Summary of NY Times article Essay Example | Topics and Well Written Essays - 500 words

Summary of NY Times article - Essay Example This includes the local immigrant community and government officials Mexican families are exceptionally closely associated with each other according to the article. It is a cultural reality which is well demonstrated by this network of people and agencies that ensure the bodies of immigrants are buried in their Mexican homeland. It seems that any family in any country would want the remains of a family member to be returned home from a foreign country, that this is not unique to Mexican families. The government of Mexico, through agencies located in the U.S., assists with paperwork and some or all expenses in the transport of the deceased but most countries do the same. In addition, it seems that the Mexican community, family and friends in the U.S. help out less because of the traditionally strong family bonds present in Mexican society but more so as a result of the new bonds that were generated as a result of being part of a small group of immigrants. They speak the same language thus are drawn tightly together in the unfamiliar new culture. The article suggests that most Mexican immigrants to not intend to stay in the U.S. permanently which is evidenced by the fact that they are sent home to be buried after they die. This may be true but the reasoning given lacks credibility. The tradition of being sent home when one dies does in no way indicate that this was their intention when alive. Many would argue that most immigrants have no intention of crossing back over the border as evidenced by the 12 to 20 million people who are living in the U.S. illegally at present. Measuring intent is difficult at best but the latter argument is more substantive. The ‘industry rising’ Porter refers to in the headline of the article suggests that a new economic opportunity has arisen from transporting the bodies of deceased immigrants back to Mexico yet no where in the article is this inference substantiated. The Mexican

Heart of Change with reference to Jack Welch and GE Case Study

Heart of Change with reference to Jack Welch and GE - Case Study Example It is evidently clear from the discussion that with the help of the open and honest system, feedback should result in more and more people getting converted in favor of the change that is being introduced in the organization. In such case, the organization needs to help an employee to align his individual goals with the organizational ones. If we look at the result of the Best Practices Program in GE we can find out the impact it had on the thinking of the managers in the organization. It changed their fundamental approach to work. People who worked as corporate audit staff have admitted that they started looking at bigger scales and heights looking for more and more improvement areas. The effectiveness of the change can be enhanced through an individual or a group of individuals who make the change physically happen in front of others. It triggers the feeling of â€Å"I did it and you can do it too†. Canadian GE operations that observed and followed practices of a New Zealand shipping firm became an example to follow. The change was so evident that the other GE branches made it a point to visit this unit and implement the changes accordingly. The difficulties in implementing these steps would be 1. Any change that needs to be initiated at the management level has to be associated with the proper delegation of authority. Responsibility without adequate authority is of no use. It holds especially true at the managerial level. It is observed that managers or employees often generate ideas but fail to implement them as they do not have the power to implement nor the ideas are taken into consideration. In such a situation, the enthusiasm of an employee vanishes over a period of time. This becomes a point of danger and caution for an organization. Nongeneration of ideas leads to stagnation and eventual downfall. 2. Creation of a trustworthy environment takes a lot of time. Employee skepticism is usually the main ingredient which stops changes from getting imp lemented.