Life Of Marilyn Monroe - Free Essay Example

Sample details Pages: 2 Words: 527 Downloads: 7 Date added: 2019/08/02 Category People Essay Level High school Tags: Marilyn Monroe Essay Did you like this example? Marilyn Monroe was born Norma Jeane Mortenson on June 1, 1926 in the city of Los Angeles, CA. Her mother, Gladys was mentally unstable. Gladys was married to Martin Mortenson in 1924, but they separated in 1925 before Gladys became pregnant with Norma Jeane. Don’t waste time! Our writers will create an original "Life Of Marilyn Monroe" essay for you Create order Norma Jeanes fathers identity is still unknown. Gladys put Norma into foster care, where she stayed until she was 7. Gladys bought a house in 1933 and took Norma to live with her, but then had a series of mental crises. Gladyss best friend, Grace, was appointed guardianship of Norma. After two years, Grace married and sent Norma to Los Angeles Orphan Home. Norma stayed in a series of foster homes before returning to live with Grace and her husband Doc. Upon her return, Doc allegedly tried to sexually assault Norma and she was sent away again. This time, Grace sent her to live with her aunt, Ana Lower. Unfortunately, Anas health was not well enough for Norma to stay with her, so Norma was forced to return to Grace and Doc in 1942. Grace and Doc moved soon after, but left Norma behind. During this time, Norma began a relationship with her neighbor, Jim Dougherty. After Grace and Doc moved, 16 year-old Norma Jeane married 21 year-old James. Two years after they were married, James was sent on an overseas assignment while Norma stayed in Los Angeles. In 1946, he returned to find his wife pursuing a modeling/acting career, now donning the name Marilyn Monroe. Monroe no longer saw James as part of her future and the couple divorced. When asked about her marriage, Marilyn said, My marriage didnt make me sad, but it didnt make me happy either. My husband and I hardly spoke to each other. This wasnt because we were angry. We had nothing to say. I was dying of boredom. Monroes rise to fame began when she caught the eye of 20th Century Fox executive, Ben Lyon. Monroe met Lyon while modeling, and shortly after he offered her a 6 month contract. Lyon is the one who gave her the screen name Marilyn Monroe. Soon after signing with Lyon, Monroe began to appear in many Hollywood films and starring with some of Hollywoods biggest actors. As she rose to fame she met many stars, including Joe DiMaggio, whom she would later marry. Monroes second marriage was a short one. She married Joe DiMaggio in San Francisco City Hall in 1954. The marriage on ly lasted 9 months. Monroes attorney claimed it was a conflict in careers. Monroe, however, claimed DiMaggio was indifferent and moody. DiMaggio wrote letters to Monroe after she filed for divorce saying, I love you and want to be with you. Monroes third and final marriage was to a man named Arthur Miller. Arthur and Marilyn married during a 1956 civil ceremony in White Plains, New York. Marilyn and Arthurs marriage was not all sunshine and rainbows; During the five years Marilyn and Arthur were married, she experienced two miscarriages. It has been speculated that this is what caused Monroe to become more dependant upon drugs and depressed. The marriage ended when Miller left Monroe for a photographer he met on the set of a movie called The Misfits.

Project Management Training Program Project - 2081 Words

Project Management Training Project management has been defined as the process that involves the application of different processes, methods, knowledge, experience and skills for purposes of achieving the objectives of the project. On the other hand, a project is always defined as a unique and a transient endeavor that is undertaken to achieve an organization’s planned goals that could be defined on the basis of outputs and benefits. The process of managing a project entails the development of an effective project plan, a process that entails the definition as well as the confirmation of the project goals and objectives. The plan also gives a clear outline of how the project objectives will be achieved, identification of the tasks as well as the quantification of all the needed resources. The plan also plays an important role in developing an appropriate budget for the project as well as the most appropriate timeline that will be taken to complete the project being carried out . The process of project management also includes a statement of the most effective ways of implementing the project plan along with the best controls that will ensure that the objectives of the organization are met effectively and efficiently. It is thus important for organizations to have effective project management plans so that their operations are flawless as well as having most of those involved to take their places at the most appropriate time. For this to happen, the process of projectShow MoreRelatedProject Management Methodologies For Project Managers1036 Words   |  5 PagesProject Methodology There are numerous project management methodologies available for project managers to choose from. The best process or methodology must take into consideration the unique aspects of the project, including factors such as staff size and system criticality, as determined by the project manager and the core team (Cockburn, 2000). 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Organisational Behaviour International Economy

Question: Discuss about theOrganisational Behaviourfor International Economy. Answer: Introduction Today's international economy has evidently had a large impact on the way organisations operate. Although the successful firms often manifest by a modest and continuous level of change. From the past few years, these structures are more concentrating on significant business aspects and talent survival tactics to respond the challenging economic conditions. Variations in an organisation are due to obvious changes that affect the employees to a great extent. Regardless of the reason for change, the associated loss of control and familiarity that comes with the change is met with the resistance from employees. Some organisational change models encompass the role of trust in the change process. Further, some empirical research emphasised on the potential effects of change strategies on employee confidence in the management. To incorporate the variations in the organisations, the various managerial skills play a crucial role. The current essay attempts to justify the thesis statement, which signifies that the external diversities bring changes in the organisations, which demands high employee involvement before the change occurs. As there are a large number of failures during organisational changes, so the managements are focusing on employees' behaviour. Preserving employee engagement in the midst of regulatory change is an essential element in transformational periods. Body According to Noe (2010), employee involvement is both a poignant state and a behavioural action to a given working environment. As a pitiful state, participation represents ideas like focus, motivation and zeal for the task at hand. As the behavioural action, involvement goes beyond feelings and attitudes. The engaged employees can offer significantly more discretionary effort in completing the given tasks with a positive impact on the business outcome. Employee involvement is not a binary result; rather engagement levels contain a spectrum of behaviour. Managers use the skills to indulge the employees to incorporate in various change operations and facilitate tactical flexibility within the organisations. It is a big challenge for the managers to retain the talented employees with the limited resources in the agency. The benchmarking study of 2013 showed that the support of the middle management played a significant role in engaging the staffs in the change management. As per the opinion of Pelser et al. (2016), managers and supervisors are crucial for the firms because of maintaining a secure relationship with the employees. The transformational changes, strategy alteration and reformation affect the employee involvement. Many companies struggle with effective strategies and actions to help improve participation during the modification. With increasing competitive markets and globalisation, Ganesh (2016) said that there is a constant demand for change and the war for talents. As a result, the organisations face significant challenges, which is eliminated with proper management skills. The management would have to be lenient with the employees, which is achieved by open communication. According to Clarke and Ward (2006), four elements assist the managers to integrate the organisational changes. The components include control, career, capability and connection. Control is related to the empowerment of the employees, which is backed up by proper indi vidual career planning. The ability is linked up with appropriate training and development programs that could aid the people to combat the changing environment. Connection with the leaders and the co-workers are necessary to accept the changes healthily. Employees need a more two-way communication with the higher management to obtain a reliable support during the stressful times. However, Schraeder et al. (2006) argued that during the change process, it shows that control supersedes one's requirement for the career path. Reports indicated that it is important for the organisations to clearly define and measure the changes as that can affect the employee engagement levels. The management would determine the kind of alterations that take place within the organisations. The managers' ability to interpret the changes need strong interpersonal skills through which the strategy transformation can be stated Purvee (2014). The employees have the right to know the exact objective, which is expected in the form of outcomes. In the current economy, it is paramount for the organisations to measure the involvement levels of the staffs when contemplating strategic changes. This measurement is essential for the companies to identify the number of dedicated employees and also to assess the engagement risk. There are many advantages, which are associated with the employee engagement during the changing situations. Engaging the employees in meetings put a personal impact that encourages the workforce to work in an innovative manner. The performances of the staffs also get a positive growth with a higher level of confidence. The organisations also get a benefit while making decisions as the employees can make efficient approaches. Moreover, no extra staff will be required to the work of superior is given to the present employees. So the need of hiring additional employees would be restrained, which reduces the cost of recruitment. In addition to this, Sharif and Scandura (2013) said that the managers could recognise the potentialities of the employees and classify in particular tasks. Along with the strengths, the organisations also face some disadvantages in engaging the staffs. There are many private things that management can possess where it is not advisable to engage the subordinates. Unnecessary involvements may cause a dilemma in various operational activities, which in turn creates confusion among the workforce. Also, more liberalisation of the employees can lead to carelessness and thus, cannot perform conscientiously (Goudge, 2006). Moreover, an involvement of employees in every task become time-consuming and communicating all aspects is somehow creates complexity. Conclusion From the above discussions, it has been concluded that with the rapid changes in the external environment, it has become necessary for the managers to involve the employees. The organisations, which recognise the positive impact of employee involvement can have the methods to measure and manage the success. After analysing the prior statements, inferences can be drawn that the participation of the staffs would benefit the management with further creative ideas to cope with the external diversities. The extent of participation could be assessed so that over engagements can be avoided by the Directorate. Therefore, a careful evaluation is critical to combating the given change situations. References Clarke, S. and Ward, K. (2006) The role of leader influence tactics and safety climate in engaging employees safety participation, Risk Analysis, 26(5), pp. 11751185. Ganesh, A. (2016) Employee engagement-a means to employee involvement, IIMS Journal of Management Science, 7(2), p. 165. Goudge, P. (2006) Employee research: How to increase employee involvement through consultation. London: Kogan Page. Noe, R.A. (2010) Employee training and development. 5th edn. New York: McGraw Hill Higher Education. Pelser, H.J., Bosch, A. and Schurink, W. (2016) An organisational coherence model to maintain employee contributions during organisational crises, SA Journal of Human Resource Management, 14(1). Purvee, A. (2014) Transformational leadership and managers Ambidexterity: Mediating role of environmental dynamism, International Journal of Innovation, Management and Technology, 5(6). Schraeder, M., Swamidass, P.M. and Morrison, R. (2006) Employee involvement, attitudes and reactions to technology changes, Journal of Leadership Organizational Studies, 12(3), pp. 85100. Sharif, M.M. and Scandura, T.A. (2013) Do perceptions of ethical conduct matter during organizational change? Ethical leadership and employee involvement, Journal of Business Ethics, 124(2), pp. 185196.