Example Answers to Tasks on Tata Motors

Example Answers to Tasks on Tata Motors Tata Motors Limited has revenues of US$20.5 billion in 2009-10. The companys 25,000 employees are guided by the vision to be Best in the manner in which we operate, best in the products we deliver and best in our value system and ethics. Tata motors was formed in 1945 and till date has expanded across all locations in India. Today around 6 million Tata vehicles run on Indian roads. In 2005 Tata motors had entered a strategic alliance with Fiat to produce power trains and cars. Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors is the first company to be listed in the New York Stock Exchange (September 2004) belonging to engineering sector of India. Today Tata Motors has Operations in the UK, South Korea, Thailand and Spain. Jaguar Land Rover, was acquired in 2008 by Tata Motors and it also acquired the Daewoo Commercial Vehicles Company of South Korea in 2004 (http://www.Tatamotors.com) Task 1: a) Kurt Lewins change management model Today the theory of change management is plays the huge role in most of the business. However, how organisation change in their culture it is depend on the type of industry, change requirement and involvement if the individuals. The key thing in change management is hoe the individuals is recognised or get settled in change process. To understand the change management process in business Kurt Lewins developed the change management process model. This model was developed in 1950s and still is most used method in todays modern business. Lewins change model is going through three stages which is start from Unfreeze Change Refreeze and each of these stages is mention below. Unfreeze In this first stage of change process is preparing to check and requirement of change within the business, which involves identify the key areas which needs to change and try to break it so that you can introduce the new operation. To organize the business effectively, you need to begin at its nucleus and you need to challenge the viewpoint, ethics, approach, and behaviours that presently define it. With the similarity of a structure, you must study and be planned to modify the existing basics as they may not support add-on storeys unless this is done, the whole building may risk collapse. Usually the first part of the change process is very difficult because here you need to identify the key areas where you think change should be required. Furthermore, you may face some strong reaction who does not like the change and you should balance everything when cutting down the things. By forcing the organization to re-evaluate its nucleus, you efficiently make a calamity (which is under control), which in revolve can make a tough inspiration to search for a new balance. Without this inspiration you would not obtain to buy-in and contribution require resulting any significant change. Change After all the doubts which is created during the unfreeze stage, the change is the stage where you can try to resolve all the doubts and try to do the things in new different ways. In these stage individuals start considers and thinks in that way so that they support the new course. The conversion form unfreeze to change takes a bit time it does not happen suddenly, usually individuals take time to get adjust from unfreeze to change process. . A interrelated change model concentrate on the exact problem of individual evolution in a changing atmosphere and is helpful to understand this i will explain in detail below. Individuals should understand how the change process will help them if you want to create the change successful and acceptable within their employees. You should link the change with the individual benefit they simply did not accept the change only on the basis of the change is essential for the organisation. The two key elements to success of the change process is Time and Communication which plays the huge role. People should need some time so that they were able to understand the change and this should be highly communicated with in the employees during the change period. This is the best approach you can use while managing the change which requires great deal of time and effort. Regrettably, some individuals actually affect or harmed by the change mainly those who get the advantage for the past strategy. Others may take a bit long time to accept the change infect they accept it only when they think they will get benefit from the change. Refreeze When the changes are get start settle in the business and individuals have accepted the new ways of operational the association is prepared to refreeze. The outcomes signs of the refreeze are a steady business plan reliable work responsibilities and so on. The refreeze stage also needs to help individuals plus the internal matters of the business and try to refreeze it. That means a change should be a continuous process and needs to there in every business. With a new sense of stability, workforce feels positive, secure and motivated in new culture of the organisation. There is always a big question mark over whether a change is required in the business or not if it is required how far it should be. Although change process is regular and continuous process but this refreeze stage is very important to complete the change process. Furthermore, employees also not been able to adjust with the new culture of the business and they not even know their new role and responsibility in the business. If you did not refreeze the change effectively then it is very difficult to attempt the next change successfully. The another part of refreezing process is make sure that you should enjoy yourself in the new culture of the organisation which helps the employees to enduring himself from the past stressful and sore time . (Sarah Cook, 2004) McKinsey 7S framework The McKinsey 7S model is a vital tool for the detailed study of the strategies that are to amended or to be changed. McKinseys model is a tool which focuses on the internal factors of an organization and can be implemented on a team or a project as well. The McKinsey 7S model can be used over various situations where a perspective is may be helpful, such as; Enhancing organizations performance. Align departments during the time of mergers and acquisitions. Implementing the best proposed strategies. Deciding the future changes in the organization. The elements in the model can be further categorized as; Hard Elements Soft Elements Strategy Structure Systems Shared Values Skills Style Staff Hard elements are easy to identify and define and the management of the organization are directly influenced by them. These are the main aspects of all official processes, organizational plans, reports and IT systems. Soft elements are the aspects which are difficult to describe that are less tangible and are more affected by the culture. (Prahalad ,1990) http://www.mindtools.com/media/Diagrams/mckinsey.jpg Strategy: It is a scheme develops for maintaining constructing competitive advantage over the opposition. Structure: hierarchy of positions in the company. Systems: the day today functioning of workforce for getting the job done. Shared Values: core values of the corporation which are supported in the corporate culture and the general work ethic. Style: the manner of leadership pattern implemented. Staff: the workforce and their wide-ranging potential. Skills: the real skills and competencies of the workforce functioning for the business. The basis of model is, if a business has to excel then the seven elements have to be arranged in a line and equally strengthen. It is used for identifying what requires to be realigned to get better performance, or for uphold alignment performance throughout erstwhile kind of change. whatsoever the category of change whether it be restructuring, mergers acquisitions, new processes systems or alteration of leadership, this model is used if comprehending how the business rudiments are interconnected, and also it ensures the wider impact of changes done in one region which is engaged into deliberation. This model is used for study of the present situation, a projected future situation and for identifying fissure and irregularity flanked by them. By making adjustment and fine tuning of the elements of the 7S model can be, the effective organization mechanism can be ensured. (Sarah Cook, 2004) John P Kotters eight steps to successful change John P Kotter is a Harvard Business School professor and leading thinker and author on organizational change management. Kotters suggest a model for change which has eight stages and can be outlined as: Increase urgency encourage employees to progress, and make the objectives seem genuine and important. Assemble the channel team get hold of the right employees in correct position who have the accurate poignant promise, and the true blend of skills and stage. Get the vision correct catch up or the team to set up a uncomplicated vision and strategy, focus on poignant and imaginative characteristic essential to impel service and efficiency. Communicate for buy-in engage more and more individuals as possible, correspond the fundamentals, simply, and to request and react to peoples requirements, De-clutter the communications. Formulate the technology to work in your favour instead against. Empowerment of deed Eliminate barriers, facilitate constructive feedback and plenty of support from leaders, reward and recognise development and accomplishment. Create short-range Goals lay down short time goals which are easy to achieve in controllable figures of initiatives. End present stages prior to going for the new stages. Dont give up promote and support fortitude and perseverance, give confidence in ongoing development, bring to light the accomplish landmarks and emphasize on the future ones. Make change fix strengthen the worth of victorious change via recruitment, promotion and novel change leaders. Intertwine the change into traditions (Sarah Cook, 2004). Task 1: b) Change management is done to achieve some overall goal and its not done only for namesake change. More often than not, the factors like significant incise in grant, dealing with main new markets or new clients, requirement for spectacular boost in productivity and services, etc. are the reasons behind a aggravated organizational change. In general, organizations must carry out enterprise-wide change to develop itself to a different level in its span of lifecycle. Tata Motors was primarily a maker of commercial vehicles and it is a extremely recurring type of industry. The commercial-vehicle market place in India shrivels in excess of 42 %, with enormous repercussion on top and operational management of organisation. The 110 million US$ deficit was the first time something on this magnitude had taken place in its past, and this actually tremble each one within the organization. Tata Motors struggle to understand what had gone erroneous and hunted to generate a trail for the upcoming days to make certain that they by no means got into such circumstances for a second time. Tata motors determined and implemented a revival plan which had three discrete stages, every one of which was anticipated to last for approximately 1.5 years and 5 years in total. Stage I was planned to stalk the haemorrhage. Expenses had to be abridged in a gigantic manner, and it was a massive defy for a organisation that was not only the major player in business but had been making use of a cost-plus loom to its value strategy. Stage II two was seen as strengthen their place in India as market leader, and stage III was all about intensifying their business internationally. (http://www.Tatamotors.com) Task 1: c) To be an effective leader of an organization requires you to do five things: Understand and interpret the environment in which he operate Develop winning strategies Execute them brilliantly; Measure the impact of your strategies followers. If you get results, people will support you, systematically, adjusting strategies as often without caring too much about how you got indicated. Develop organizational, departmental; the world wont retain the support of your followers team and personal capabilities. Team building is an application of various techniques of Sensitivity training to the actual work groups in various departments. These work groups consist of peers and a supervisor (Rob Paton, 2008). Task 2: a) In current period Tata Motors have counter a lot of confront more than ever from the increasing antagonism and globalization. To tussle back these peripheral problems, Tata Motors arrive out with strategy of expansion and growth to retaliate antagonism via mergers and acquisitions. And also to fight back the effect of globalization it strong-willed to slash expenditure and in that way bring in the worlds cheapest car. But all of these actions had brutal insinuation on its in-house organizational change. This effect of Change was seen both on the top and middle management as well as at the employee level. At the management level, the insurgent change was seen for slashing the expenditure and manufacturing and offering the cheapest car to the world market in stipulated time. At the employee level the change was mainly seen because of the a great deal necessary merger of Daewoo with Tata Motors, which profoundly originated a greater deal of change in its employees (http://www.Tatamotors .com). Task 2: b) Organisation-wide change is embarking on as an affair of continued existence. It is not an alternative or nor it is a notion. Change clutches a very huge expenditure in terms of human and physical assets, share prices, stakeholders lack of confidence, consumer discontent, receivables and cash flow. The reality is often a painful period of change, during which resistance is high, morale is low, productivity is falling, and confusion is rampant (Marsh, 2001). None of the organization accepts this without due consideration. As a matter of fact why does the change fails in spite of its grounds are now right, the need to change is very clear, its substitute are properly assessed, and the path to success is corresponded as such that each one in the organization can distinguish that the change is not discretionary but necessary. The solution or probable reason for this is, Just being right isnt good enough: you have to win the hearts and minds of the employees who will make the change happen (Marsh, 2001). There is not such incorporeal organization that can be changed. It is its staff who can craft intended change into realism by altering their behaviours and the conducts they communicate to each other. Putting change into operation in an organization forces employees to adjust how they communicate to each other. It changes the ways in which they deals with one another and changes their approach towards goals, processes and equipments. This may lead to anxiety which further causes resistance for change. Only people who instigate change enjoy it; other have to suffer it (Marsh, 2001). A lot of employees feel endangered if they are forced to change supposing that they might go down on power, prestige, competence, and security. They sense that what is occurring is outside their control, beyond their area of authority, and so fright about it. These suspicions may be well high and dry in experience but it also depend upon how the organisation has faced the change in past (Marsh, 2001). Task 3: a) The changes that have happen within organizations around the world over the last five years, have revolutionized how organizations will continue to operate for the next five years.    Businesses have realized that people are more important, whether that be the customer or the employees.    Employees must be happy, self assured, educated, trained, motivated, and leaders in order to be able to create the type of business that produces quality product.    The customer must be happy, and if the employees are not happy, they have a hard time making the customers happy (Porter, 1998).    Task 3: b) Stakeholder Analysis is the process that: Is intended for group stakeholders and Understands what stakeholders expect from the project and what they need in next of impending risks It recognizes activities to reduce risks and exploit profit by functioning with the stakeholders. In stakeholder analysis involvement of employees can be done by using two fundamental approaches, Representation Delegation. Both of them have certain advantages and disadvantages. (Sarah Cook, 2004) Representation: It endeavours to take in the complete variety of views, interest groups and organisational units as part of the complete judgment making process. It is also characterised by self-governing, committee-type judgment-making process. Advantages Disadvantages Covers full range of views It has apparent way to achieve extensive approval of judgment Involves people who may have limited knowledge of the subject area time-consuming decision-making process May lead to concession which doesnt symbolize best fit in every meticulous region Delegation: It pass on liability to those recognized as being best suitable to the job. Advantages Disadvantages Job done by those who have appropriate skills and acquaintance lets the system or work to progress forward extra swiftly the acceptance simply relies on faith in those delegated requires concern about covering of all relevant issues its proper understanding. Task 3: c) A change management strategy helps in identification, prioritisation, engagement and assessment of stakeholders. Explicit region of spotlight contain: Ensuring of sufficient indulgent of the objectives, timeline and procedure by every key stakeholder. Ensure that stakeholders who will be significantly impacted by the initiative or the change resulting from it have a clear understanding of how and when they will be affected. To persuade stakeholder outlook to turn into more optimistic or in any case less pessimistic en route for the proposal and/or the change that it shall fetch in regards. To ascertain an effectual response sphere between the stakeholder set and the management panel (Rob Paton, 2008) Task 3: d) The three greatest barriers to organizational change are most often the following. Insufficient planning of change of customs. The majority of organisations are superior at scheduling changes in reporting composition, Job region assignment, work responsibilities, and organizational structure. Organizational charts are usually amended repeatedly. Deadlines are set, yardstick are laid down, changeover group are agreed upon, etc. it is nowadays common to forecast lack of success and arrangement for consequential change. Whilst the planning team is moreover barely defined or is as well determined on purpose investigation and decisive philosophy, it becomes excessively effortless to mislay prospect of the fact that the intended change will have an effect on staff. Even at work, employees formulate a lot of judgment on the basis of opinion and perception. When the opinion of staff ignored, the consequence is over and over again unfathomable bitterness due to a number of unrecognized outlawed or custom has not been suitably valued. Be short of employee participation. Employees have an intrinsic terror of change. In the majority of strategic organizational change, in any case a few employees are asked to presume different odd jobs or focus on diverse facet of their Talent and expertise. The larger the change a employee is solicited to make, the more invasive that employees fear might be. As there is fear of failure in new presumed roles there will be fright of change. For triumphant change Employees should be involve as early as possible and allow them make as much of the change as achievable. As employees appreciate the motive for the change and have a chance to endeavour the change on for magnitude they further willingly accept and shore up the change. Defective Communiquà © Strategies. Idyllic communiquà © stratagem in circumstances of noteworthy organizational change must concentrate on the message, the manner of deliverance, the occasion, and the significance of information shared with assorted division of the organization. A lot of leaders think that if they tell their employees what they fell about the change, after that each one shall be committed and prepared to progress forward. In actual fact, employees require to be aware of why the change is being made and also more significantly, how the change is to be expected to have an effect on them. A full-size portrait message from the CEO helps a smaller in employee understanding and accepting the change. They want to hear about the change from their immediate managers. An approach of appealing straight supervision and permitting them to handle the communication process is the solution to a successful change strategy (Patron, 2006, Cook et. al., 2004) Task 4: a) RELEVANCE OF THE MODELS OF CHANGE Kurt Lewin states the three stages to change: Unfreezing: Create motivation/readiness for change Demonstrate need for change Communicate desired future Engender commitment Old principles and procedure must be chucked away and new system must be cultured. Discarding the old procedure can be as complicated as learning the new ones because of behaviour influence. A leader must aid to clear out the old custom before commencement of the new. Throughout this part of the progression a small tad of training is required to be imparted, also a great amount of emotional support is required to smash the old practices. Changing: Cognitive restructuring Identification with new vision of the organization Benchmark, invent, innovate Even though there will be great amount of bewilderment, overwork and anguish, there will also be optimism, innovation, and exhilaration. This phase of change necessitate a lot of training as the employees are getting use to new customs and small amount of support for the affect of stimulation congestion. Refreezing: Link new behavior to self-concept, reward Create social acceptance of new behavior The new procedures are now rationally and sensitively acknowledged. The things that were newly learnt are now in fact practiced on the work. Again some training and support is required for setting up further change process as it is continual process upgrading. (Rob Paton, 2008) (Sarah Cook, 2004) Task 4: b) Formulation of a strategic vision: A understandable vision of the organisations new strategy and its shared values is required for carrying out effective change. This vision gives the purpose and course for the transform. Exhibit Top-management dedication: It is essential that change is managed from the top-management of the organization, for eagerness to change of the senior management is a central pointer (Cummings Worley, 2005, page 490). The top management should be in support of the change in way to really execute the change in company. Model change at the highest level: The change must be very well-known at its first stage which shows management is in its close favour. It is also significant for management to shows the power of its present culture as well; it should be emphasized that present enterprise does not require sweeping changes, but just a small number of alterations. Adjust the organization to sustain change: The fourth step is to rearrange the structure of company to carry out change. Select and entertain newcomers and remove non co-operators: A method to put into practice a change is to unite it to organizational partisanship, employees are recruited or removed w.r.t. their fit with the new system. Enlarge ethical and legal feeling: Changes in culture go ahead to create nervousness amongst organisation and its staff which leads to ethical and legal trouble. This is predominantly applicable for alter in staff integrity, control, fair treatment and job security. Change in the organizations is very significant and unavoidable. Improvement is bound to be of greater complexity than continuation. Employees over and over again oppose changes therefore it is the responsibility of the management to persuade people for possible gain which shall overshadow the losses. (Porter, 1998)

Foreign and Local Literature of Effects of Online Games to Students

â€Å"COMMONWEALTH HISTORY† THE BIRTH OF THE MODERN COMMONWEALTH The birth of the modern Commonwealth, as we recognise it today, really began with the independence of India and Pakistan from Britain in 1947. In 1949, India’s desire to become a republic and to cut constitutional ties with the British monarchy while remaining within the Commonwealth, forced leaders to rethink the principles of Commonwealth membership. The London Declaration of the same year dropped the word ‘British’ from the association’s title. Removing the requirement that member countries have the British Monarch as their Head of State, the same Declaration recognised King George VI as the â€Å"symbol of their free association and as such Head of the Commonwealth†. India was thus welcomed as the first republican member in a modern, and voluntary, association. So exceptional was the spirit of accommodation on all sides in reaching this agreement that the Indian Prime Minister, Jawarhalal Nehru, was moved to say at the time that the Commonwealth could bring â€Å"a touch of healing† to the management of contemporary world problems. Committed to racial equality and national sovereignty, the Commonwealth became the natural association of choice for many new nations emerging out of decolonisation in the 1950s and 1960s. Ghana achieved independence in 1957 and became the first majority-ruled African member. Jamaica was the first to claim independence in the Caribbean in 1962; and, in the same year, Samoa became the first among countries in the Pacific (excluding Australia and New Zealand). From this point on, the Commonwealth expanded rapidly. IMPORTANT MILESTONES IN HISTORY In 1965, an important milestone was reached when Commonwealth leaders established the Commonwealth Secretariat at Marlborough House in London. This was to be the association’s own independent civil service, headed by a Commonwealth Secretary-General. The Secretary-General is now elected by Heads for no more than two four-year terms in office. Mr Kamalesh Sharma, an Indian diplomat, took up office as the most recent Commonwealth Secretary-General in April 2008. He is the fifth, and follows the Canadian Arnold Smith (1965 – 1975), Sir Shridath Ramphal, from Guyana (1975 – 1990), Chief Anyaoku, from Nigeria (1990 – 2000) and New Zealander, Don McKinnon (2000 – 2008). Previously, the Commonwealth had been administered through the government of the UK, but this move made the Secretariat answerable to all member governments. It carries out consultations on their behalf, helps them with policy-making, the spread of information and the delivery of agreed Commonwealth initiatives. A year later, in 1966, the Commonwealth Foundation was launched to support the work of a growing number of Commonwealth professional associations and NGOs and to promote Commonwealth art and culture. Two further milestones occurred in 1971. First, leaders adopted the Singapore Declaration of Commonwealth Principles which gave the association a formal code of ethics and committed members to improving human rights and seeking racial and economic justice. The leaders declared their belief in peace, liberty, human dignity and democracy. At the same time, they declared their abhorrence of racial prejudice, colonial domination and wide disparities of wealth. The Heads declared: â€Å"We believe that international co-operation is essential to remove the causes of war, promote tolerance, combat injustice and secure development. We are convinced that the Commonwealth is one of the most fruitful associations for these purposes†¦(and that it can) provide a constructive example of the multi-national approach which is vital†¦(and) based on consultation, discussion and co-operation. Secondly, they established the Commonwealth Fund for Technical Cooperation. Based on the concept of mutualism, the Fund was among the first to advance the idea of technical cooperation among developing countries. In 1991, building on the principals adopted in Singapore, the Harare Declaration set the Commonwealth firmly on new course for a new century: that of promoting democracy and good governance, human rights and the rule of law, an d sustainable economic and social development. As part of the Harare priorities, the Commonwealth provides assistance to countries in transition to democracy by helping to draft legislation, review and amend electoral procedures and otherwise create the framework for democracy to take root. Between 1990 and mid-1996, the Commonwealth observed some 18 elections or referendums to further this work. At a 1995 summit in New Zealand, leaders adopted the Millbrook Commonwealth Action Programme to give practical expression to the Harare principles, particularly democracy, evelopment and consensus-building. They agreed on practical steps to address serious and persistent violations of these principles and established a mechanism – a Ministerial Action Group of Foreign Ministers – to carry this forward. It was in this context that, in the face of human rights abuses by a military regime, they took the unprecedented step of suspending Nigeria’s membership.

Evolution and revolution as organizations grow

Evolution and revolution as organizations grow Growing organization move through 5 phases of development, each of which contains a relatively calm period of growth that ends with a management crisis. Each developmental phase is strongly influenced by the previous one. Thus by knowing an organization's development history it is possible to be more prepared for the next developmental crisis. These crises can be used in order to achieve future growth.Evolution- long periods of growth with no major organizational problem Revolution- crisis periods, where companies need to find solutions to newly occurred rganizational problems Phasel : Creativity This developmental phase is a period of evolution. At its birth stage an organization focuses on creating a product and a market. So the company's founders are entirely focused on making and selling a new product. They don't focus on management activities. Communication among employees is informal. Long hours of work are rewarded by modest salar ies.The control of activities comes from marketplace feedback. As the company grows the first revolution period occurs: the leadership crisis: Increased number of employees, needs of additional capital and new accounting rocedures demand new management responsibilities. So the first critical development choice is to find and install a strong business manager who is acceptable to the founders and who can pull the organization together. Phase 2: Direction Those companies that survive the first phase by installing a good business manager embark on another evolutionary period.A function organizational structure is introduced. Different business activities occur. Job assignments become more specialized. Accounting systems are introduced. Incentives, budgets and work standards are adopted. Communication becomes more formal. New managers take the managing responsibility while lower level supervisors act as tunctional specialists However these techniques become eventually inappropriate for controlling a larger and more complex organization.This is when the second revolution occurs: the autonomy crisis: Lower-level employees find themselves restricted. They feel being torn between following procedures and taking initiative on their own. So lower level managers demand more autonomy. The solution adopted by many companies is to move toward greater delegation. Yet it is difficult for top managers to give up esponsibility. And lower-level managers are not accustomed for making decisions for themselves.As a result many companies struggle during this revolutionary period, because many lower level employees leave the organization since they stick to centralized methods. Phase 3: Delegation The next evolution period evolves from the successful application of decentralized organization structure. Much greater responsibility is given to lower-level managers. Bonuses are used to stimulate motivation Top executives manage by exception based on periodic reports from the fieldManage ment focuses on new gains, which can be lined up beside other decentralized units However a serious problem eventually occur: the control crisis: when top executives feel that they are loosing control over a highly diversified field operation because of autonomous field managers. In order to move ahead companies need to find a new solution in the use of special coordination techniques. Phase 4: Coordination During this phase the evolutionary period occurs by the use of formal systems for acheveing greater coordination and by top executives taking responsibility for the dministration of these new systems.Decentralized units are turned into product groups Many staff personnel are hired to control and review line managers Capital expenses are carefully weighed and distributed across the organization Each product group is treated as an investment center Certain technical functions are centralized at headquarters, while daily operating decisions remain decentralized. Stock options and co mpanywide profit sharing are used to encourage identity with the firm as a whole. All these new coordination systems prove useful for achieving growth through more fficient allocation of a company's limited resources.But lack of confidence builds between line and staff and between headquarters and the field. This is where red- tape crisis is created. Organizations have become too large and complex to be managed through formal programs and rigid systems. ase 5: Collaboration The last phase gives importance to strong interpersonal collaboration in order to overcome the red-tape crisis. This evolution phase builds around a flexible and behavioral approach to management. The focus is on solving problems through team action.Teams are combined through task group activity Headquarters staff experts are reduced and are combined into teams to consult with team units Previous formal systems are simplified Educational programs for teamwork and behavioral skills are introduced Team performance becomes more important Experiences in new practices are encouraged The revolution after the 5th stage of evolution is still unclear. Predictions have been made that the employees will eventually become exhausted by the intensity of teamwork and the pressure for innovative solutions.

Essay about Film Noirs Effect on Modern Cinema - 1365 Words

Film Noirs Effect on Modern Cinema High heels click on wet pavement, shady detectives stand in the shadows, shots ring out through the cold, dark city night-just another moment in film noir. These seedy, almost underground films are considered to be some of the best and most influential pictures in the history of Hollywood by anyones standards, most certainly some of the darkest. Even though the glory days of film noir have long passed and given way to big budget productions, their influence and effect on the industry can be felt and seen throughout the movies of today. The term film noir is a French term literally meaning, black cinema. During the second world war occupying Germans would control what pictures the people of†¦show more content†¦Such as the character of Sam Spade (played by Humphrey Bogart) in The Maltese Falcon (1941), who is himself being pursued by police after the mysterious death of his partner. In pursuit of a gold encrusted statue of a falcon, the woman who asks him to go after turns out to be his enemy the entire time, using her fierce sexuality to lure him along and manipulate his actions [3]. In the end, instead of the classic ?getting the girl? scenario so common in Hollywood, Spade simply turns her over the authorities, condemning her to prison and possibly even death. There are rarely happy endings in film noirs, especially with characters such as these. The other most noted character to be birthed from noir is that of the femme fatale, or spider woman. She is often extremely sexual, and tries to control men (often the private eye/anti hero) to do their bidding [2]. In 1944?s Double Indemnity, Barbara Stanwyck plays Phyllis Dietrichson the wife of a wealthy man with a hefty life insurance policy. Throughout the film she coerces and manipulates the film?s main character, an insurance salesman named Walter Neff (played by Fred MacMurray) into carrying out the murder and disposal of her husband to gain the money from his life insurance policy [3]. However, she only wants to kill him in the end to have the money to herself?but alas this is film noir and the film endsShow MoreRelatedThe View and Interpretation of the Term Genre1368 Words   |  5 Pageshow it relates to the way we view and interpret films The way in which we, as an audience, view and interpret films can be seen to relate directly to our understanding of ‘genre’. However, what is genre? Drawing on the knowledge of key theorists and critics such as Steve Neale and Barry Langford this essay will first attempt to define genre and our understanding of it before focusing on how genre relates to the audiences view and interpretation of films. It will also touch upon the historical contexts