Class student dicussions answers week 4 Assignment - 1

Class student dicussions answers week 4 - Assignment Example When revising written messages, it involves trying to find the errors within the message. In doing this, I would read the message to others and take their opinions. Then using their opinions I would go back and step by step correct the errors. In cases where no one is available, I would use different references to see if the message is constructed correctly. I still am learning new ways to better construct my messages, and how to revise them. Over the years, I have done great in courses in revising my messages, and within my written, this course is my first to not get it done properly. I go over my messages, and try to correct them, and use many resources to help, but I find myself still coming up short. Even with spell-check and other things to help aide me, it seems not to be working. It seems that the best revising plan for me would be to keep working on my revising, and being open to many new ways to revise my work. I agree with Joshua scenario on the chosen OSI Model. However, I think a model in computer networking will clearly explain this model. Messages or data is sent from one computer user to another via the internet. The Application layer is where a person decides on the interface to use like Mozilla Firefox. The Presentation layer is where the message will be encrypted into a Microsoft Office document and then copied to the interface. The Session layer is where the sender ensures that the computer is well connected to the internet. The Transport layer is where the sender decides on how to send the message and based on a given priority. The Network layer is to obtain information on the required email address and obtaining the IP address of the sender. The Data-link layer puts the email address to the subject of the email where the MAC address of the sender is stated while the Physical layer involves the sending of binary signals in the process of data exchange. The scenario used

Jus 201Milestone 1 Essay Example | Topics and Well Written Essays - 500 words

Jus 201Milestone 1 - Essay Example In solving such a case, it calls for conduction on the thorough investigations on the matter which will not only investigators make progress towards arresting perpetrators, but also for the purpose of aiding victims and preparing for prosecution. Hence, it is important to keep a comprehensive and systematized case files to make sure that it is possible later to tell a comprehensive and logical story about the crime and the suspect’s engrossment (Haines, 1980). First, I would conduct an interview with the victims by asking the most basic questions about the bombing, recording all the first-hand reactions. This will include obtaining confession from eyewitnesses at the scene. Also, it will call for reviewing street cameras or security camera footage of cameras installed in the near premises facing the scene. After that, I would review details provided in the initial interview with the victims familiarizing myself with the facts reported. This will also help determine that the facts meet the features of the crime classification and help resolve what information is required from the victim in the next interview (Geberth, 1986) Conducting a follow up interview will determine whether the facts have changed, or new facts have been learned by the victim. This will also present an opportunity for the victim to clarify any information in the initial report that is not clear. At this point, I will be able to determine the true nature of the bombing and whether there are other incidences involved before setting out on analyzing the information at hand. Based upon the known facts obtained from the site of the bombing, analysis will include examining photographs from the traffic cameras, running fingerprint match from fingerprints collected from the scene, examining photographs of taken from the scene trying to figure out the motive of the perpetrator who can be identified through eyewitness testimony, through circumstantial evidence or

Reasons For Change Within An Organisation Management Essay

Reasons For Change Within An Organisation Management Essay Some changes are implemented as a result of problems within organisations, but many Changes come about as a result of organisations proactively seeking business benefits such as reducing costs or improving services. The Change Management process ensures that standardised methods and procedures are used to minimise the impact of changes on quality of service, and improve the day-to-day operations of the organisation. It is important that in implementing changes to an organization that the board of directors and management of the organisation assess risk to the continuity of the organization, resource requirements needed for the change and maintain a proper balance between the need for Change against the impact of the Change. It is particularly important that Change Management processes have high visibility and open channels of communication in order to promote smooth transitions when Changes take place. It is imperative to get employees to buy into the need for change and the changes themselves. It is very important that all employees be informed about the issue bringing on the need for change, the possible outcomes and the plan for solution. They must also understand their own roles in the process. This will help break down barriers to implementing the change. This study will appraise the implementation of the change process including resistance to change and practical management aspects. In this study we will use Chorus as real life example of the change process and its implementation. Chorus, a steel company operates in a fast changing environment. They had to respond to these changes to beat rivals and meet customers needs. Chorus needed the commitment and support of staff to make changes that shape the business in the longterm. Corus has three divisions, one of which is Corus Strip Products UK (CSP). CSP UK makes steel in strip form. CSP UK has put in place a major change programme called The Journey to overcome any barriers to change and secure a better future for the business. Reasons for change Organisations typically change in response to the external environment, as well as through the development of competitive strengths within the organisation. External environmental factors include: Social factors e.g. changes in demography and consumer buying patterns. Legal factors legal pressures that force organisations to change to comply with laws, e.g. by responding to environmental legislation. Economic factors relate to booms and slumps in general economic activity, changes in interest rates, inflation rates etc. Political factors relate to wider political changes for example, a government taking a particular line on privatisation/the role of the state in society. Technological factors relate to new developments in technology e.g. the development of new web based selling methods by companies. On top of the above SLEPT (Social, Legal, Economic, Political and Technological) factors a major influence on the organisation is what the competition is doing. A SLEPT analysis is an analysis of key changes in an organisations environment. It is sometimes referred to as scanning the environment. The management of change is a key aspect of the way in which an organisation responds to change in an appropriate way. The emphasis should be on managing the change rather than reacting to change. Other ways in which organisations change are by altering their culture, i.e; changing the typical patterns and behaviours within the organisation e.g. moving from a top-down organisation to a more democratic form. Becoming more customer or marketing focused as opposed to production oriented. Most organisations today are developing this customer focus. Altering the scope of their activities e.g. by taking on new activities or by operating in new geographical areas. For example, most large companies today have become global enterprises and they have often reduced the number of brands and products they offer in order to concentrate on power brands in global markets. Usually organizational change can be brought about by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization. According to Kurt Lewin good communication is an important part of the process of changing the organisation. This involves communicating the direction of change, the objectives, how the change will be carried out and who will be involved. Downloaded from The Times 100 Editi http://www.thetimes100.co.uk/downloads/theory/the_organisation_and_change.pdf Change in a Chorus was a planned process. It followed a clear structure. Chorus identified the barriers to its changes, created and applied a plan for change and a method for measuring its success. Internal drivers for change at Chorus UK were: à ¢Ã¢â€š ¬Ã‚ ¢ poor delivery à ¢Ã¢â€š ¬Ã‚ ¢ competitiveness à ¢Ã¢â€š ¬Ã‚ ¢ high wastage à ¢Ã¢â€š ¬Ã‚ ¢ low staff morale. External drivers were: à ¢Ã¢â€š ¬Ã‚ ¢ new rivals à ¢Ã¢â€š ¬Ã‚ ¢ changing customer needs à ¢Ã¢â€š ¬Ã‚ ¢ new technology à ¢Ã¢â€š ¬Ã‚ ¢ poor views of the steel sector. Barriers to change Different types of change require different approaches, but fundamentally managers of staff need to ensure that they support their team through the change. Individuals must also prepare themselves for change. Typically there are strong resistances to change. People are afraid of the unknown. Many people think things are already just fine and dont understand the need for change. Many are inherently cynical about change, particularly from reading about the notion of change as if its a mantra. Many doubt there are effective means to accomplish major organizational change. Often there are conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Organization-wide change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done. Thats why much of organizational-change literature discusses needed changes in the culture of the organization, including changes in members values and beliefs and in the way they enact these values and beliefs. Every organization has a distinct culture. Sometimes the culture is fragmented and difficult to understand, but most organizational cultures are very strong. Organizational culture influences and affects many aspects of employees personal and professional life. It affects what decisions are made, who gets promoted, how people dress and how the work force behaves. Culture binds people into a cohesive group. However, change can be perceived as a threat. Yet one thing is constant. People are resistant to change. We are all creatures of habit and will continue doing the things that we are doing unless those habits are reformed in some manner. Organizations can often be more resistant to change than an individual. They are made up of several individuals, each having his/her own resistance, therefore providing collective resistance. Change also requires utilization of limited resources. Costs can be prohibitive. The politics of an organization and threats to an individuals power or influen ce can often deter necessary change as well. Fullan, M. and Stiegelbauer, S. (1991). The New Meaning of Educational Change. New York: Teachers College Press. Excerpted from Leadership and Technology, published by the National School Boards Associations Institute for the Transfer of Technology to Education. Chorus identified from very early stages that change would challenge or threaten peoples abilities, experience, customs and practice. It identified the following barriers to its planed change: à ¢Ã¢â€š ¬Ã‚ ¢ an attitude of this is the way we do things around here à ¢Ã¢â€š ¬Ã‚ ¢ some staff saw change as a threat to their teams and roles à ¢Ã¢â€š ¬Ã‚ ¢ some of Corus past changes had led to job cuts. This caused insecurity and low morale à ¢Ã¢â€š ¬Ã‚ ¢ Corus gave rewards for long service rather than great service. This meant that staff who had been with Corus a long time gained greater rewards than new staff who were performing better. www.thetimes100.co.uk EDITION 15 Downloaded from The Times 100 Edition 15 | www.thetimes100.co.uk Overcoming barriers to change Brief Case Overcoming barriers Cummings and Worley (Organization Development and Change, 1995) describe a comprehensive, five-phase, general process for managing change, including: motivating change This phase includes creating a readiness for change in your client organization and developing approaches to overcome resistance to change. General guidelines for managing this phase include enlightening members of the organization about the need for change, expressing the current status of the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished, creating vision Leaders in the organization must articulate a clear vision that describes what the change effort is striving to accomplish. Ideally, people in the organization have strong input to the creation of the vision and how it can be achieved. The vision should clearly depict how the achievement of the developing political support This phase of change management is often overlooked, yet it is the phase that often stops successful change from occurring. Politics in organizations is about power. Power is important among members of the organization when striving for the resources and influence necessary to successfully carry out their jobs. Power is also important when striving to maintain jobs and job security, http://www.authenticityconsulting.com managing the transition This phase occurs when the organization works to make the actual transition from the current state to the future state. In consultations, this phase usually is called implementation of the action plans. The plans can include a wide variety of interventions, or activities designed to make a change in the organization, for example, creating and/or modifying major structures and processes in the organization. These changes might require ongoing coaching, training and enforcement of new policies and procedures and sustaining momentum Often, the most difficult phase in managing change is this phase when leaders work to sustain the momentum of the implementation and adjustment of plans. Change efforts can encounter a wide variety of obstacles, for example, strong resistance from members of the organization, sudden departure of a key leader in the organization, or a dramatic reduction in sales. Strong, visible, ongoing support from top leadership is critically important to show overall credibility and accountabilities in the change effort. http://www.managementhelp.org/misc/reqs-for-successful-change.pdf In my opinion, the first step in implementing change is to get employees to buy in to the need for change and the changes themselves. It is very important that all employees be informed about the issue bringing on the need for change, the possible outcomes and the plan for solution. They must also understand their own roles in the process. This will help break down barriers to implementing the change. Once the changes have been implemented, over time they will become the new habits that bring desirable results. There is a relatively new and innovative process called appreciative inquiry (AI), which addresses change by using the organizations employees, customers and vendors to design the future of the organization. According to the article, Appreciative Inquiry: An Innovative Process for Organizational Change, from Employee Relations Today, Appreciative inquiry engages the entire organization in discovering the best of what has been and dreaming about the best of what might be. Forming transition teams of employees from all aspects of the business can also help to facilitate change and encourage employee involvement and buy-in. Some organizations gather input from surveys, but if that is the preferred method, it is imperative that the results are shared and discussed. Not doing so will destroy employee morale and trust. When seeking input, make sure the responses are communicated. Be honest in providing feedback to the employees. Address their concerns, and if the issues cant be resolved within the resources and constraints of the organization, simply explain the reasons. Willis Mushrush, business specialist MO SBTDC for University of Missouri Extensions Creating Quality newsletter Sept. 2003. Successful change must involve top management, including the board and chief executive. Usually theres a champion who initially instigates the change by being visionary, persuasive and consistent. A change agent role is usually responsible to translate the vision to a realistic plan and carry out the plan. Change is usually best carried out as a team-wide effort. Communications about the change should be frequent and with all organization members. To sustain change, the structures of the organization itself should be modified, including strategic plans, policies and procedures. This change in the structures of the organization typically involves an unfreezing, change and re-freezing process. The best approaches to address resistances is through increased and sustained communications and education. For example, the leader should meet with all managers and staff to explain reasons for the change, how it generally will be carried out and where others can go for additional information. A plan should be developed and communicated. Plans do change. Thats fine, but communicate that the plan has changed and why. Forums should be held for organization members to express their ideas for the plan. They should be able to express their concerns and frustrations as well. Corus has overcome these barriers by working with staff. Staff were also urged to take ownership of the new values. Workers are now more involved in choices and are recognised for doing well. Corus ensures that all staff know what is expected through a range of means. Workshops, newspapers, billboards, intranet, video and direct one-to-one talks spread the message. A programme with shock tactics was brought in to show staff the plants condition, identify weak points and urge staff to make changes. Measuring the outcomes of change Corus set targets to make sure that actions led to results. Steps were set so staff would know how well CSP UK was hitting targets. CSP UK has improved many aspects of its business by facing up to its internal weak points. This has helped it to grow. Key Performance Indicators have shown improvements in: à ¢Ã¢â€š ¬Ã‚ ¢ production à ¢Ã¢â€š ¬Ã‚ ¢ lower costs à ¢Ã¢â€š ¬Ã‚ ¢ less absence from work à ¢Ã¢â€š ¬Ã‚ ¢ quality and service for customers à ¢Ã¢â€š ¬Ã‚ ¢ Health and Safety targets à ¢Ã¢â€š ¬Ã‚ ¢ CO2 emissions à ¢Ã¢â€š ¬Ã‚ ¢ the impact on the local community. Conclusion To respond effectively to ever-changing demands, organizations must be prepared to change constantly. Managers must be able to recognize the need for change and identify and manage sources of resistance. The key to successful organizational change is to involve the employees in each step of the process. Change management at CSP UK meant bringing the issues out into the open. CSP UK tackled barriers to change by winning the support of its staff. Its effective plan for change has helped CSP UK to continue to make profit in spite of the recession. www.thetimes100.co.uk EDITION 15 Downloaded from The Times 100 Edition 15 | www.thetimes100.co.uk Honesty Professionalism Integrity Fairness Improvement Transparency Respect Excellence #506 from Innovative Leader Volume 9, Number 12 December 2000

Religious Beliefs in Aeschylus Oresteia, Homer’s Iliad, and Sophocles’

Religious Beliefs in Aeschylus' Oresteia, Homer’s Iliad, and Sophocles’ Electra The final and definitive defeat of the Persian army at the battle of Plataea represented the end of an age-long threat to Athens. But the victory was also a miracle, as all the odds were against the Athenians at the onset of the war. While Pericles took charge of Athens after the war and started the advance of democracy, religion also thrived. The rebuilding of the Acropolis and the construction of the Parthenon and its great statue of Athene under Pericles' rule signified the height of religious belief among Athenians. However, the shift in power from the aristocrats to the common men in the new democracy, and the Peloponnesian War and Great Plague that followed the shift, all contributed to a general decline in religious belief. Only a few decades after reaching its peak, it reached an all-time low. This change in attitude among Athenians can be observed by comparing the works of two tragedians, Aeschylus and Sophocles, whose plays were performed in each of these two periods. But e ven with this dramatic shift, it is clear that Athenians remained believers throughout these periods, because religion was, and always has been, a huge part of their culture. The religious view of Athenians before the Peloponnesian War can be best demonstrated by the portrayal of interaction between men and Gods in Aeschylus’ work, The Eumenides. From the first scene, when â€Å"The doors of the temple open and show Orestes surrounded by the sleeping Furies, Apollo and Hermes beside him† (Aeschylus, 137), one can see that in Aeschylus’ eyes, Gods and Goddesses are not something distant and unreachable, but instead, they are â€Å"real† figures who will at times stand by our s... ...ardless of how "good" or "bad" they were, and despite constant worship the Gods did not intervene. Having witnessed such horrors, it is understandable that people of those times, such as Sophocles, would have taken a step back and wondered if the Gods were actually there. Having gone through a period as such, it is only natural for even the most faithful to doubt a little, which was evident from the absence of interaction between Gods and men in Sophocles’ work, Electra. However, it is clear as had been previously pointed out, that while belief in the literal truth of the myths was suppressed, the Gods did live on in the hearts of the Athenians. Works Cited Aeschylus. â€Å"Aeschylus I / Oresteia†. The University of Chicago Press, 1983: 131 – 171. Homer. â€Å"The Iliad†. Penguin Books, 1998: 128 - 143 Sophocles. â€Å"Electra†. Oxford University Press, 2001: 50 – 111

With reference to a case study on Brazil, explain what affects rural to urban migration

The following essay is based on a case study of Brazil. I will describe and show the problems of rural to urban migration. The two locations we will be studying are the Caatinga and a city called Belo Horizonte, both located in Brazil (see map below). Rural areas are areas isolated from city centers with very little communication and transport to them. They are very poor areas with little agriculture. Urban areas are city like places where communication, transport and living conditions are acceptable. The Caatinga is one of the most remote areas of Brazil. It is a dry and poor area. It is the largest dry region in South America. The vegetation in this area is very pitiable. Population Pressure happens a lot here. Many people are born and are forced to live in such disgraceful conditions. It is situated in the North-eastern part of Brazil. The Caatinga has serious problems including health and, the most important one, there is a lack of jobs. Another major problem are droughts. Approximately once every ten years, a drought occurs causing large disasters in matters of agriculture and health. Climate also plays a big role in the daily life of the Caatinga inhabitants. The other location we are going to study is Belo Horizonte. It is a town located in the south-eastern part of Brazil. I'm going to concentrate on the surroundings (suburbs) of the town known as the Favelas. These are groups of houses, now changed into neighborhoods where people that migrate from the Caatinga and other rural areas of Brazil move too. Here the houses are mostly wooden shacks or the better ones are made with cement and bricks. Here there is little electricity and water. Living conditions are much better than in the Caatinga. There are more job opportunities for migrated people with no money. People that migrate to these places, in most cases leave the Caatinga with no money at all and will have to live under cardboard boxes until they can afford to build there own shack. You can read also Classifications of Restaurants The most important factor that affects migration are the Push and the Pull factors. Push factors are negative factors. These could include such things as health, education, general living conditions etc. The Pull factors are positive factors. These include things like electricity provided, clean water, better health etc. In this case study, the push factors will be about the rural areas (Caatinga). The pull factors will be about the urban area (Favelas). Migration is affected by these factors. In this study the most important ones are health, climate, job opportunities, education and living conditions. The problems that people face in the Caatinga are very serious. This is why people want to migrate or even are forced to migrate to urban places and Favelas. They do this to try and gain some money and to give better future for their children. Droughts are very common in the Caatinga. When these occur, rivers can dry up and there is no water to drink and to use for agricultural reasons. This brings every time famine, starvation and disease. People can only drink from dirty ponds formed when the last rain had fallen. Illiteracy is another great problem. There are no schools for people to go to. Most of the population cannot read nor write. Children cannot learn how to write and this is why when they migrate, they will have very underprivileged jobs with very little pay. When droughts occur, agricultural land is destroyed along side with all of the crops grown during the year. This brings long periods of time with no one working on the land which means no jobs. With no jobs, people have no money and cannot buy food nor medicines for their family. When the harvesting fails, people can only eat lamb and beans throughout the year until the next harvest is ready. There is no medical care in these areas. Diseases such as Malaria strike young children and elder people causing death rates to increase drastically. This also is connected with transport. Ill and sick people cannot be transported to cities to be taken care of. No food can be imported to the Caatinga. The population of the Caatinga can only live on what they produce, this is called subsistence farming. The climate has also a very important job in the Caatinga and is one of the biggest factors causing migration. All through out the year there is little or no rain at all in some areas of the Caatinga. The temperatures are very high in the summer (reaching over 30à ¯Ã‚ ¿Ã‚ ½) and in the winter are very cold (approximately 10à ¯Ã‚ ¿Ã‚ ½). You can read also Costco Case Study Families in the Caatinga are very large. Some families have up to 15 children and in some cases can reach 20. This is because people want to have more children so that they can be maintained when they reach an older age. Another reason is that diseases can easily kill many children. On average out of 10 children, 5 die of illnesses or starvation. In the Caatinga child labor is also a big concern for the government. Many children are used to farm on the land which isn't of their property. People from the Caatinga decide to migrate to urban cities like Belo Horizonte. They have to walk for hundreds of kilometers with all of their belongings and no money. When they arrive in the Favelas, they have to set up a new life. The Favelas are situated just outside cities. These are groups of houses built by migrates coming in from the rural part of the country. Here their children can receive an education from proper schools. They learn how to read and write so that in the future they will be able to have a better job. Once they reach an older age, children will have to start working to try and get some money for their numerous family. In a case we saw, the money that the father and her daughter earned was à ¯Ã‚ ¿Ã‚ ½12 a month, just enough to maintain their big family. They cannot spend any of it on leisure and entertainment. With the money they can buy proper food from markets and are able to feed the whole family. They can also buy medicines and with time, they can improve their household. The birth rate here is also much lower than in the Caatinga. This is because health is much more advanced and people don't need as many children to maintain them. The death rate is also much lower than in the Caatinga. Medicines to cure diseases are introduced and hospitals are nearby. Electricity and sometime running water in houses is introduced. This is a necessity for many families. The transport and communication is good here. The only problem is that there is no entertainment in these Favelas (no cinema, shops, restaurants etc†¦). The climate here is much better. The temperatures are quite high throughout the year and the rainfall is balanced. In conclusion to my essay, the urban environment is a much better place to live in because of all its pull factors. Urban population is increasing rapidly, 78% of Brazilian population lives in Urban population whilst the other 22% is spread out between rural and Amazonian. I would prefer to live in an urban environment because of all the comforts it can provide compared to the Caatinga. Still people don't have power over their actions. People living in the Caatinga cannot decide weather to move or not. It is a risk they have to take and only some families can take it. It would be hard to help the population of the Caatinga. Brazil, being in some parts a developed country and in others, not developed at all, would find it difficult to provide the funds to help this population. It would need to build a new transport system, including a railway and more roads. It could also build hospital facilities and refugee camps for homeless people. It should improve agricultural facilities adding irrigating systems and it should bring, using aqueducts, water to remote villages. This could also bring problems because people living in the Caatinga might not want their land to be industrialized. Also the funds to help could be received from the population of urban cities which might disapprove. Rio de Janeiro has tried to improve living conditions of the Favelas by expanding its land and becoming the second largest city in the world. It has built on a flat piece of land tall buildings for rich people to move in. It is a much safer place for people to live in. It is actually become a new city called Barra. Barra is one of the safest cities in South America. It has the largest shopping mall in all of South America. The criminality is very low. By building this city, Rio de Janeiro has stopped growing because people move out to Barra more. Soon Barra will become as large as Rio and suffer the same problems if migration doesn't stop.

Dan Pink Surprising Science of Motivation

Dan Pink on the surprising science of motivation This pitch was in my opinion really good. Divided in three parts with a sum up at the end that enforce and give power to what he said. The first part was when he gives facts, states experiences and its results. In the second part give credibility of results fund during the experiences, explain those results and shows that most important economists of the world agree with those results and found the same.The third and last part is about giving example that are currently applied in the world and illustrate perfectly his theory that traditional rewards are not as effective as we think, it is even the opposite. Both ethos, logos and pathos were used and used at the right moment, in the right proportion and the result is that he caught people’s attention and give credibility to his speech.Ethos: His way to tell his speech as if it was a â€Å"lawyerly case† as he said it. And to involve quickly everyone he talks to them as if they were a jury (â€Å"ladies and gentlemen of the jury†) and this until the very end of his speech finished by the sentence â€Å"I rest my case†.At the end of the explanation of the second experience that gave illogical results and to consolidate his results and give his speech more credibility, he affirms that for him too that is illogical and that he is exactly like everyone in the room (â€Å"I am an American (†¦) that is not how it’s supposed to work†) This example and the fact that at the beginning of his presentation he tells everybody that he did not get good results from his law university are really clever from him. Saying that he is getting more trustful to people, imperfect side of him make him more human for others.Logos: He has a very strong logos during the whole presentation. And at the beginning of his speech he said directly that his facts are true, proved. He has a PowerPoint used only for his logos that help the explanation of e xperiences made with the candle, show the important words of his speech. He also used scientist results and conclusions given by the most important economists worldwide (such as the conclusion made by the economists of LSE). And in his third part he gave an explanation based on three words, illustrate by example and repeated several times to give them more impact on the audience.Pathos: Begin with a story, more than a story it is like he is going to confess something that he is not proud (â€Å"I need to make a confession†). Saying that he makes people trust in him, because he exposes himself. But it is fact a joke, which is also really good because humour is always a good way to catch people’s attention. And during the whole speech, he will have a lot of humour. His speech was like him dynamic, enthusiastic and totally engaged with his audience. With this combination of ethos, logos and pathos Dan Pink make an informative speech and the audience easily receives its me ssage.