile on Buck. While being lead dog, Buck learns how to gain everyone’s respect as the head dog. Then, when he is again sold to another owner, he gains the exact same respect from the fifty other dogs there. He matures greatly as leader and enjoys what he does, but he can’t help but want something more. Something else. While working as a mail dog, Dave, one of the dogs from Bucks previous job whom is very proud of his work, gets internal injuries and can no longer pull a sled. He is devastated when they try to cut him out of the traces so they let him work for as long as he can bear it. Then they let him go, putting an end to his misery. From Dave, Buck learns that everything, everyone, has a limit, that nothing can ever really last forever. In this chapter, Buck is introduced to yet another set of owners. Charles, Hal, and Mercedes aren’t what would cut for working people. Actually, they would be the complete opposite. They are foolish, daft, lazy, and a very important part of Bucks growth in this book. From them Buck learns that discipline was never given upon him in the past because of cruelty, it was because past owners never would have tolerated such disorder as these three. They were cruel to the dogs to allow little rest and hoarding their food. The group comes up to the camp of John Thornton soon and they are but a memory to Buck; after the abuse that Hal commits to Buck when he refuses to move from his resting place. Thornton steps in and saves Buck from Hal’s cruel whip and club. Hal stubbornly pulls his sister and brother-in-law along the path, against Thornton’s advice. They disappear under the ice as soon as they set foot on the frozen river, leaving Buck in the care of John Thornton. This chapter is incredibly important to Bucks maturity. This chapter is where Buck expresses his love for John is many ways. Buck realizes, what with all the different owners he has had, he has never felt love to anyone. None until John Thornton. When Buck loves John, he means to even jump off a cliff for him, his love is so strong. His trust in the man so sure. In fact, Buck saved John from a raging river at the risk of his own life. His love for John goes completely the length of his heart, is the only way to describe it. In this chapter, Buck is compelled more than ever to answer to the call of the wild, but does not want to break ties to the owner whom he loves so dearly. He cannot leave John, even if he wanted to. His love is to deeply embedded into the both of them. That is until, while Buck is stalking a moose, John and his team of few dogs and comrades are killed by the Yee-hats, a native to Alaska. Buck continues to hunt, unknowing of what awaits him at camp. When he does make it back to camp, he finds the remains of the Yee-hats good work done. He also finds lingering members of the tribes and manages to kill score of them. After that, Buck can’t help to feel pride in the mixture of devastation over loosing John. He had killed man! The top hunter, the ultimate prey! This brings Buck to stand where he belongs; at the top of the pack. The lead in the group of wolves. The legend carried from generation to generation. The wolf that never forgot where it belongs, or who got him there. The story of Buck never fails to warm the heart and entice you with life lessons told in a way you’d never forget. Buck learns that you need to do what you really want to do in life, to follow your instincts, and to be the best you can be. He knows how to life his life; the way he wants to live it. He learned that if you fall, you can just pick yourself right back up again. He learned that love is both valuable and dangerous. That is must not be misused because of consequences. But most of all; he learned to never give up. That if there is something out there that you want to do, don’t let anything get in the way of it. He followed his dream of being a wolf as soon as John died because there was nothing holding him back anymore. He knew that it was time for him to become what he was meant to be. How to cite Call of the Wild Theme Project, Essay examples

Leadership and Operational Management †Free Samples to Students

Question: Discuss about the Leadership and Operational Management. Answer: Introduction All across the globe, todays organizations are witnessing more turbulent markets, more discerning consumers, and more demanding stakeholders, forcing them to restructure so as to meet such challenges. Change is always taking place and it never ceases (Argote, 2011). Regular and overlapping transformation has become a way of life in todays business setting. Those who want to maintain a competitive edge must learn to react to an increasing number of transformations in how they structure organizations, how they relate to workers and customers, implement technology, and carry out business. While a majority of organizations concentrate on what to change to improve organizational performance and value, the human component of carrying out these decisions is usually left unattended. Change is generally uncomfortable and adapting to it can prove to be quite messy. But it is important in any given organization. That is why people should learn to embrace it. A number of theoretical perspectives have in the recent past tried to explain how people understand organizational change. Objectivist and social constructionist perspectives are the two main ones. Objectivism refers to the idea that an objective reality is present and can be known through the amassment of more complete information (Raelin, 2007). It views knowledge as some entity that exists independent of the mind of people. Objectivism argues that there is a world independent of peoples minds to which their thinking must match up if their concepts are to be genuine and of practical use in living their lives, safeguarding their rights, and pursuing their values. On the other hand, having come about as an attempt to understand the nature of reality, social constructivism views knowledge as constructed rather than created (Alvesson, Hardy Harley, 2008). This means that it embraces the fact that there is an objective reality. Social constructivists place much emphasis on daily interactions between individuals and how they make use of language to construct their reality. From this perspective, humans are interpreters and perceivers of social and physical experiences, which can only be understood by the mind. In business, practical knowledge takes priority over theoretical knowledge (HMRC, 2010). Notably, when people are immersed within the organizational culture, they are learning about how to become part of that culture, on various levels. Objectivism defines organizational change as a process which takes place systematically, and that organizations are considered to be living systems that have ecological and organic features. This means that they can only be understood as dynamic wholes capable of learning. From an objectivist perspective, organizations are not machines, but actual living organisms (ODonnell, 2009). Organizational change means a shift to a higher purpose. Contrarily, social constructivism defines organizational change as a process of behaving or doing that is usually characterized by compromise between those involved. The main dilemma is perhaps the difficulty in bringing together these two perspectives overview of organizational change as social practice (Radnor Walley, 2008). However, objectivist and social constructionist perspectives are linked in that they both revolve around a persons response and behavior towards change. Eventually, these individuals act towards a common goal. Identification of a change in HMRC organization Her Majestys Revenue and Customs is a United Kingdom organization that funds various policies the UK government initiates (Radnor, 2010). Monies raised through taxation are utilized in funding the welfare state, the armed services, the health service, and other aspects of government activity. Taxation has been the main characteristic of virtually all civilizations, from the Romans and Egyptians, to contemporary democracies. Benjamin Franklin also cited that nothing in this world is as certain as taxes and death. Despite this, taxation is neither popular nor straightforward (Carter, et al., 2011). When the United Kingdom government chose to merge the Inland Revenue with Her Majestys Customs and Excise, this was considered to be the latest in a number of organizational transformations. The newly formed organization, HMRC, experienced the drawback of integrating two previously autonomous companies, each of which boasted of a long history. Changing the way of thinking of tax experts insi de the former Inland Revenue together with combining the culture of two distinct organizations to form HMRC, were the main challenges. HMRC was formed in 2005 and has a total of 105,000 workers, making this one of the largest non-ministerial government departments (Lapsely, 2009). This newly formed organizations vision is to close the tax gap which is the difference between the tax amassed and that which should be. In 2008, HMRC was forced to downsize its activities, reducing its workers to 80,000 in over 450 offices around the UK. By using lean technologies in an effort to minimize waste and make processes efficient, the newly formed organization has so far managed to minimize its operating costs. During this organizational change, HMRC had communicated and described a vision to its staff. However, 93% of the staff said that they were aware of the vision, but only 66% felt that they had understood what was expected of them (Radnor Bucci, 2007). Furthermore, a number of leadership and structural changes had compounded the effects of lean thinking and process improvements. These outcomes show that the change had bee n poorly implemented. The change agents in this particular case were the managers and other senior management personnel. These change agents failed in their duty to establish a climate for change by overcoming resistance to change and bringing together forces for constructive development. Evidently, the lean approach has been historically identified with car manufacturing, particularly the Toyota Production System, and is founded on the main principle that companies will secure effectiveness by getting rid of wasteful processes, the need for rework, and errors (Carter, et al., 2011). HMRC initiated the introduction of lean into the public industry with a reform programme known as Pacesetter (Pollit Bouckaert, 2009). This was in reaction to the challenges that its Processing Directorate would experience in the coming years, for instance, ensuring that the Processing in the newly formed organization is amongst the finest United Kingdom processors. The lean approach, through the Pacesetter, would enable a change of HMRC by transforming current management processes to establish suitable management infrastructure capable of sustaining improvement, redesigning service delivery processes to improve quality, productivity and minimize lead time, and transform actions and mindsets of front line staff and leaders to support the novel systems while delivering continuous improvement (Talbot, 2010). Notably, in the course of the transformation, there was an understanding of the programme by many senior managers, but this understanding grew less clear further down the hierarchy. Communication regarding the implementation of lean could have been better addressed by HMRC. Looking at these facts from an objectivism perspective, the approach that HMRC used during the organizational change was rational, depersonalized and concentrated on things such as systems, structure, and strategy. The Pacesetter programme was viewed as one that would eventually take the newly formed organization to meet its five-year challenges, where emphasis on development with the senior managers would be emphasized. On the other hand, the socially constructed approach tends to encourage individuals to be more involved in defining the issue and working out the solutions. This is something that HMRCs senior mangers failed at because they did not effectively communicate and ensure that the workers fully understood the programme and what was expected of them (Carter, et al., 2016). SWOT Analysis Strengths The lean approach would bring the reengineering of working practices that were in the past founded on professional judgment and autonomy. The lean programme would sustain concentration on fiscal concerns and efficient utilization of resources while intensifying managerial dialogue on competition (Carter, et al., 2012). It would attain value for money through delivery of a sustainable cost base while maintaining revenues. Weaknesses The application of lean methods would prove to be problematic, leading to double the effort and rework. That daily pressure to meet top targets would mean that other significant aspects of work are neglected. The skill content of jobs would be reduced since employees would no longer be allowed to think for themselves or apply common sense principles (Argote, 2011). Using detailed performance measurements would create a false impression at the level of cumulative data. Opportunities To become more attractive and fuel increased acceptance by senior management and government of leans applicability (Raelin, 2007). To ensure that HMRC is the UK governments most preferred processor. Be able to improve the experience of the organizations customers, minimize costs, and capitalize on revenues. Threats That the programme would not be well received by the employees. Possible tax office closures and staff cutbacks. That there would be minimal support for regular improvement as implemented at HMRC, and less chance to offer an honest critique of workplace changes and Lean (Alvesson, Hardy Harley, 2008). The revenues that are usually gathered by HMRC come in different forms, making the organization quite large and complicated. This means that it also deals with a diverse number of customers. HMRCs ability, as already indicated, to deliver on its mission has been limited by the harsh reality and public sector organizations are still under pressure to do more with less (HMRC, 2010). Following a 2007 review of how equipped government departments were to meet its future challenges while at the same time developing a culture of regular improvement and excellence, HMRC was once again subjected to another review that would evaluate its progress on issues raised during the initial review. This was an aspect of the organization that had been described as needing urgent action since HMRC was not well equipped to address the issue of poor management (ODonnell, 2009). From the review, it was found that the senior leadership team had failed in tackling poor staff participation and improving communications and visibility. It is here that the Pacesetter programme was introduced in an effort to redesign service delivery processes, transform the mindsets and actions of front line staff and leaders, and transform current management processes. Following this organizational change to reform the program in the newly formed organization, there is proof that the initiative has resulted to increased output per individual per day in addition to enabling reductions in staff (Radnor Walley, 2008). Increased productivity of at least 30% in offices where the Pacesetter programme has been implemented is also evident. A number of benefits and drawbacks (from both the objectivist/rationalist and social constructionist perspective) of using business SWOT Analysis, in general, to determine the need for organizations to change. Notably, an objectivist is more likely to understand this analysis as providing HMRC with clear reasons for change, while a social constructionist understands it as a partial picture of the situation that is based on imprecise data (Radnor, 2010). S/he also tends to disregard the human element involved. One of the benefits, from a social constructionist perspective, associated with using business SWOT analysis is that it is cost effective. This means that the person conducting the analysis does not require much training or any form of technical skill. There is also no need for an external consultant; all that is required is a staff member with prior knowledge of the business. Secondly, each of HRMCs employees plays a significant role in driving the organization to victory. That is why engaging in discussions of key strengths and weaknesses helps in the identification of threats while capitalizing on opportunities (Carter, et al., 2011). As already indicated, social constructivism is all about interactions between individuals and how they construct their reality. On the other hand, an objectivist would find the use of a SWOT analysis as a drawback in the sense that it does not provide any mechanism to rank the importance of one factor over another within any given list (Lapsley, 2009). As a result, a single factors genuine impact on the objective cannot be determined. Change agents A change agent is one who initiates, facilitates, or stimulates a change programme through being helpful (Radnor Bucci, 2007). Change is usually an outcome of strategic planning, and novel organizational direction comes about as a result of the environmental evaluation. With regards to a structural approach to change, managers are faced with the perennial issue of [re]structuring their organizations to something better, balancing the stress between the differentiation of work and its coordination, while at the same time maintaining an appropriate fit with the surrounding (Carter, et al., 2011). The structural approach is a representation of change as the sensible result of a systematic process. Change managers or key personnel are on a regular basis appointed and identified to enable the required transformations within the organization. Such individuals are the change agents. Most literature has in the past concentrated on the managerial or consultant styles, and the extent to which the change agents accentuate the efficiency of the organization, or looking after staff morale. The nexus between the person and the social is quite undiscovered, and fails to give suitable record of how transformation requires the participation of all individuals at all levels of an organization (Pollit Bouckaert, 2009). Notably, organizational transformation is more likely to demand revolutionary change, while organizational development is more focused on a more relational, evolutionary approach. A social constructionist approach tends to put more emphasis on the significance of relations and language. Theoretical lenses from this particular perspective can assist peoples understanding of the problems and issues that may hinder transformation (Talbot, 2010). The main role of a change agent is to establish a climate for planned change by overcoming hindrances and uniting forces for positive development. His/her role is not to do things to individuals to make them change, which might be the carrot/stick approach. From a social constructionist, dialogic perspective, the process is more subtle than that because it is about collaboration, encouraging people to want to change, and using more helpful approaches to encourage people to want to change. According to the Foucauldian perspective, a change agents role is present through dialogue with a power-resistance relationship (Carter, et al., 2016). Change agents are generally governed by organizational limitations that exert authority over them, and are, in turn, in a position of authority over the staff. Contrarily, an alternative way of understanding transformation and the change agents role is to look at Pierre Bourdieus work, and gaze through the lens of Habitus (Carter, et al., 2012). He suggests that Habitus is an outcome of history capable of producing collective and individual practices. It influences peoples presuppositions and they need to be aware of such influences on their behaviors and views. Habitus is able to ensure the active existence of past experiences which tend to assure the correctness of practices and their regularity over time. Bourdieu believes that Habitus constitutes what people are taught and learn when growing up, that has been learnt and taught to by their parents, friends, relatives, and others who are considered to be part of the social setting in which the individuals are raised (Argote, 2011). Various characteristics make a good change agent, for instance the ability to articulate desired state of affairs, involving others in the change process, being environmentally and socially sensitive, having self awareness and self knowledge, demonstrating out-of-the-ordinary behavior, and ability to tell the current state of affairs (Raelin, 2007). An effective change agent also has good judgment and wisdom, and is generally concerned with the welfare of others. Looking at the case study presented, there are a number of styles that the change agents in HMRC might adopt using the Hersey Blanchard model of situational leadership. The model states that leadership depends upon each individual circumstance, and that no single leadership style can be considered the most appropriate (Alvesson, Hardy Harley, 2008). The change agents at the organization will be able to adjust their leadership to the objectives or goals that need to be achieved. Blanchard and Hersey believe that leadership styles emerge from four main actions, namely Telling, Selling, Participating, and Delegating (HMRC, 2010). Transactional leadership methods are mainly operational in the Telling behavior, while in the Selling behavior, the leader makes an effort to convince team members that he/she should lead. Democratic leadership style is more in play under the Participating behavior. On the other hand, under the Delegating behavior, the leader or change agent is in charge but there is emphasis on keeping an eye on the ones delegated with the tasks (ODonnell, 2009). Senior management at HMRC need to be aware of the four maturity levels of employees as stated under the Hersey-Blanchard model. There may be employees who are unwilling to carry out the tasks or are basically incompetent, those who are unable to perform the task but willing to do so, those who are able to perform the task but do not believe they can, and employees who are willing, ready and competent to perform the task (Radnor Walley, 2008). Approaches to change In organizational change, diagnosis refers to the process of understanding how an organization is operating. The client together with the internal or external change agent or Organizational Development practitioner collaborates to identify the focus of the problem or issue. It is a process that incorporates the use of diagnostic models and different techniques for collecting information, and collecting and evaluating diagnostic information regarding the problem or issue. The processes used are quite systematic and whose aim is to reveal causes of current issues. Notably, the results of the diagnostic techniques lead to implementation and design of suitable interventions to solve organizational issues, in addition to enhancing effectiveness and efficiency (Radnor, 2010). Diagnosis within the problem-centric approach tends to focus on an environmental evaluation and the lining up of organizational systems design. It assumes that these systems can react to the results of the evaluation in an adequate and timely manner. To operate smoothly, the system needs to be synchronized and aligned (Carter, et al., 2011). This is because change in one part of the system will eventually influence how other parts function. The problem-centric approach aims at finding out how system ability can be optimized. For convenience, intervention and diagnosis might be studied separately, but there is no practical distinction between the two. A good illustration is the Total Quality Management which is a process of planning, acting, checking, and acting (Lapsley, 2009). Simply put, problem-centric approach concentrates on a conscious effort to determine causes and symptoms. It is supported by the objectivist theoretical ontology of organizational change. Diagnosis, as a social construct, is established through appreciative enquiry and discussion. As already indicated, social constructionism emerged as a response to the truth claims of positivism. According to peoples social experience and the influence of dominant societal dialogues, reality is understood differently. The dialogic approach tends to draw on this particular example, and is action and reflection in which judgement is suspended (Radnor Bucci, 2007). This approach does not adhere to the linear forward motion of planned change models and understands that reality takes on various forms. A significant approach to dialogic approaches to change is Appreciative Inquiry which is considered one of the more triumphant modern methods used by certain Organizational Development practitioners (Carter, et al., 2011). Given that the technique is founded on social constructionist philosophy, it should not be taken as a fixed recipe for change, but a process that builds on present realities to establish reasonable ways forward to tackle complicated issues. If HMRCs management can implement AI, the organization can greatly benefit in that staff would have a heightened awareness of change. It can also bring their observations and thoughts about the need for change to the attention of senior management who in turn may join this with external environmental information (Pollit Bouckaert, 2009). The organization will be able to practice incremental evolutionary, adaptive change rather than transformative, revolutionary change (Talbot, 2010). Appreciative Inquiry under dialogic approach constitutes four positive components. The first one is discovering and valuing which is centered on what gives organizations vitality. Secondly, dreaming and co-imagining the future identifies similar aspirations that the staff sees as significant. Thirdly, designing through dialogue where enhancing readiness, capacity building and co-development of strong proposals are done. Lastly, it constitutes the delivery and co-construction of the future, to attain meaningful ways of change implementation (Carter, et al., 2016). To manage the change previously identified in HMRC, I would use the dialogic approach because it is not only people-friendly, but also concentrates on the relationships between individuals. This approach pays attention to the significance of communications and conversations between individuals to identify and resolve issues. Here, HMRCs staff may change their understanding of a situation as per their conversations and relations with others. One major setback that I would consider when using the dialogic approach is that it is time-consuming. Conclusion Organizational change is inevitable and todays organizations are forced to change so as to keep up with current trends and markets. The paper has discussed organizational change with particular focus on Her Majestys Revenue and Customs organization based in the United Kingdom. This is a company which formed following a merger between the Inland Revenue and Her Majestys Customs and Excise. Recently, the organization underwent a change in form of the Pacesetter Programme aimed at introducing process improvement and developing the leadership and management of HMRC. The programme had been inspired by lean approaches to business enhancement. However, this change was not well received and its effectiveness was quite low. It is at this point that the senior management of the organization decided to re-evaluate and re-construct the programme to suit the current needs of the employees and stakeholders. The paper has also highlighted on the roles of change agents and the different approaches t o change, with regards to the objectivist and social constructivist perspectives. References Alvesson, M., Hardy, C., Harley, B. (2008). Reflecting on reflexivity: Reflexive textual practices in organization and management theory. Journal of Management Studies, 45. Pp. 480 501. Argote, L. (2011). Organizational learning research: Past, present and future. Management Learning, 42(4). Pp. 439 446. Carter, B., et al. (2011). All they lack is a chain: Lean and the new performance management in the British Civil Service. New Technology, Work and Employment, 26(2). 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