Analysis Of Peter Browning 's Major Dilemma Essay

Christopher R. Browning’s book, Ordinary Men, is a microhistory of the Holocaust that focuses in on the Reserve Police Battalion 101. The books main purpose is to persuade the reader how ordinary middle-aged men could become the professional killers leading to horrible massacres. In the preface to his book, Browning makes the following comment about the men of the Reserve Police Battalion 101, “Never before had I encountered the issue of choice so dramatically framed by the course of events” (Browning, xvi.). This statement helps label some of Browning’s finding in his book. Although the men were given a choice to opt out of the killings during the Holocaust, the overwhelming majority chose to follow orders and commit crimes against

work which explores this question is ‘Ordinary Men’ by Christopher Browning, in which he investigates particularly the Reserve Police Battalion, which was active from 6th May 1940. This was a Nazi German paramilitary formation of Ordnungspolizei (Order Police), who were commanded by, and were serving under the control of the SS by law. Of these men, several were from Hamburg and many were ‘Reserve’ policemen as they were too old to join the army. The others were from a wide range of occupational backgrounds including factory workers, waiters, tailors, teachers, etc. The study of this group is used by Browning to support the idea that the men, particularly the ones in the Reserve Police Battalion, were in fact ‘ordinary’ as, by Browning’s terms, the word ‘ordinary’ can be defined as the everyday German people, some of whom were in the Reserve Police Battalion and they were simply unexceptional men, who found themselves in the unusual situation that they were required to kill. By defining them as such, he exemplifies how the ideas held by those who participated were not intrinsic; but rather were accumulated through ideals and beliefs taught by those of higher status.

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

"There are no extraordinary men... just extraordinary circumstances that ordinary men are faced to deal with" (William Halsey). The same can be said about volatile men. This is the quote Christopher R. Browning thought of when he named this book. The men of the 101st battalion were rarely faced with decisions. Even if it had been proposed by Trapp the morning of Jozefow that "any of the older men who did not feel up to the task that lay before them could step out" (Browning, chapter 7, pg. 57), he didn't actually allow them any time to truly think about it. He brought it up moments before they were about to go out to the slaughter. They were blind-sided and the men who didn't want to risk the future of their jobs as policemen or the men

In the book “Ordinary Men” by Christopher R. Browning, he shows a different side of the Germans during the Final Solution, and how not every last one was a terrible person, by explaining how some men would hide from killing, opt out altogether, or say they were just following orders. Though there were still some who embraced their newly found jobs, this book argues there was still a sense of morality, but does not excuse the acts that took place. However, as much as the perpetrators were emotionally scarred, and this book does show us that, there are still some flaws in the content used to write this book.

Alan brought many changes to the table, with those many changes, came great trials. Employees were not receptive to their new leader and his

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

As a manager of Modrow Branch, Dick Spencer’s employees were resistant to his idea of change due to his overbearing attitude and the constant pressure he heaps on them to carry out activity his own way. Employees considered that he laid too much weight on their shoulders and he did not given them room to chip in ideas and this in the process made them feel over pressured resulting in frustration.

This first key minute that I'm going to discuss in this film about organizational change is motivating change. The "spurs change by giving so as to move devotees them trust and making flexibility a conceivable reality" Cummings & Worley (2005). What William Wallace did to get this going was that he never indicated apprehension. William Wallace

In this chapter step 1 of the 8 steps of transforming your organization is creating a sense of urgency. It stands to reason that error 1 of 8 is the opposite or not a great enough sense of urgency. One of the statements that I hear often is ‘Why change we have always done it this way’. Another one is, ‘If it is not broken don’t fix it.’

First and foremost, some managers as well as most employees of White Cap’s were resistant to change. Many of the employees were older and had been with the company for a long time. Additionally, employees had a tendency to bring both their friends and family on board. They had not only become accustomed to a

Peter Browning’s job is to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Market share of plastic bottles was growing fast and White Cap is losing customers due to that, so a change is necessary. However, few managers or employees at White Cap acknowledged the need for change and were resistant to change. Employees have been accustomed to a culture of little change, and consisted of years of rituals, ceremonies and traditions set by the White family. They are extremely loyal due to their expectation of job security and generous benefits. Browning was asked by Continental to

Peter Browning’s dilemmas are the urgency/necessity to change White Cap’s organization’s operations to become more competitive with actual markets and customer’s necessities but there are some organizational culture factors that would need to change in order to make White Cap a more proactive corporation. Some factors in particular are the seniority of some key manager positions (under his supervision) that represent the true identity of White Cap and the importance of their role in earlier years with the company, however their performance in those particular areas had led White Cap to their actual situation, also the company image at corporate levels was particularly ask to be

Helen Bowers focuses mainly on maximizing company output which involves severe work, rules and behavior. Unfortunately, employees are not agree with Helen’s new conditions and the production of the company is being negatively impacted. Indeed, the elimination of the profit sharing plan and the reduction in pay, for example, decrease employees’ mood. You can’t change a company’s organization as radically as she did because it creates a lot of employee dissatisfactions.

motivation for the employees to take part in this change. Unfortunately, this vision did not