Marketing Research And Sustainable Management Practice

In such a volatile and complex industry as tourism, marketing research, an integral part of marketing planning process, plays a crucial role in shaping a framework that guides Destination Management Organisations’ (DMOs) decisions, be it public or private. At operational level, market intelligence would help DMOs gain market insights, bridge the gap between tourism products and visitors and potentially explore new markets. Without market data, goal and objectives would be unrealistic thus resulting in inefficient marketing programmes. The report discusses attempts to promote San Juan Islands - an archipelago part of the U.S. state of Washington, through their marketing plan. Drawing on the marketing process proposed by Middleton et al. (2009) and relevant literatures, what emerges from the plan is the lack of market data, lack of measurable objectives and lack of sustainable management practice. As a result, the report recommends a comprehensive marketing research and sustaina ble management practice. 2. INTRODUCTION San Juan Islands, locating in the Salish Sea and north east of Seattle, comprise of three main islands: San Juan Island, Orca Island and Lopez Island. Their particularly scenic nature and abundant wild life have transformed a traditionally rural county into America’s recent favourite place for retirement. Still a natural resources-based economy, San Juan Islands’ landscapes have been reinvented and commodified for tourism. As such, tourism plays a centralShow MoreRelatedEssay about Innovation Management and Market in Global Enterprises880 Words   |  4 PagesInnovation Management and Marketing in Global Enterprises by Ersun and Karabulut (2013) is an article that presents varying positions of several writers on the importance of establishing innovative strategies in developing and managing new product and markets in the global business communities. 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Resistance to Change in an Organisation - Free Essay Example

Sample details Pages: 9 Words: 2649 Downloads: 1 Date added: 2017/06/26 Category Business Essay Type Research paper Level High school Did you like this example? Introduction Perhaps it can be said that modern day organisation changes are the archenemy of complacency. Strategic transformation requires careful attention to detail and ongoing support. Long-term change however requires a commitment to make it happen. Don’t waste time! Our writers will create an original "Resistance to Change in an Organisation" essay for you Create order Many organisations have failed in the attempt to make change a successful event, however, there have been others that met the challenge of making it happen. Those organisations which have succeeded have done so with a step-by-step model intended to guide the intricacies of change processes. Leaders who understand the dynamics of humanism are better positioned to gain voluntary participation from their workforce. Engaging emotional support for the new vision of an organisation is but an art that is mastered over time. Behavior modeling and self-accountability are instrumental to transmitting desired results. Goals and objectives are intangible until the leadership team can guide the workforce through the difficulties that come from changing old habits. This paper discusses a merger between two organisations that conducted business as buyer and vendor. The buyer acquires the vendor and begins the process to change its culture using the eight steps at the heart of change. This paper discusses the Hats-Galore Inc. acquisition of Gloves-n-More Inc., a company that historically was a major supplier to Hats-Galore. The change agent (CA) at Hats-Galore Inc. is responsible for changing the corporate policies of Gloves-n-More Inc. to match those of Hats-Galore Inc. The CA has determined that the policies of Gloves-n-More Inc. are very formal and rigid which matches the organisational culture often described as bureaucratic. The Hats-Galore Inc. corporate culture is more relaxed and more like a family. The CA has decided to address the corporate culture change using a Bottom-Up strategy (Cohen Kotter, 2002). The See, Feel, Change concept is used to summarize the eight stages of large scale organisational change (Cohen Kotter, 2002). It is anticipated that the Gloves-n-More Inc. employees will resist the change. A brief discussion on addressing the resistance follows. The advantages and disadvantages of using the bottom-up strategy will be discussed. The paper clos es with a recapitulation of its content. See, Feel, Change Concept Cohen and Kotter (2002) proposed the See, Feel, Change concept as a way to demonstrate for organisations the difficulty in changing employee behavior. Cohen and Kotter (2002) affirm that given the massive challenges on implementing corporate change, there are organisations succeeding at the practice. They assert further that management teams able to inspire change create a compelling vision that inspires action. Cohen and Kotter (2002) declare that those managers help employees visualize the problem (see), and feel (emotional engagement) the need to voluntarily participate in the mission (change). Zaleski, Gold, Rotella and Andriani (2002) conducted a review of Cohen and Kotters (2002) See, Feel, Change methodology and found that Cohen and Kotter (2002) provided convincing evidence that demonstrates the simplicity of the approach, and complexities of behavioral change. Saunderson (2011) suggests that recognition is a tool to be used in establishing an emotional (feeling) connect ion with employees, influence their attitudes, and change their minds. Landry (2002) found that the emotional focal point suggests more art than it does a systematic process. Marshall (2002) suggests that of all emotions, feelings, are the most powerful and definitely a tool to be used in change initiatives. Advantages of Bottom-Up Approach Conway and Monks (2011) imply that the bottom-up approach engages employees in ways that encourage voluntary participation. Additionally, there is opportunity for midlevel managers to mediate and negotiate strategic connections in ways that create positive political interactions between the executives of both organisations. Employees assume ownership of responsibilities when they sense that the management team sincerely cares about them (Conway Monks, 2011). Hill, Seo, Kang, and Taylor (2012) suggest that the interactive communication between high ranking managers and first level employees promote positive perceptions. Disadvantages of Bottom-Up Approach Conway and Monks (2011) identified the potential for fragmentation of networks and personal interactions that might interfere with work related processes. The bottom-up approach does not eliminate uncertainty, it merely reduces it. Additionally, the bottom-up process forces employees to unlearn traditional ways (Conway Monks, 2011). The bottom-up strategy is not business process driven (IBM, nd). Kezar (2012) conducted a study on bottom-up approaches and found that the focus remains on senior level leadership, such as, those found in the C-Suites (Chieftains). Kezar asserts further that the potential of efforts disintegrating remains high if the C-Suite support diminishes. Challenges remain in uniting the support of senior level executives with those of the front line supervisors. Kezar (2012) proposed that social theory applies to the collaboration processes of negotiation and leveraging activities, hence, creating differences in elitist and non-elitist perspectives. Anticipated Resistance To Change Conway and Monks (2011) suggest that resistance to change comes from inadequate communication with employees. They assert further that employees who perceive the imposition of change initiatives experience different levels of anxiety that lead to resistance. Conway and Monks (2011) observe that midlevel managers stall the change process by using procrastination as a resistance tool. Michela and Vena (2012) conducted a study on the psychological impact of mergers and acquisitions on employee emotional stability. They found that employees who feel threaten by the loss of their jobs to mergers and acquisitions tend to fall into a self-protective mode that interferes with the change initiatives. Quinones-Gonzalez (2013) suggests that the employer-employee psychological contract is real and has the potential to affect the employer-employee relationship in positive or negative ways. Additionally says Quinones-Gonzalez (2013), employees are prone to perceive mergers and acquisitions as contract breaching. As a result, they may demonstrate adverse behaviors that interfere with the change process. Hinescu (2014) proposes that the duplication of departments result from mergers and acquisitions. As a result, there are two sets of employees who will potentially experience the symptoms of the stress and low morale that accompanies uncertainty. Bottom-Up Approach Application Kezar (2012) compares the bottom-up approach application as one based upon shared leadership and humanistic psychology. She discusses the interdependent variables which make the interactive process productive. Those variables were identified as empowerment, decision making responsibilities, and accountability. Kezar (2012) maintains that shared leadership facilitates the decision making process and contributes to the ongoing functions of the organisation. The CA at Hats-Galore Inc. will use the bottom-up methodology to encourage autonomy. The CA will also empower employees with decision making responsibilities. Additionally, the CA will encourage open communication between the management team and first level employees. Managers will be encouraged to speak of the impending changes on a daily basis. Cohen and Kotter (2002) quote Jack Welch as saying, youve got to talk about change every second of the day, thats a bit of an extreme position, but maybe extreme is what wins (p.14). Eight Stages Of Large-Scale Change Mento, Jones, and Dirndofer (2002) refer to the eight stages of change as one of three exemplary models. Kotter and Cohen (2002) promoted the stages as a model to be preferred over all others. The eight stage model has been designed for strategic level changes. Theoretically validated, the model has simple applicability for the merger between Hats-Galore Inc. and Gloves-n-More Inc (Kotter Cohen, 2002). Though it is a simple and unambiguous model, its complexity unfolds during the various stages of engagement (Mento, Jones, Dirndofer, 2002). The model complements the bottom-up approach undertaken by the CA of Hats-Galore Inc. Stage 1: Establishing Urgency Schippmann and Newton (2008) suggest that introducing change to an organisation requires the CA to instill value and meaning to the process. Establishing urgency provides ample opportunity for the CA to influence the masses with inspiration and motivation to move the process forward. Creating urgency can be done by eliminating the threat of overwhelming the audience with a vague message. Goals and objectives can be simplified into actionable directives (Akerley, 2012; Cohen Kotter, 2002; Schippmann Newton, 2008). Stage 2: Building Guide Teams Change initiatives require the support, intensity, and excitement of a team. Goals and objectives materialize when everyone is moving in the same direction. Jack and Welch (2011) assert that effective leaders get emotional with their star performers. They recommend tough love, meaning that this is not the time to promote incompetence. Building an effective team requires the CA to articulate where everyone stands (Jack Welch, 2011; Cohen Kotter, 2002). Stage 3: Make the Vision a Reality The vision articulates an attractive future of the organisation and the mutual benefits to be gained. It must be realistic and measures the effectiveness of a shared mission. It must be emotionally engaging. It must include values that resonate with the leaders, stakeholders, and employees (Cohen Kotter, 2002; Create, 2011). Cohen and Kotter (2002) posit that the vision drives the action aroused by urgency. The vision must be presented in living color. When employees can see a clear picture they develop an autonomous mode of working. As a result, they can work faster and with less input from their superiors (Cohen Kotter, 2002; Mento, Jones, Dirndofer, 2002). Stage 4: Influence Via Effective Communication Harvey (2015) recommends that the CA take time to walk around and talk to people one-on-one because it opens up the channel of understanding with empathy in place. He says that communication is an art as well as a science because it can be practiced on a step-by-step basis and mastered efficiently. Harvey (2015) asserts further that effective communicators are passionate and speak with clarity. A CA must drive up the emotional energy in ways that employees can feel their commitment (Harvey, 2015; Cohen Kotter, 2002). Stage 5: Empower For Action Ghosh (2013) posits that employee empowerment is about transferring power from managers to front level subordinates. It is a strategic tool when used effectively. Ghosh (2013) proposes that people are socialized towards accepting responsibility for significant assignments. Therefore, managers can facilitate the process of empowerment by ensuring that opportunities of growth and personal development for their employees are abundantly available (Ghosh, 2013; Cohen Kotter, 2002). Stage 6: Celebrating Short-Term Wins Cohen and Kotter (2002) encourage change agents to celebrate short-term victories. One organisation celebrated their employees and found the experience to be rewarding, both for, managers and their employees (Celebrating, 2010). Paterson (2014) recommends that all celebrations no matter how small are diverse and inclusive of all employees. A few ways to celebrate short-term wins could include posting thank you notes on employee desks, filling their desks with balloons, and extending lunch breaks (101, nd). Stage 7: Implement and Sustain Cater and Puto (2010) conducted a study concerning the strategy implementation competence of managers. They found that managers were better skilled at devising strategies than they were at implementing them. Thereby, rendering the strategy impractical. As a result, managers feel bewildered when the intended goals and objectives fail (Cohen Kotter, 2002). According to Cohen and Kotter (2002), the implementation stage of change is about leverage, alignment, and sustenance. Leverage concerns using the momentum gained in the latter stages to strengthen weaker areas and reinforce the strategic advantages. Alignment ensures that the ongoing activities are connected to relevant objectives. Sustenance requires that the sense of urgency is maintained throughout the duration of implementation (Cater Puto, 2010; Cohen Kotter, 2002). Stage 8: Provide Ongoing Support Cohen and Kotter (2002) assert that lack of ongoing support could derail the progress made. Hence, the eight stage promotes the increase of focus on the changes made. Managers must take time to show the before and after effects of the changes. Additionally, new leadership must be identified and developed to promote the cultural transformation (Cohen Kotter, 2002). Closing Comments Self-efficacy and job satisfaction are instrumental to the success of any organisation. The ability for individuals to adapt to their social-cultural environments has an impact on their social-emotional well being. Organisation leadership must continuously look to new ways of engaging their employees in the vision of the organisation. Additionally, they must include opportunities for self-realization, self-efficacy, and personal development into daily work-related-tasks (Cooper, 2013). The eight stages of change presents modern day management with a tool that incorporates humanistic theory, meaningful values, and self-realization for their workforce into work processes. As a result, CA have a versatile model that will facilitate the change process and provide opportunities at every stage to increase the job-satisfaction and self-efficacy needs of the workforce. Success for the organisation and employee is dependent upon the identity link created by employee perceptions. During t he eight stage process, managers have the ability to influence employee perceptions in ways that help them feel safe and satisfied with the organisation (Perdue, Reardon, Peterson, 2007). Conclusion This paper discussed the eight stages of change as a strategic approach for the merger of Hats-Galore Inc. and Gloves-n-More Inc. The CA of Hats-Galore Inc. was tasked with the responsibility of transforming the bureaucratic culture of Gloves-n-More Inc to the friendly and family oriented culture of Hats-Galore Inc. The See, Feel, Change concept discussed the challenges and viability of transformative change. The paper has met its intended goal. References 101 Ways to celebrate people. (nd). John Hopkins University. Retrieved 1-Oct-15 from https://tmod.jhu.edu/talent_mgmt/resources/101WaystoCelebratePeople.pdf Akerley, M. (2012). How to create a sense of URGENCY. National Driller, 33(10), 30. Cater, T. Puko, D. (2010). Factors of effective strategy implementation: Empirical evidence from Slovenian business practice. Journal for East European Management Studies, 3, 207-236. Celebrating employees training success edition 4. (2010). Cornish Guardian Retrieved 1-Oct-15 from https://search.proquest.com/docview/238609141?accountid=39364 Ghosh, A. K. (2013). Employee empowerment: A strategic tool to obtain sustainable competitive advantage. International Journal of Management, 30(3), 95-107. Cohen, D. S. Kotter, J. P. (2005). The heart of change: Field guide. Harvard Business School Press. Boston, MA. Conway, E. Monks, K. (2011). Change from below: The role of middle managers in mediating paradoxical change. Human Resou rce Management Journal, 21: 2, 190-203. Cooper, M. (2013). The intrinsic foundations of extrinsic motivations and goals: Toward a unified humanistic theory of well-being and change. Journal Of Humanistic Psychology, 53(2), 153-171. doi:10.1177/0022167812453768 Create a vision board, create change. (2011). Campbell River Mirror Retrieved 2-Oct-15 from https://search.proquest.com/docview/878628054?accountid=39364 Harvey, I. (2015). Effective communication both an art and a science. Bottom Line, 31(9), 1-1,7. Hill, N. S., Seo, M., Kang, J. H., Taylor, M. S. (2012). Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers transformational leadership. Organization Science, 23(3), 758-777. Hinescu, A. (2014). Mergers how do they legally and psychologically impact the employees? Contemporary Readings in Law and Social Justice, 6(1), 223-229. IBM (nd). Advantages and disadvantages of the top-down bott om-up implementation approaches. Retrieved 1-Oct-15 from https://publib.boulder.ibm.com/tividd/td/ITIM/SC32-1708-00/en_US/HTML/im460_plan76.htm Jack, Welch, S. (2011). How to build a winning team. Newsweek, 158, Retrieved 1-Oct-15 from https://search.proquest.com/docview/876003935?accountid=39364 Kezar, A (2012). Bottom-up/top-down leadership: Contradiction or hidden phenomenon The Journal of Higher Education, 83(5), 725-760. Landry, J. T. (2002). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Harvard Business Review, 80(7), 26. Marshall, J. (2002). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Financial Executive, 18(7), 14. Mento, A. J., Jones, R. M., Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice. Journal Of Change Management, 3(1), 45. Michela, J. L., Vena, J. (2012). A Dependence-Regulation Account of Psychological Distancing in Response to Major O rganisational Change. Journal Of Change Management, 12(1), 77-94. doi:10.1080/14697017.2011.652376. Paterson, J. (2014). Celebrating employees top life events with gifts and vouchers. Employee Benefits, 6. Perdue, S. V., Reardon, R. C., Peterson, G. W. (2007). Person-environment congruence, self-efficacy, and environmental identity in relation to job satisfaction: a career decision theory perspective. Journal Of Employment Counseling, 44(1), 29-39. Quinones-Gonzalez, L. (2013). A psychological contract perspective of employees reactions to organizational change: An assessment of the impact of mergers and acquisitions on survivors within pharmaceuticals in Puerto Rico (Order No. 3691466). Retrieved 2-Oct-15 from https://search.proquest.com/docview/1666808015?accountid=39364 Saunderson, R. (2011). Changing Minds. Training, 48(2), 42-43. Schippmann, J., Newson, D. (2008). The role of the internal consultant: How internal consultants can promote successful change. In J. W. Hedge, W. C. Borman, J. W. Hedge, W. C. Borman (Eds.) , The I/O consultant: Advice and insights for building a successful career (pp. 45-51). Washington, DC, US: American Psychological Association. doi:10.1037/11755-006 Zaleski, J., Gold, S. F., Rotella, M., Andriani, L. (2002). The heart of change (Book). Publishers Weekly, 249(22), 77.

Maus A Survivors Tale by Art Spiegelmal - 597 Words

Various characters change drastically throughout the book. The person who changes the greatest amount during the book is Vladek Spiegelman. In the beginning, before the Holocaust, Vladek is married to Anja and they have a son, Richieu. Vladek has a successful textile factory that was given to him by Anja, his wife’s father when they became married. During the Holocaust, he became an incredibly resourceful man and had a strong work ethic. This is made evident due to the fact that he is able to acquire food and shelter, even when the Nazis are trying to control the amount of food and shelter available to the Jewish people at the time. He became incredibly adept at saving everything due to the fact that anything that he had during the invasion of Poland needed to last as long as possible and not be wasted. Therefore, his personality changes by the end of the Holocaust because he has become obsessed with saving everything, even his possessions he had no need for, like outdated new spapers. The manner by which Vladek changes throughout the book is reflective of several of the experiences of other Jewish Holocaust survivors. Even after the Holocaust, he, and countless other survivors were stuck in the same state of mind that they were on right before and during the Holocaust. They are unable to move past their experiences and they were trapped in the past. A main example of this is when Vladek called Art â€Å"Richieu† shortly before his death. This illustrates the fact that many

Surveillance A Comparison Of Gilead And Winesburg

Surveillance: A Comparison of Gilead and Winesburg An eerie dystopian society, where a woman s sole purpose is to procreate, versus a small midwestern town in the early 1900’s. What could possibly be in common between these two vastly different ways of life? Surveillance. The Handmaid s Tale by Margaret Atwood, is an exceptional novel that focuses on a newly formed society known as Gilead. Throughout the novel, Atwood dives deep into political, social, and moral issues through the eyes of a female main character, known by the name Offred. Winesburg, Ohio by Sherwood Anderson, is another riveting novel, instead focusing on the grotesques of individuals of a small midwestern town through encounters with the town reporter, George Willard.†¦show more content†¦By The Eyes continuously keeping tabs on Offred as well as the society as a whole, it means their actions are being monitored at every step. The â€Å"Eyes† are not the only source of surveillance in Gilead, but the Martha s act as form of surveillance as well. Martha s are servants for high ranking families and their duties are much of a maids. Due to these individuals duties â€Å"Martha s know things, they talk among themselves, passing the unoffical news from house to house†¦ they listen at doors, no doubt, and see things even with their eyes averted (Atwood 11).† There is no source of privacy in this society, and if living in such a society, it would most certainly affect one s behavior. Everyone in Gilead seems to know what one another is up to, and in Winesburg it is not much different. Like the environment in The Handmaid s Tale the individuals and townspeople in Winesburg, Ohio are also being surveillanced but in a much less drastic way. Due to Winesburg being such a small town, and like any small town, it is not unusual for everyone to know everyone, including their problems. George Willard, the young town reporter, acts as a vessel for everyone s problems. Much like the â€Å"Eyes† in The Handmaid s Tale, George Willard is constantly observing the townspeople of Winesburg. While the â€Å"Eyes† in Gilead observe more in secrecy and the hopes to ensure order, George observes rather

Informatics Transaction Processing System

Questions: 1. Discuss how an information system, of your choice, works (take a case) and how such a system can enhance a companys performance.2. Identify the challenges that informatics can present to organizations and societies technical, cultural, and ethical. Answers: 1. Presently the information system is the most common concept for developing the economic growth as well as improving the structure of the organization. In todays business world, various type of information systems such as expert system, decision support system, transaction processing system, management information system and office automation system. This system has a different role in an organization hierarchy and their operation. Now the impact of the information system is being defined through the evolution of information system in the Walmart (DeMarco, Paul Kilpatrick, 2015). Presently Walmart has enhanced their business as the biggest retailer all over the world. They have earned $15.2 billion on sales of $ 443.9 billion in 2012. This retailer presently serves 200 million clients in seven days this kind of success achieved by their supply chain management system. The Walmart implemented this information system in the mid-1980s, which allows the direct access to their inventory levels as well as information regarding sales of their at any store. This information system allows the supplier to analyze the sales record of their product, this information is generated by a range of reporting option (Pearlson, Saunders Galletta, 2016). This advance option provides the advancement in terms of managing their inventory levels. If any supplier thinks that their product is selling out very quickly, then they can inf orm the Walmart for raising their inventory level. According to this study, it can be assumed that this kind of significant process to inventory management has given the allowance to the supplier and Walmart to carry out the respond towards the market forces and drive the price down. 2. Technical Challenges: The use of informatics have resulted in giving rise to some technical challenges for Walmart. The information system had become complex, and it has increased the probabilities of making errors. The information data for the operations of Walmart is huge in number. Apart from it, the use of informatics would also lead to increase in time taken for deploying the system (Pearlson, Saunders Galletta, 2016). Hence, the management of such amount of information would give rise to some technical mistakes or errors. Cultural Challenges: The use of informatics would give rise to some cultural problems in Walmart. The employees who lack the knowledge of using the informatics would be terminated from the organization. The overall interaction among the employees while transferring the information would be nullified, as the information and data can be transferred easily by using the informatics system (DeMarco, Paul Kilpatrick, 2015). This lack of interaction would give rise to cultural differences and growth of tension among the workers at the organization. Ethical Challenges: The use of informatics for the operations of Walmart would also generate some ethical issues. The informatics had also provided chances for the growth of technology for misusing the information stored at the informatics database. The hackers and the cyber criminal could hack the system and extract information from the system by using the advanced tools and techniques. The data and information might be misinterpreted for harming the flow of operations of Walmart. Moreover, the rival companies can use the stolen information for capturing the market and gaining supremacy over the Walmart. Reference DeMarco, S. S., Paul, R., Kilpatrick, R. J. (2015). Information system technologies role in augmenting dermatologists knowledge of prescription medication costs. International journal of medical informatics, 84(12), 1076-1084. Pearlson, K. E., Saunders, C. S., Galletta, D. F. (2016). Managing and Using Information Systems, Binder Ready Version: A Strategic Approach. John Wiley Sons.

Charles Dickens A Christmas carol Essay Example For Students

Charles Dickens A Christmas carol Essay Charles Dickens was born in Portsmouth on the 17th February 1812 even though he spent most of his childhood in London where he based many of his stories and novels. He became the editor of a magazine called Bentleys miscellany which me made instantly successful by his serialisation of Oliver Twist which was one of his most famous and most heard of novels. Stave one is all about introducing Scrooges personality to use and we quickly find out that he is a protagonist. He is elfish, miserly and a bitter old man. He is described in the first few pages (7 and 8) with cold, sharp and winter images such as ice and frost and these images are very ironic towards Scrooges cold icy grim, bitter and misanthropic character. He avoids all people and as much company as possible, he avoids beggars, market salesmen, children and even animals. He has a work clerk called Bob Cratchit who is very over worked and especially for the total of 15 shillings that Scrooge pays him each week even though Bob has a family of six people. Scrooge provides Bob Cratchit at work with a small coal fire which he wont even let Bob fill up with enough coal to keep Bob mildly warm in the winter conditions of Scrooges bitter, chilly office. Scrooge is even angry with Bob for asking for Christmas day off even though Bob works 364 days a year not including Christmas day. Scrooges nephew Fred the enters Scrooges office and makes a long and touching speech about Christmas and unwisely Bob claps at the speech which was a bad mistake as Scrooge gets very close to sacking Bob for that one incident there and then. Scrooge is unnecessarily rude and impolite towards Fred who just comes to see his uncle just to wish him a merry Christmas and ask him if he would like to join him and his fianci e for Christmas dinner. Then scrooge repeats his bad tempered catchphrase Bah Humbug and tries to get Fred to leave his office. He says, Everyone who celebrates should berried with a stake of holly through his heart and refuses to come and take up Fred on his invite to Christmas dinner and continues to say Goodbye. Next two gentlemen from a charity come to Scrooges office and ask him to give some money and scrooge refuses when they ask him how much he wants to pledge, Scrooge replies, Are there now work houses and no poor houses that they can go to then the men say yes there are but they would sooner die than go there, with that Scrooge replies then they better do it and decrease the surpluses population. Also the two men ask how much to give and he says nothing with the two men replying you wish to remain anonymous then scrooge says I wish to be left alone. He refuses to have his name out down (not because he wants to remain anonymous) but because he doesnt want to waste his money. The two men leave unhappy and amazed that scrooge can be so mean and miserly when he has so much money and when its Christmas too. After scrooge finishes work and has thrown a carol singer away from his office he goes and has dinner in a dark tavern then goes home to his called, lonely and dark house. Now in the story it starts to get ghostly and supernatural. As scrooge returns to his home and is about o unlock the front door he sees his old business partners face, Jacob Marley in the knocker of the door, which spooks scrooge but doesnt really affect him. Then scrooge goes into his house and hears some chains and bells ringing, and then all of a sudden he hears Jacob Marley. Scrooge is then reluctant to believe that it is Jacob and think she is imagining it. Marley then tells scrooge that then chains that he is wearing he forged in life through all the bad things he had done when he was living and if scrooge doesnt change then he will have the same fate as Marley. .u2f5b572821f8fcdc4181666a2574c672 , .u2f5b572821f8fcdc4181666a2574c672 .postImageUrl , .u2f5b572821f8fcdc4181666a2574c672 .centered-text-area { min-height: 80px; position: relative; } .u2f5b572821f8fcdc4181666a2574c672 , .u2f5b572821f8fcdc4181666a2574c672:hover , .u2f5b572821f8fcdc4181666a2574c672:visited , .u2f5b572821f8fcdc4181666a2574c672:active { border:0!important; } .u2f5b572821f8fcdc4181666a2574c672 .clearfix:after { content: ""; display: table; clear: both; } .u2f5b572821f8fcdc4181666a2574c672 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2f5b572821f8fcdc4181666a2574c672:active , .u2f5b572821f8fcdc4181666a2574c672:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2f5b572821f8fcdc4181666a2574c672 .centered-text-area { width: 100%; position: relative ; } .u2f5b572821f8fcdc4181666a2574c672 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2f5b572821f8fcdc4181666a2574c672 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2f5b572821f8fcdc4181666a2574c672 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2f5b572821f8fcdc4181666a2574c672:hover .ctaButton { background-color: #34495E!important; } .u2f5b572821f8fcdc4181666a2574c672 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2f5b572821f8fcdc4181666a2574c672 .u2f5b572821f8fcdc4181666a2574c672-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2f5b572821f8fcdc4181666a2574c672:after { content: ""; display: block; clear: both; } READ: Write an analysis of Baz Luhrman's opening sequence of Romeo and Juliet. How does it grab the audiences' attention? EssayMarley then goes and flies out of the window. Marleys ghost and a whole chorus other ghosts wailing and screaming outside scrooges window after he tells him that he will be visited by three ghost. Then scrooge gets visited by the first ghost, The ghost of Christmas past who takes scrooge to his old school and shoes him all his class mates and also when he worked for his old employer, Mr. Fezzywig and also when he was engaged to his fianci e but shoes the brake up between them. The next ghost to visit scrooge is The ghost of Christmas present who is big, cheerful, happy and charitable ghost, which is the complete opposite to scrooge. He shows Scrooge many things for example how Bob Cratchit have to live, how they celebrate or try and celebrate there Christmas and even though they have little if any money they are all happy and merry and Bob even finds it in his heart to toast Scrooge which Mrs Cratchit finds bad to say the least. He shoes scrooge how his nephew celebrates Christmas with his fianci e and friends. Finally he shows Scrooge two children called Want and Ignorance and finally the ghost blesses all men, beggars and prisoners, as they celebrate Christmas. The fourth and final ghost is the ghost of Christmas yet to come. This ghost is dressed all in black and has a black hood on so you cant even see his face. This ghost doesnt talk at all and makes Scrooge think for him self and work everything out on his own. He shows scrooge some people-talking bout the death of someone who they didnt care about and scrooge doesnt know its him. At the very end the ghost points to a grave, Scrooge goes to read the name on the grave, which is Ebenezer Scrooge. Scrooge wakes up in his own bed with all his own personal belongings and bed cloths. He opens the window and shouts to a young boy to ask what the day is  the boys says its Christmas day of cores and asks if the Prize winning turkey is down the street still and for sale, the boys says it is and Scrooge asks the boy if he can go and buy it for him and he will give him some money if he goes and gets it, the boy agrees and Scrooge throws down some money and off the boy runs as fast as possible. Finally in the play scrooge goes round to Bob Cratchits house with a giant turkey and have a large happy Christmas feast where tiny comes out with one of the most memorable and well known lines from the novel which is God bless us everyone. Overall I feel Scrooge meeting the ghost was a large area of change for Scrooge and overall had the largest part in playing when changing from a miserly old skin flint to a humble, happy and merry old man. Scrooge changes his ways as a result of the three ghosts and Jacob Marley. Scrooge becomes a better person overall and changes for the better and treats everyone nicely and like a human being even all the children especially Tiny Tim and Scrooge as the book says becomes like a second father to tiny Tim.