Filial Piety An Important Chinese Cultural Value

Filial piety (Ã¥ ­ , xià  o) is arguably Chinas most important moral tenet. A concept of Chinese philosophy for more than 3,000 years, xià  o today entails a strong loyalty and deference to ones parents, to ones ancestors, by extension, to ones country and its leaders. Meaning In general, filial piety requires children to offer love, respect, support, and deference to their parents and other elders in the family, such as grandparents or older siblings. Acts of filial piety include obeying ones parents wishes, taking care of them when they are old, and working hard to provide them with material comforts, such as food, money, or pampering.   The idea follows from the fact that parents give life to their children, and support them throughout their developing years, providing food, education, and material needs. After receiving all these benefits, children are thus forever in debt to their parents. In order to acknowledge this eternal debt, children must respect and serve their parents all their lives. Beyond the Family The tenet of filial piety also applies to all elders—teachers, professional superiors, or anyone who is older in age—and even the state.  The family is the building block of society, and as such the hierarchical system of respect also applies to ones rulers and ones country. Xià  o means that the same devotion and selflessness in serving ones family should also be used when serving ones country. Thus, filial piety is an important value when it comes to treating ones immediate family, elders and superiors in general, and the state at large.   Chinese Character Xiao  (Ã¥ ­ ) The Chinese character for filial piety, xiao  (Ã¥ ­ ), illustrates the terms meaning. The ideogram is a combination of the characters  lao (è€ ), which means old, and  er  zi  (å„ ¿Ã¥ ­  ), which means son.  Lao  is the top half of the character xiao, and er  zi, representing the son, forms the bottom half of the character.   The son below the father is a symbol of what filial piety means. The character xiao shows that the older person or generation is being supported or carried by the son: thus the relationship between the two halves is one both of burden and support. Origins The character xiao is one of the oldest examples of the written Chinese language, painted onto oracle bones—oxen scapulae used in divination—at the end of the Shang Dynasty and the beginning of the Western Zhou dynasty, about 1000 BCE. The original meaning appears to have meant providing food offerings to ones ancestors, and ancestors meant both living parents and those long dead. That intrinsic meaning has not changed in the intervening centuries, but how that is interpreted, both who the respected ancestors include and the responsibilities of the child to those ancestors, has changed many times. The Chinese philosopher Confucius  (551–479 BCE) is most responsible for making xiao a pivotal part of society. He described filial piety and argued for its importance in creating a peaceful family and society in his book, Xiao Jing, also known as the Classic of Xiao and written in the 4th century BCE. The Xiao Jing became a classic text during the Han Dynasty (206–220), and it remained a classic of Chinese education up until the 20th century. Interpreting Filial Piety After Confucius, the classic text about filial piety is The Twenty-Four Paragons of Filial Piety, written by the scholar Guo Jujing during the Yuan dynasty (between 1260–1368). The text includes several fairly astonishing stories, such as He Buried His Son for His Mother. That story, translated into English by U.S. anthropologist David K. Jordan, reads: In the Hà  n dynasty the family of Guo Jà ¹ was poor. He had a three-year-old son. His mother sometimes divided her food with the child. Jà ¹ said to his wife: â€Å"[Because we are] very poor, we cannot provide for Mother. Our son is sharing Mother’s food. Why not bury this son?† He was digging the pit three feet deep when he struck a cauldron of gold. On it [an inscription] read: â€Å"No official may take this nor may any other person seize it.†Ã‚   The most serious challenge to the bedrock of xiao thought came in the early decades of the 20th century. Lu Xun (1881–1936), Chinas acclaimed and influential writer, criticized filial piety and stories like those in the Twenty-Four Paragons. Part of Chinas May Fourth Movement (1917) Lu Xun argued that the hierarchical principle privileging elders over youth stunts and inhibits young adults from making decisions that would allow them to grow as people or have their own lives. Others in the movement condemned xiao as the source of all evil, turning China into a big factory for the production of obedient subjects. In 1954, renowned philosopher and scholar Hu Shih (1891–1962) reversed that extreme attitude and promoted Xiaojing; and the tenet remains important to Chinese philosophy to this day. Challenges to Philosophy The admittedly gruesome set of Twenty-Four Paragons highlights long-running philosophical issues with xiao. One such issue is the relationship between xiao and another Confucian tenet, ren (love, benevolence, humanity); another asks what is to be done when honor to the family contrasts with honor to the laws of society? What is to be done if the ritual requirement demands that a son must avenge the murder of his father, but it is a crime to commit murder, or, as in the story above, infanticide? Filial Piety in Other Religions and Regions Beyond Confucianism, the concept of filial piety is also found in Taoism, Buddhism, Korean Confucianism, Japanese culture, and Vietnamese culture. The xiao ideogram is used in both Korean and Japanese, although with a different pronunciation. Sources and Further Reading Chan, Alan K.L., and Sor-Hoon Tan, eds. Filial Piety in Chinese Thought and History. London: RoutledgeCurzon, 2004. Ikels, Charlotte (ed). Filial Piety: Practice and Discourse in Contemporary East Asia. Stanford CA: Stanford University Press, 2004.  Jujing, Guo. Trans. Jordan, David K. The Twenty-four Paragons of Filial Piety (Èrshà ­sà ¬ Xià  o). University of California at Santa Barbara, 2013.Knapp, Keith. Sympathy and Severity: The Father-Son Relationship in Early Medieval China. Extrà ªme-Orient Extrà ªme-Occident  (2012): 113–36. Mo, Weimin and Shen, Wenju. The Twenty-Four Paragons of Filial Piety: Their Didactic Role and Impact on Childrens Lives. Childrens Literature Association Quarterly 24.1 (1999). 15–23.Roberts, Rosemary. The Confucian Moral Foundations of Socialist Model Man: Lei Feng and the Twenty Four Exemplars of Filial Behaviour. New Zealand Journal of Asian Studies 16 (2014): 23–24.

The Relationship Between A Mother And A Child - 1092 Words

Ainsworth Bell (1970) explains the relationship between a mother and a child, in regards to attachment and exploration. The article discusses the child’s attachment behavior during separation and reunion of the mother. Ainsworth Bell (1970) research exemplifies the idea of nurture being the primary reason for some characteristics of attachment to lead into adulthood. Ainsworth Bell (1970) believe that attachment to the mother increases explanatory behavior and separation causes insecurities towards the mother. This theory, nonetheless, has several impediments. While attachment behavior to the mother is crucial for the relationship among the infant and the mother, this is not the only relationship that is established among infants. Relationships with close family members and fathers need to be considered. White middle class families were used during the experiment, while the middle class is known to have a healthier lifestyle then lowercase families. Ainsworth Bell (l970) l ack to show variation among infants that grew up in a bad environment that could potentially play a factor among infant and mother attachmment. Ainsworth Bell (1970) research is in nurture during early child development context; however the environment and connections made with people throughout a child’s life also shape attachment characteristics among children. Main Features (level 1, centered, bold, upper and lowercase) Ainsworth Bell (1970) experiment demonstrates the interaction between aShow MoreRelatedAlice Walker s Everyday Use1194 Words   |  5 Pagesmeasured. This relationship is like no other. The love of a parent for a child is ongoing surpassing affliction. Our parents can teach us a galore of things. They have the power to show us how we are to be, who we should be, what not to be. Parents could also point out to one traits that one objectifies, soon realizing, that those traits are not of one s own if not of ones parents which one is reflecting. 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Shell Case Study - 838 Words

The Case Study on â€Å"Organizational change at Royal Dutch/Shell† This case study on â€Å"Organizational Change at Royal Dutch/Shell† deals with the organizational change that the world’s largest non-state-owned oil company made to respond its operating environmental changes in 1990s (Hill, C 2005, pp. 476-477) While there are a few different structures of global organizations such as worldwide area structure, worldwide product divisional structure and global matrix structure, the Anglo-Dutch company Royal Dutch/Shell (hereinafter Shell) decided to be structured with a matrix structure from the 1950s until 1994. Under the matrix structure, the head of each operating company reported to two bosses; one boss was responsible for the†¦show more content†¦While the oil price plummeted in the winter of 1986 when the price fell from $31 per barrel to $10, Shell managed its budget by half: the company had to work much harder to develop new projects more cheaply. 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Although it had traditionally been among the most profitable oil companies in the world, its relative performance began to slip in the early 1990s as its competitors adapted rapidly to the environment changes. As a result, this suggested that the Shell senior management team review its strategy and the fit between strategy andShow MoreRelatedCase Study : A Nut- Shell Essay1113 Words   |  5 Pagesnut- shell, this case study tell us about a big project which faced so many problems within one year of project execution. The completion of this project was 3 years with a large budget of $50M. But due to problems the CHEMICS insurance company decided to update all their processes and systems. This project effect all the departments within the company.So a management team with hired consultants and some members of insurance company was formed.Moreover there was no project manager for this case studyRead MoreCase Study : Royal Dutch Shell1003 Words   |  5 PagesOxfam Intermon. 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Significant Role of Change Management -Free-Samples for Students

Question: Outlines the significant and role of Change Management in an Organization. Answer: Introduction The main object of this task is to depict the importance of the change management activities in the organization. It explains the factors that drive the change management process in the firm. Change management plays a vital role in order to accomplish the long-term vision and mission of the firm. Further, it explains the change management models and theories which help to initiate and implement the changes in the organization. The models are used by the organizations on the basis of nature and size of the industry. However, many people resist these changes because they do not want to perform task and duties effectively. Therefore, it affects the financial position and image of the firm. Change management According to Hayes (2014), Change management is the systematic process to deal with change both from the perception of the individual as well as the firm. Furthermore, change management refers to the adoption of a procedure, process, ideas and behavior that is new and unique to an organization. Anderson and Anderson (2010) defined that change management is the continuous process of aligning and supporting an organization with its marketplace for achieving the goals and objectives of the firm. It is the significant part of the organization. The top management and managers should examine and measure the proposed changes and determine the effects of proposed changes within the organization. Cameron and Green (2015) said that change management is the approach of constantly renewing the firm capabilities, direction and framework in order to fulfill the desires, needs and requirements of the customers. It is the simple way to drive the favorable outcomes and results in the organization. Ch ange management process is used by many companies to initiate and implement the changes in the organization. It also helps to improve the performance of the employees and it also reduces costs. The main aim of the change management is to ensure that standardized techniques, methods, tools, and methods that are used to handle the changes in an effective way. It also improves and enhances the routine business activities and procedures of the corporation. Factors that may cause change in an organization The external and internal factors affect the progress and growth of the firm adversely. Therefore, the firm needs to focus on the external and internal factors while implementing the change process within the organization. The factors which drive change management in an organization have been discussed below (Burke, 2017). Technology: It is one of the significant factors which drives change practices and policies in the organization. Innovation in technology can force a trade and business to change the activities and operations of the firm. The employees who have never knowledge about the computers and new technologies thus, the top management and managers need to be trained these employees to manage and operate the new computer system and to adopt the changes in the organization. The firm gets several benefits by initiating and implementing a new technology and force. It also helps to increase efficiency and provides better customer services in the marketplace. It also helps to resist the changes in the organization (Cummings and Worley, 2014). Competition: The entrance of new rivalry into the international market may cause a business to change and modify its marketing and penetration strategies. Many organizations change their strategies and policies due to enormous competitors influence the business activities and operations. Competition is one of the significant factors which affects the success and growth of the firm negatively (Carter, Armenakis, Field Mossholder, 2013). So, in order to stay in the competitive market, and to overcome the competitors, it is essential for the organizations to implement the change process and policies. It helps to beat the competitors in the global market. Desire for growth: The companies want to attain the long-term growth and success by implementing the change process in the firm. Therefore, it is the significant derive to initiate the changes. In this way, the firm uses change management process to accomplish the goals and objectives. Government regulations: The government rules and regulations have a great impact on the trading activities and operations of the firm. These factors exist in the macro environment which affects the business activities of the company. To identify and evaluate these changes, it is necessary for the organization to change their managerial activities as well as operations. Innovation: The companies want to attain the competencies in the target market and to maintain an effective and unique financial position in the market. So it is necessary to implement and initiate the change process in the business. Moreover, the company uses change process to get the better outcomes and results in the external market (Rummler and Brache, 2012). Need to improve the process: A company needs to initiate and implement new production process to become more effective and efficient in the market. Therefore, the firm feels to change the process to develop and enhance the process and policies of the company. Now it is assumed that all these external factors contribute to change in an organization. In addition, political, social, economic, technologies and environmental forces also affect the operations and activities of the company. Change management models There are several models and theories used in the companies which aim to initiate and implement the change management in their business process. The models of change management have been discussed below (Brisson-Banks, 2010). Lewins change management model: The change management model is developed by the psychologist Kurt Lewin. Lewin said that the majority of people operate and prefer security and safety in the organization. The three stages of Lewins Kurt change management model has been discussed below. Unfreeze: Many employees make an active effort to resist the changes in the organization. In order to overcome the resist the changes, unfreezing should be implemented through encouragement and motivation. The leaders and managers of the company should help the employees to adopt the innovation in the organization. Transition: Once the change is implemented. The organization shifts into a evolution and transition period to initiate changes within the organization. To make this process successful and powerful, adequate and effective leadership and reassurance is essential. Refreeze: The firm becomes constant and stable after implementing the change process effectively and successfully. This model is easy to use and effective to balance the change in the firm (Shirey, 2013). (Source: Mulholland, 2017) Katters 8 step change model: This model is created by Harvard University Professor John Kotters to initiate the change process in the organization. The 8 steps are associated with this model that has been discussed below. Increase and enhance the urgency of modification and change. Build and develop a team to implement the change in the organization. Generate a vision and mission to implement the change. Communicate and collaborate to maintain the balance for a change. Empower and encourage employees with the capability to change. Create long-term goals and objectives Stay persistent Implement the change permanent. It is a very significant model to develop and build the change process in the firm. This model is focused and monitored on the change management process. Transition becomes easier by implementing this model within the organization. This model is important to optimize and adopt this process in an organization. Thurley model of change: This model was defined and developed by K. Thurley under which five major approaches are used by the companies to implement the changes that have been discussed below. Directive: This approach is used in crisis and complex situations or when other methods have failed. This is done by exercising of administration and managerial power in the firm. Bargained: Under this approach, the power of management is shared and exchanged between employer and employee in the firm. Along with this, some negotiation is mandatory to initiate the change process in the organization. Hearts and minds: In this step, people collect positive and effective reply from the workers of the organization. The main aim of this approach is to attain the desired goals and objectives. Analytical: The organization focuses on the needs and plans to implement the change process. Firstly, the firm needs to create a blueprint of the desired plans and objectives and analyze the results and outcomes of the firm. Action based: The leaders and managers need to implement and initiate the actions of change management in the firm through a theoretical and analytical model of change management (Ouma, 2017). Suitability of models: Now it is talking about the suitability of several model and theories in the firm. The model and theories are dependent on the change which the company wants to initiate and build in an organization. If the changes need to do in the entire structure of the firm then Thurley model is used by the firm to implement the changes. On the other hand, if the company wants to make the changes in particular department and division in an organization then Lewins model is used by the firm. Now it is assumed that model suitability depends on the types and nature of the work and organization (De Wit and Meyer, 2010). Resistance to change: Resistance to change is the major cause of the firm which affects the success and growth of the organization. It is the action and step taken by groups and person when they perceive and identify that a change which is happening as a threat to them. There are two types of resistance to change include individual and systematic change. Many employees resist the changes because they do not like changes in the firm and they do not adopt these changes (Palmer, Dunford and Akin, 2009). The employees must provide training and development coaching to the workers in order to implement the change process within the firm. They must maintain a reciprocal and mutual relationship with employees to initiate the change practices and policies in an organization (Shimoni, 2017). Significance of change management On the above aforesaid statement, it is understood and measured that change management is a significant process which will be implemented by the workers in the firm (Fullan, 2014). The significance of change management has been discussed below. Innovation: It is one of the significant aspects of the organization to balance the changes in the firm. The change management process helps to increase and enhance the innovation. It also helps to eliminate and reduce the traditional methods and rules in the organization. New and innovative technologies and methods are used by the company to initiate the changes. Increase profit and reduce cost: Change management process helps to increase the profit and revenue by reducing the cost of the firm. Furthermore, it also helps to beat the competitors in the global market. It also reduces the external factors which affect the success and growth of the organization. Decreases in resistance: Resistance is an attribute related to the change management which decreases the growth and success of the organization in the international market. Change management process helps to reduce and eliminate the resistance in the organization. Moreover, it increases the efficiency and effectiveness of the organization (Langley, Smallman, Tsoukas and Van de Ven, 2013). Conclusion On the above-mentioned study, it shall be evaluated and concluded that all the organizations need to implement and initiate the change management process in todays competitive market. This process also helps to maintain a strong image in the competitive market. Various change management models and theories are used by the companies to initiate and implement the changes in the firm. Furthermore, the paper explains the importance of the change management models. Now it is recommended that the firm should focus on the plans and policies to initiate the changes in the organization. Further, a valid mission and vision must be implemented by the firm to stand out against the competitors in the international market. An effective and dynamic communication plan must be maintained by the company to balance the changes in the firm. Along with this, the firm must motivate and enhance the employees to accept the changes within the organization. It also helps to attain the long-term goals, targets and objectives of the firm References Anderson, D. and Anderson, L.A., 2010.Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley Sons. Baregheh, A., Rowley, J. and Sambrook, S., 2009. Towards a multidisciplinary definition of innovation.Management decision,47(8), pp.1323-1339. Brisson-Banks, C.V., 2010. Managing change and transitions: a comparison of different models and their commonalities.Library Management,31(4/5), pp.241-252. Burke, W.W., 2017.Organization change: Theory and practice. Sage Publications. Cameron, E. and Green, M., 2015.Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Carter, M.Z., Armenakis, A.A., Feild, H.S. Mossholder, K.W., 2013.Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change.Journal of Organizational Behavior,34(7), pp.942-958. Cummings, T.G. and Worley, C.G., 2014.Organization development and change. Cengage learning. De Wit, B. and Meyer, R., 2010.Strategy: Process, content, context. Cengage Learning EMEA. Fullan, M., 2014.Leading in a culture of change personal action guide and workbook. John Wiley Sons. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Langley, A., Smallman, C., Tsoukas, H. and Van de Ven, A.H., 2013. Process studies of change in organization and management: Unveiling temporality, activity, and flow.Academy of Management Journal,56(1), pp.1-13. Ouma, C.A., 2017. Planning for Organizational Change and the Role of Leadership in Implementing Change. Palmer, I., Dunford, R. and Akin, G., 2009.Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill Irwin. Rummler, G.A. and Brache, A.P., 2012.Improving performance: How to manage the white space on the organization chart. John Wiley Sons. Shimoni, B., 2017. What is Resistance to Change? a habitus oriented approach. The Academy of Management Perspectives, pp.amp-2016. Shirey, M.R., 2013.Lewins theory of planned change as a strategic resource.Journal of Nursing Administration, 43(2), pp.69-72.