Comparative Analysis Between Adaptive Pmlc Model and...

A project management life cycle (PMLC) model is a sequence that is made up by the five process groups - Scoping, Planning, Launching, Monitoring Control and Closing, and it’s used for achieving the goal of a project. In handling a project using a PMLC model, the entire process group must be present at least once in a sequence, and any or all of the process groups, may be repeated as required (Wysocki, 2009:299). To be analysed comparatively here are two different type of PMLC model- Adaptive PMLC model and Extreme PMLC model. An Adaptive PMLC model is an Agile Project Management (APM) model which consists of a number of phases that are repeated in cycles between the scoping and closing process groups, with a feedback loop after each†¦show more content†¦The team is usually made up of few members usually less than fifteen and work effectively without supervision. The project atmosphere must be open and honest. Differences between Adaptive and Extreme PMLC models. The following differences exist between the two models: ïÆ'Ëœ Scoping: In Agile PMLC model, the scope is done just once at the very beginning of the project since the goal of the project at hand is clearly defined while in Extreme PMLC model, scope is adjusted at each phase, since the goal is bound to change all the way in the course of handling a project using this model, for the goal is usually a vision of some future state. Hence, no constraining scope triangle in Extreme PMLC model for the cost and the timing of the project are not known (Wysocki, 2009:333-334,466). ïÆ'Ëœ Client involvement: The client is required to be highly involved within and between phases in Extreme PMLC model than he/she is required to be involved in Adaptive PMLC model. In most Extreme PMLC model, the client takes a leadership position while in Adaptive PMLC model; the client takes a collaborative position (Wysocki, 2009:334). In research institutes e.g. National Research Institute for Chemical Technology (NARICT) where I did my Industrial Attachment as an undergraduate, whenever a client brings an issue to be researched, especially when it is a whole new area to the firm, he/she normally tell the research officer what to do, and

Chapter 7 Of The Textbook Diversity Consciousness - 847 Words

Chapter 7 Teamwork: Obstacles to Teamwork In chapter 7 of the textbook Diversity Consciousness, Butcher reports there are some barriers to teamwork. Some of these obstacles can stem from the individual member or members way of acting or thinking outside of the team or group setting. The obstacles that teams may occur could potentially detract the team from having cohesion, and hinders its productivity. Butcher give s eight examples these obstacles. Examples: Unequal distribution of power- not having the ability to make decisions or to be heard. Having this imbalance of power creates an atmosphere that group members are subordinated, causing them not to feel comfortable or not to participate fully in the achieving of the team s goals; stereotypes- the inability to see the individual for who they are, giving into stereotypical ideas, which can cloud your judgement of the person and/ or group; lack of outside support- to work in a box cut off from other people; Social values- difficult y working with a team, a member that is use to completion or individualism, and unwilling to share the credit; lack of trust- hesitant to share or to feel vulnerable to others; lack of communication or miscommunication- unable to exchange information with clarity, and lost the information in the context of delivery; and finally, disagreements over the roles of members or the team s mission- unclear of the responsibilities or role of member or the dynamics of the group. 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People Management and Organisation Development Free Essays

string(155) " characteristics of a business or to the communication channels used by employees for responding to the needs of their role \(Cummings and Worley, 2014\)\." Executive Summary The introduction of changes in a business is usually related to resistance at lower or higher level. Such risk can be reduced if appropriate measures are taken in advance. In this study, reference is made to an organisation’s effort to implement a change plan in order to secure the benefits of Organisational Development. We will write a custom essay sample on People Management and Organisation Development or any similar topic only for you Order Now The above effort of the organisation has led to certain benefits. Still, improvements would be made to the plan so that a long term growth is achieved. It should be noted that the business operate in the fast food industry, a sector which is quite competitive. In UK, where the business is based, the strong competition of the industry has been combined with the market pressures. This means that in order to secure their organisational development the businesses of the industry, including the business under review, should focus on all aspects of organisational change. 1.0 Introduction The appearance of failures in the completion of daily organisational tasks usually indicates the need for reviewing the organisational sectors involved. If such initiative is not taken immediately then the deterioration of organisational performance is not avoided. For ensuring that such phenomena are avoided in their environment businesses can act in advance by developing a flexible strategy, i.e. a strategy that allows to managers an early intervention to organisational problems (Pasmore et al., 2013). In this way, chances for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational development is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational development has been described as ‘the process of planned change and improvement of organisations through the application of knowledge of the behavioural sciences’ (Griffin and Moorhead, 2009: 504). The practical implications of organisational development are explored in this paper. Reference is made to a business of the UK fast-food industry. The specific business operates in UK for more than 10 years and it is part of a global chain of fast-food restaurants. Due to severe problems in the organisation’s daily operations the implementation of a plan for change was considered as the only solution. The key aim of this effort was to achieve organisational development within the shortest possible period and within an economy budget. Following this practice would allow the business to keep its performance standardized while organisational development would be in progress. The target set was only partially achieved. Losses were minimized but the cost of the strategy was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the particular business. A series of factors have negatively affected the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would need a bit longer, than expected, in order to disappear. 2.0 Organisational development in practice – a case study 2.1 Overview of the UK fast food sector The UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the particular sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to have improved their position while new entrants have become common phenomenon. For the future, the perspectives of the sector have been highlighted as significant. Still, concerns have appeared in regard to critical issues that have been related to industry’s products; reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sector’s products for children’s health (Hardwick, 2014). 2.2 Assessment of the strategy implemented In order to evaluate the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategy’s parts. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategy’s implementation. 2.2.1 Key elements of the strategy The strategy implemented in the business under examination had two parts: a) the first part referred to the introduction of changes in the tasks allocated to the staff; changes were introduced in relation to the duties of all employees, including for the restaurant’s supervisor; b) the second part of the strategy included a training program. All employees in the businesses had to participate in a training program of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program each employee had to spend one hour daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. Each Friday employees had to pass a test on the week’s material. The results of the test were checked by a HR consultant. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees’ overall performance, as reported daily in the workplace. Emphasis was given to the potential of employees to respond to their new duties and to achieve self-improvement. 2.2.2 Critical assessment of the strategy’s appropriateness According to the literature, organisational development is a complex framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication channels used by employees for responding to the needs of their role (Cummings and Worley, 2014). You read "People Management and Organisation Development" in category "Essay examples" The major advantage of OD it its potential to be related ‘either to organisational structure or to organisational processes’ (Cummings and Worley, 2014: 3). Brandford and Burke (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of the managers involved or on the resources available for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved just by introducing change. Rather, it is necessary to review organisational strategy carefully and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar approach is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational culture is also reviewed and updated (Anderson, 2013). The value of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is made to the leader’s role in the successful implementation of OD plans. This view is justified by referring to the fo llowing fact: in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis appropriately and to take emergent decisions. If the leader fails to respond effectively in any phase of the plan then the chances for the success of the plan are significantly reduced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graph in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurant’s manager has accepted that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for arranging the changing of swifts during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staff’s left in the restaurant would not be adequate for covering the tasks required. On the other fact, all employees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurant’s efforts to promote change have faced minimum resistance from employees. 2.3 Evaluation of how the cooperation of stakeholders has been ensured In the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives: one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as suffering losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts: employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the respon ses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a survey was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory: about 73% of employees are convinced for the plan’s necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to wait for a particular period of time before developing an opinion for the plan’s effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be willing to support the OD of a business only in the following case: that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisation’s effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily menu and state their view on their food on real-time would be another scheme for increasing the customers’ interest towards the business involved. From another point of view, Schabracq (2009) explained that the efforts for securing the stakeholders’ support in a plan of change should be based on criteria of hierarchy: emphasis should be given primarily to the members of the organisation as ‘those who are interested mostly for the organisation’s success’ (Schabracq, 2009: 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with ‘cynicism and skepticism’ (2014: 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders: employees. For other categories, including customers and community valid view could be formulated after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers’ complaints would continue to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its close stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified. 3.0 Conclusion The implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified since employees are those directly affected by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted tha t the opposition of stakeholders to a change plan is likely to become ‘stronger as the time passes’ (Roberts 2014; 58). For eliminating such risk the managers of GM have preferred to follow Lewin’s plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in each organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategy’s effectiveness. 4.0 Recommendations The strategy of change implemented in the business under review should be improved at the following points: a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business; for example, a customer-feedback leaflet should be available in the restaurant; b) the website of the restaurant should be appropriately customized so that the following option is available to customers: customers should be given the potential to vote online for the restaurant’s menu, making their choices as their preferences. The results would be evaluated by the firm’s manager on a weekly basis so that drawbacks of the menu are addressed. In other words, customers should be given a more active role in the improvement of organisation’s performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its cl osest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009); c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4). 5.0 Bibliography Anderson, D., 2013. Organisation Development: The Process of Leading Organisational Change. London: SAGE. Asghar, Z., 2011. New Approach to Strategic Planning: the Impact of Leadership and Culture on Plan Implantation via the three Cs: Cooperation, Collaboration and Coordination. ASBBS Annual Conference: Las Vegas, February 2011, pp.1121-1132. Available at . [Accessed 12 November 2014]. Barnard, M. and Stoll, N., 2010. Organisational Change Management: A rapid literature review. Short Policy Report No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . [Accessed 12 November 2014]. Boatright, J.2006. What’s Wrong—and What’s Right— with Stakeholder Management. Journal of Private Enterprise, 21(2), pp.106-131. Boonstra, J., 2008. Dynamics of Organisational Change and Learning. Hoboken: John Wiley Sons. Bradford, D. and Burke, W., 2005. Reinventing Organisation Development: New Approaches to Change in Organisations. Hoboken: John Wiley Sons. Conrad, C. and Poole, M., 2012. Strategic Organisational Communication: In a Global Economy. Hoboken: John Wiley Sons. Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont: Cengage Learning. Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal: The Public Sector Innovation Journal, 14(1), pp.1-16. Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13. Griffin, R. and Moorhead, G., 2009. Organisational Behavior: Managing People and Organisations. 9th ed. Belmont: Cengage Learning. Hashim, M., 2014. Organisational change: case study of GM (General Motors). Journal of Business Administration and Management Sciences Research, 3(1), pp.1-5. Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), pp.50-59. Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20. Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171. Kaplan, R. and Norton, D., 2001. Building a Strategy – Focused Organisation. Ivey Business Journal, May/June 2001. Available at [Accessed 12 November 2014]. Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10. Lunenburg, F., 2010. Organisational Development: Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9. Oswick, C., 2013. Reflections: OD or Not OD that is the Question! A Constructivist’s Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381. Maimunah, I., 2009. Corporate Social Responsibility and its role in community development: An international perspective. The Journal of International Social Research, 2(9), pp.200-209. Nordin, E., 2014. Communicating Organisational Change: Strategies for Communicating Change. The Clute Institute. International Academic Conference, San Antonio, Texas, USA, pp.135-145. Available at . [Accessed 12 November 2014]. Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley: Emerald Group Publishing. Roberts, G., 2014. Servant Leader Human Resource Management: A Moral and Spiritual Perspective. New York: Palgrave Macmillan. Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development: A Guide for Leading Change. 3rd ed. Hoboken: John Wiley Sons. Samson, D. and Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organisation. London: Kogan Publishers. Schabracq, M., 2009. Changing Organisational Culture: The Change Agent’s Guidebook. Hoboken: John Wiley and Sons. Wu, M., 2012. Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage. Asian Social Science, 8(10), pp.160-172. Yaeger, T. and Sorensen, P., 2009. Strategic Organisation Development: Managing Change for Success. Charlotte: IAP Publishing. Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector: Research on Probable Applications. TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108. How to cite People Management and Organisation Development, Essay examples

Hamlet, one of Shakespeares tragic plays Essay Example For Students

Hamlet, one of Shakespeares tragic plays Essay Hamlet, one of Shakespeares tragic plays, portrays the story of a young mans quest to avenge his murdered father and his quest to find his true identity. In his soliloquies, Prince Hamlet reveals to the readers his personal perceptions of the events that take place in his homeland, Denmark, and of which are either indirectly or directly tied to his fathers murder. Many critics and scholars agree that while Hamlets soliloquies reveal the search of his identity and true character, his soliloquies universally illustrate mans search for his true identity. The first soliloquy of Hamlet takes place early in the play, and Hamlet expresses his lachrymose feelings to the reader and how he wishes that God had not fixed his cannon gainst self-slaughter. He explains that only two months after his fathers death, his mother married with my uncle, my fathers brother, but no more like my father than I to Hercules. While Hamlet does not examine his identity or character immediately, he illustrates the cause of his sorrow. Hamlet also contrasts his father from his uncle saying that they have nothing in common like he does to Hercules. This could be an underlying denouncement of his own character, and by contrasting himself to Hercules à ¢Ã¢â€š ¬Ã¢â‚¬Å" a symbol of strength in both body and mind, he suggests that he lacks self-worth or self-esteem. Nevertheless, it is apparent to the reader that Hamlet is suicidal, as he contemplates it within the first line of the soliloquy. In his next soliloquy Hamlet reveals his conflict: he knows he must avenge his father, but he hesitates to commit pre-meditated murder. He calls himself a rogue and peasant slave and states that he, the player in a fiction, in a dream of passion, is not hastened to his cause, and can say nothing for a king upon whose property and most dear life a damned defeat was made. He condemns himself and asks: Am I a coward? Who calls me villain? Breaks my pate across? Plucks off my beard and blows it in my face? I should take it; for it cannot be but I am pigeon-livered. But in justification to himself, he exclaims that he shall strike a play a reenactment of his fathers murder, and he states: The plays the thing wherein Ill catch the conscience of the king. In his soliloquy, Hamlet derives his feelings of himself as a coward because he, the son of a dear father murdered, prompted to revenge by heaven and hell, does nothing to avenge his father. What Hamlet fails to see is the fact that he is a teenager, a man in adolescence. In his mature, adult mind, he knows that he must avenge his father, but there lives an innocent child in his conscience who does not want to commit murder; and Hamlet perceives this as cowardice. It seems as though Hamlet is struggling with what he knows he must do, and actually doing it. While instead of pursuing his fathers revenge, he lets his emotions dictate his actions in this case, his lack of action. So, in self-justification, he tucks away his apprehension and decides to seek proof of Claudiuss murder of Hamlets father. Furthermore, Hamlet is beginning to question his identity as a pigeon-livered coward. What is more noteworthy, however, is that both soliloquies exhibit Hamlet to be an immature boy, as he speaks on impulses of emotion, rather than logic itself. Next, in one of the most famous soliloquies in the English language, Hamlet again contemplates the subject of suicide, but he does not do so on impulses of emotion. Instead, his contemplation is based on reason. To be or not to be, that is the question: whether tis nobler in the mind to suffer outrageous fortuneà ¢Ã¢â€š ¬Ã‚ ¦or end them. .u758cb651d65eaf64e714764d8d2c22c4 , .u758cb651d65eaf64e714764d8d2c22c4 .postImageUrl , .u758cb651d65eaf64e714764d8d2c22c4 .centered-text-area { min-height: 80px; position: relative; } .u758cb651d65eaf64e714764d8d2c22c4 , .u758cb651d65eaf64e714764d8d2c22c4:hover , .u758cb651d65eaf64e714764d8d2c22c4:visited , .u758cb651d65eaf64e714764d8d2c22c4:active { border:0!important; } .u758cb651d65eaf64e714764d8d2c22c4 .clearfix:after { content: ""; display: table; clear: both; } .u758cb651d65eaf64e714764d8d2c22c4 { 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; } .u758cb651d65eaf64e714764d8d2c22c4:active , .u758cb651d65eaf64e714764d8d2c22c4:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u758cb651d65eaf64e714764d8d2c22c4 .centered-text-area { width: 100%; position: relative ; } .u758cb651d65eaf64e714764d8d2c22c4 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u758cb651d65eaf64e714764d8d2c22c4 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u758cb651d65eaf64e714764d8d2c22c4 .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; } .u758cb651d65eaf64e714764d8d2c22c4:hover .ctaButton { background-color: #34495E!important; } .u758cb651d65eaf64e714764d8d2c22c4 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u758cb651d65eaf64e714764d8d2c22c4 .u758cb651d65eaf64e714764d8d2c22c4-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u758cb651d65eaf64e714764d8d2c22c4:after { content: ""; display: block; clear: both; } READ: William Shakespeare, you stand accused of being a crow, an ape and a thief EssayTo die, to sleep- no more- and by a sleep to say we end the heartacheà ¢Ã¢â€š ¬Ã‚ ¦Tis a consummation devoutly to be wished. For who would bear the whips and scorns of timeà ¢Ã¢â€š ¬Ã‚ ¦who would fardels bear, to grunt and sweat under a weary life, but that the dread of something after death, the undiscovered country from whose bourn no traveler returns, puzzles the will, and makes us rather bear those ills we have than fly to others that we know not of? Thus conscience does make cowards of us all; and thus the native hue of resolution is sicklied oer with the pale cast of thoughtà ¢Ã¢â€š ¬Ã ‚ ¦and loses the name of action. In this soliloquy, Hamlet philosophizes about the right of one to take ones own life. While scholars believe that Hamlet is contemplating about taking his own life, it is noteworthy to mention that he says nothing that suggests that he, as an individual is thinking of taking his own life. He uses the words we, us, and the indefinite who. Therefore, he must be referring to humanity as a whole. While Hamlet is not directly attempting to find his identity, he evidences his maturity to the reader by philosophizing, instead of merely speaking on emotion alone. Hamlet also concludes that humans are afraid to take their own life because of their fear of the unknown. Thus, he is indirectly finding his identity, by identifying simple, human nature à ¢Ã¢â€š ¬Ã¢â‚¬Å" and with this identification, he brings himself one step closer to knowing himself. With his final soliloquy, Hamlet finds his identity, and decides that he will carry out his vengeance upon Claudius. First he answers his question to himself: What is a man, in his chief good and market of his time be but to sleep and feed? A beast, no more. As he continues to speak, it becomes evident to the reader that Hamlet realizes his faults as a character because he says: Now, whether it be bestial oblivion, or some craven scruple of thinking too precisely on th event à ¢Ã¢â€š ¬Ã¢â‚¬Å" I do not know why yet I live to say This things to do, since I have cause, and will, and strength, and means to dot. Hamlet, after witnessing the loyalty of Fortinbrass troops toward their cause, asks himself: How stand I then, that have a father killed, a mother stained, excitements of my reason and my blood, while to my shame I see twenty thousand men fight for a plot? And after this he declares from this time forth my thoughts be bloody or be nothing worth! Finally, after contemplations, philosophizing, and searching for his purpose and identity, it seems that Hamlet understands himself as a person. He confronts his apprehension, and after witnessing a horde of men fighting for a single cause, Hamlet undergoes a revelation of his purpose à ¢Ã¢â€š ¬Ã¢â‚¬Å" to avenge his father. With the search for his identity over, Hamlets whole position in the chain of events transforms from reluctant to immerse with cravings for revenge. In conclusion, Hamlets soliloquies illustrate the search for his identity. With every soliloquy, Hamlets maturity increases, and undergoes a change from an impulsive child to a fate-accepting adult. Furthermore, every soliloquy exhibits Hamlets feelings of insecurity with himself, except the final soliloquy. It is in his final speech that Hamlet accepts himself for who he is, and determines that he is Hamlet, a revenge-seeking prince on a quest for his fathers vengeance.