How are adults presented in “Romeo and Juliet” Essay

There is a large difference between youths and adults in Romeo and Juliet. The adults often make emotionally driven decisions, often ones that go back on what they have previously said. An example of this is Lord Capulet, who changes his mind on the marriage of his daughter. This drastically changes the plot of the story and could have been the reason for the death of Romeo and Juliet. They see the world in a different light to the youths. The younger men in the Montague and Capulet families love to fight, and would happily insult the other family in order to start a fight. However, Lord Capulet, and maybe Lord Montague, is less happy to begin the fight, although he would try to join in, like in act one scene 1. Lord Capulet says â€Å"’tis not hard. I think / for men as old as we to keep the peace† and later on in the play he also compliments Romeo by calling him a â€Å"virtuous and well-governed youth†. Capulet and Montague could have ended a feud, which was started by their ancestors â€Å"ancient grudge breaks to new mutiny†. You do not find out what Lord Montague thinks about the feud, only that Capulet â€Å"thinks† that Montague has the same opinion as he. Later in act 1 scene 5 Capulet gets very angry with Tybalt for wanting to start a fight with Romeo. Capulet expects Tybalt to obey him, as he is the master of the house. When Tybalt still refuses to give in to Capulet, his multi faceted side comes out. Capulet changes from arguing to Tybalt â€Å"Marry, ’tis time† to complementing the guests â€Å"Well said, my hearts!† and then back to arguing with Tybalt. Lord Capulet loves his daughter very much. In act 1 scene 2, when Paris asks for Juliet’s hand in marriage, Lord Capulet tells him that Juliet is too young, but he can start to court Juliet and in 2 years, they may marry. You can tell that he cares about Juliet because he says that Paris may only marry if Juliet agrees, â€Å"An she agreed within her scope of choice, / Lies my consent and fair according voice.† This is surprising for a patriarchal society and where the daughter has to do what the father says. When Lord Capulet says that Juliet is too young to marry Paris he makes a indirect reference to his wife. â€Å"And too soon marred are those so early made† who we later find out married Lord Capulet when very young. Lord Capulet changes after Tybalt dies. Maybe because he loves Juliet so much he wants to help her, but instead he makes her life worse. He tries to cheer her up -believing that she cries over the death of Tybalt- by moving the date of the wedding forward to three days time – Thursday. When Juliet refuses to marry Paris, lord Capulet becomes very violent, and shows another side of himself. He threatens to hit her and says â€Å"unworthy as she is, that we have wrought / So worthy a gentleman to be her bride?† He goes on to say that he was cursed when she was born, and then insults the nurse by calling her a â€Å"mumbling fool!† The nurse is used as comic relief in the play. She is bawdy and comes from a lower class than the majority of the rest of the cast. Simply the fact she is from a lower class makes her slightly funnier, and she often jumbles up her words – â€Å"I desire some confidence with you† and speaks in prose. She gets on better with Juliet than Lord or Lady Capulet, and so Juliet confides in the nurse. The nurse is loyal and caring but very bawdy. However, when Juliet needs her most, the nurse turns away from Juliet, and changes her loyalty by saying â€Å"I think you are happy in this second match,† She goes on to say that Romeo is no longer there so she has to marry Paris. This is shocking because you believe that the nurse was always on Juliet’s side, In act 1 scene 3, the nurse talks about Juliet when she was a little girl, and of many slightly rude tales of Juliet. These stories horrify Lady  Capulet, but the audience find them funny. It shows the difference between the nurse and Lady Capulet, and their different upbringings. The nurse knows more about Juliet than her own mother The nurse brings a lot of tension into the balcony scene, because she keeps calling Juliet inside. You worry that she may come outside and ruin Romeo and Juliet’s romantic moment. But it also brings an element of comedy to it, because it annoys Romeo and Juliet, and you imagine in your head how she would act if she did come out and see Romeo and Juliet on the balcony, confessing their love. The nurse adds a bit of tension in act 2 scene 5 when Juliet is waiting to find out what Romeo has said about their marriage. She will not tell Juliet what Romeo has said, and even though the audience already know what has been said, they are still concerned in case something terrible has happened. When Lord Capulet is insulting Juliet about her marriage to Paris, the nurse stands up for Juliet, even when Capulet attacks the nurse verbally. This may be when the nurse has a change of thought, and decides the marriage between Juliet and Paris is a good thing.

Gender and Social Space Essay Example | Topics and Well Written Essays - 1500 words

Gender and Social Space - Essay Example In addition to this, the three motility factors are considered; ambiguous transcendence, inhibited intentionality and a discontinuous unity (Young, 1990), with respect to the feminine gender is also discussed. The effect is also seen in the major work that women and men undertake. Women inherently have or at least they think they have a weaker body. More often this is written down as the weaker sex. This idea sinks in their mind and is reflected when ever they do a job that is physically challenging. Let it be to lift a heavy object or to move something heavy. The tendency is to maintain this tendency of the women to maintain the weakness attitude in their body (Alphonso Lingis, 1994). This idea is reflected when ever they move in the social space. Whether it is to get their luggage out of their cars or to change tires in their cars, they look for help from more 'able' men. This attitude of a physiological disadvantage is reflected in every one of the activities of the women. As a matter of fact, the same is also reflected in the activities that are carried out by men too. They treat women as if they are incapable of doing even the simplest of the jobs. Whether it is a question of lifting the kid while they are on a long walk or it is to check whether the depth of the pool is good enough for a dive if it is not announced; the risk is always taken by the men. This tendency to being risk averse is not some thing new to the women. They consistently stay out of risk. For instance, they do not try to be heroic with a robber normally. They expect the male to be the chauvinistic hero who will save the women in need. This is also a physiological condition where the women tend to show reluctance in shouldering responsibilities (Anton Mischewski, 2005). On most occasions, one would also notice that the women tend to display a personal safety measure that is normally higher than what men do. May be this also could be attributed to the risk averseness that the women generally display (Aileen Moreton-Robinson, 2000). But then, it is also personal safety motivation that is more prominent and the tendency to save their skin rather than to get themselves hurt. This is not present in the men; even if present it is so only for a lesser extent. Psychological Activities Most of the activities of the women and men are controlled by the tendencies created and cultured in their mind. This seems to reflect the paternal traits of our society much more than the maternal traits. The effect of the male supremacy is ingrained in the thought process of not just the male but also the female in our society (Jones HG & Dr Kirkman M, (eds.), 2007). This reflects heavily in everything that is written and said about the female and male behavior. Therefore, this also cultivates the same behavior in both the genders. The tendency to accept the male superiority with out question is common place among women as much as it is with men. Whether it is to provide the right action while playing a game and provide the physiological activity that is needed to the job or it is for the people to provide mathematical or scientific reasoning for a thought process, the way the women think is substantially different from what the male does. In most of the cases, the woman generally under estimates her capabilities

Ginevra de Benci by Leonardo da Vinci Essay Example | Topics and Well Written Essays - 500 words

Ginevra de Benci by Leonardo da Vinci - Essay Example The medium used for painting the piece is oil on wood measuring 42.7 by 37 cm (National Gallery of Art, 2015). The female portrait is Ginevra de’ Benci, a 17 years old who during her era is an intellectual. The background of the painting depicts the ‘leonardesque’ style of trees, mountains, and hazy sky with a dreamlike atmosphere. The artist did the effect of hazy sky through an overlay of oil glazes, hence creating a thin curtain of mist. On the portrait’s reverse side, is a design of a chaplet palm and laurel, which encircles a juniper spring with an inscription of Beauty Adorns Virtue in English but it is in Latin, Virtutem Forma Decorat (National Gallery of Art (2015). The juniper could have meant chastity while the palm represented moral virtue of Ginevra. The portrait depicts a female figure with a marble-like skin while the hair is styled in ringlets putting a face that portrays a sulky and proud facial expression. This could be illustrating that Gi nevra might not have been happy with the upcoming marriage. The portrait has been argued by historians to have been commissioned as an engagement portrait for celebrating her marriage. According to National Gallery of Art, it was commissioned by Bembo, a friend of Ginevra, for celebrating the occasion of her marriage as well as a substitute for the object of his admiration and esteem (2015). Human values are depicted in the painting in the approaching marriage of Ginevra to Niccolini. Human values are standards, principles.

Bipolar Assignment Example | Topics and Well Written Essays - 500 words

Bipolar - Assignment Example There are certain forms of medication that are used to control the symptoms of bipolar disorder It is important to note that, bipolar has different types of medications that can help control its symptoms. However, not every patient with bipolar disorder responds to medications in a similar manner. This means that doctors could prescribe different medications before coming to the ones that work best for a particular patient. The types of medications generally used in the treatment of bipolar disorder include atypical antipsychotics, mood stabilizers and antidepressants (Grunze, et.al, 2013). Mood stabilizers are normally the first choice in the treatment of bipolar. Patients with bipolar generally use mood stabilizers for years. There are several mood stabilizers that are good for people with bipolar. First, lithium also known as Lithobid or Eskalith is an effective mood stabilizer for bipolar patients. It treats both manic and depressive episodes. However, lithium could have side effects including restlessness, bloating, dry mouth, acne and joint and muscle pain among other side effects. The doctor should first check the amount of lithium in the body before prescribing the medication. Secondly, anticonvulsants are also used as stabilizers for people with bipolar disorder. They help control moods. Examples of anticonvulsants include Valproic acid, Lamotrigine, gabapentin, oxcarbazepine and topiramate. However, anticonvulsants could have side effects including drowsiness, headache, dizziness, heartburn, constipation and mood swings (McCance & Huether, 2010). Atypical antipsychotics are used to treat the symptoms of bipolar, however, not all the time. They are prescribed among other medications such as antidepressants and they include olanzapine, aripiprazole and quetiapine. These also have side effects that include dizziness, drowsiness, sensitivity to the sun, menstrual problems for women and rapid heartbeat

Psychology - Self Esteem Essay Example | Topics and Well Written Essays - 1250 words

Psychology - Self Esteem - Essay Example Materialistic people believe that possessing physical things or property will lead to their satisfaction, content, and happiness. Apparently, studies have found this to be the opposite, such that, with the increase in material wealth, people tend to be unhappier. Caprariello and Reis in their study identified that people who spend more on life-experience events were happier than those acquiring material possessions. Having been identified as two important factors in defining human character, research has also been carried out to identify the correlation between self-esteem and materialism. Some of the findings have identified that there is an inversely proportional relationship between self-esteem and materialism; people with low self-esteem tend to use material possessions to satisfy their self-consciousness and insecurities (Park and Roedder 73–87). People’s self-esteem and need for materialistic possession are the main causes of societal problems. One of the problems associated with individual’s self-esteem and materialistic needs is poor health. As we have identified in earlier statements, individual’s character is mostly defined by their desire to achieve attain happiness, and this can be achieved through high self-esteem or use of material possessions. However, since nothing is perfect in this world, those unable to cope with the realities of life will likely fall victim to various health problems such as anxiety and depression. In a study carried out by Sowislo and Orth, they identified that low self-esteem was strongly related to depression. The results showed that, low self-esteem contributed to depression and depression was found to erode an individual’s self-esteem. The study further identified that low self-esteem was also a determinant for anxiety (Sowislo and Orth 214). People experiencing low self-esteem are known to seek material possessions in order to fulfill their desire for content and

The Differences Between Romanticism and Neoclassicism Essay

The Differences Between Romanticism and Neoclassicism - Essay Example This essay stresses that Neoclassicism in the arts, as the name indicates, is inclined on reverting to Hellenistic art styles characterized by symmetry; calmness and stillness; importance of social and political concerns; discipline and control; conformity and rationality. This art movement was the result of the renewed interest and the sense of giving importance to classical art. These characteristics and the definition of Romanticism and Neoclassicism classify the major differences between the two art movements. These differences substantiate that these art movements are conflicting during the time these two art styles emerged in the art scene. Neoclassicism imposes restraint and conformity while Romanticism breaks free from the constraints of tradition and promoted freedom in conveying personal views and emotions. Moreover, Neoclassicism was rearing towards the society and its concerns such as politics while Romanticism favors idiosyncrasy. According to the discussion the differences of Romanticism and Neoclassicism is evident in the works of Romantic painter Eugene Delacroix and Neoclassical painter Jean Auguste Dominique Ingres particularly their portrait of violinist Niccolo Paganini. Ingres’ depiction of Paganini shows the violinist in a very formal and stiff pose, which is very much opposite to Delacroix’s portrayal of the violinist showing Paganini while playing the violin. The striking contrasts between Ingres’ Paganini and Delacroix’s version clearly differentiates the two art styles and best represents the artworks of the two art movements. These opposing two art movements resulted from the events during that period and compelled by some prominent figures in the society and discoveries in well-known places at that time. Influences manifest in the works of artists belonging to Romanticism and Neoclassicism.

Conflict & Stress Management Essay Example for Free

Conflict Stress Management Essay 1.0 INTRODUCTION Stress and conflict are two major issues any organisation faces. They are inevitable in all facets of life, be individual or organisational. If not handled well they can be a hindrance for the company performance. Conflict and stress both varies according to the organisation and its culture. But both need to be managed well to avoid unnecessary problems. Conflict is a perception. Surveys show that employees spend as much as 42% of their time engaging in or attempting to resolve conflicts and 20% of managers’ time is taken up by conflict related issues (Gupta, Boyd, Kuzmits, 2011). This valuable time can be utilised in making the organisation a more efficient and an effective one. Organisations which fail to address conflict have the risk of losing their competitive advantage. Conflict can be viewed in many ways and there are different management styles which can deal with conflict. The leadership of the organisation must be involved in dealing with conflict as they would have to negotiate and bargain in order to overcome conflict. Stress is a major concern with today’s working people. This is because the world is developing in a faster pace which requires constant adaptation. Stress not only affects ones work-life balance, but also their personal life which creates chaos for individuals. According to some estimation, humankind losses 100 million workdays every year due to the aftermath of stress (Treven Potocan, 2005). Work stress needs to be managed well so it can actually improve the well being of the individuals as well as the organisation. Both of these factors will be viewed in the context of Nippon Lanka and will be analysed thoroughly on how they overcome these issues to maintain a healthy relationship with employees. Improvements and recommendations for the current methods will also be discussed. 2.0 OVERVIEW Nippon Lanka Pvt Ltd (NPLK) is a joint venture (JV) between the Nippon PLC Japan (NPJ) and Silicone Coatings Pvt Ltd (SC) Sri Lanka where the NPJ brought over 60% of Silicones shares. This joint venture is advantageous to both parties where NPJ is able to use this as an entry method and SC as an opportunity to be a part of a global industry. Formation of this JV took almost a year where Nippon Lanka studied SC and the relevant industry as whole to get an idea of the present market conditions. It was found that there was no better time to enter the Sri Lankan market due to the post war era development. Therefore SC was considered due to their strong presence in the market. Today after about three months from successfully forming the JV the company is going through a transition period. There aren’t any major changes to positions in the hierarchy but there are role changes and employees are finding it difficult to adapt to their new roles. Example: The Managing Director (MD) of the company who was the owner of the company still is the MD how ever to day the person is a salaried employee. The General Manager who was reporting directly to MD today has to report to the Board of directors where MD is just one out of the five directors. When examining the company culture towards conflict, the company culture and the value system which has been there for 35 years from the date of the establishment is now being changed. SC was established in 1979, as a small scale manufacture and a distributer of paint related ancillaries. By the time Nippon approached SC it had grown into the largest local player in the market where it was second only to the global giant Akzonobal by a 3% margin. It is evident that SC has been a one man show up to the time of the JV, the full value system and the operational procedures were laid down by the founder himself and not most of the managers found it enticing to be part of. Therefore the HR turnover was such that on average about six key resources left the company. In this back ground let’s see how the conflict and stress management function takes place within the organization. 3.0 CONFLICT AND CONFLICT MANAGEMENT 3.1 Conflict Management Styles Conflict can be defined as the process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about (Robbins S., Judge T. Vohra N., 2011:441). It is that point in an ongoing activity when an interaction crosses over to become an interparty conflict. Conflict can be seen as good and bad with corresponding positive and negative outcomes where this would all depend on how one views conflict. There are three basics views of conflict. These are the Traditional view, the Interactionist view and Managed conflict view. The traditional view sees conflict as bad and something that must be eliminated through the use of authority. Poor communication, lack of openness and failure to respond to employee needs could be seen as few of the causes. The interactionist view is that conflict is desirable, necessary for high performance teams and should be encouraged. The contemporary view is that conflict is inevitable and it may be positive or negative but it must be managed to be beneficial. Nippon Lanka follows a more interactionist view where conflict is encouraged and the company is of the view that a perfectly cooperative, harmonious group would hinder dynamism, creativity and innovation where a minimal level of conflict is needed to prevent a lacklustre, uninterested attitude among the group. As mentioned earlier, not all conflicts are good, and this view only supports functional conflict. Functional conflict is a constructive form of conflict that supports the goals of the group and improves performance. The type of conflict at hand would distinguish a functional conflict from a dysfunctional conflict. Although these are distinct types of conflict, the occurrence of one type of conflict can lead to a conflict of another type taking place. For example, the process of costing has been kept confidential, and this has led to the tension between the sales team and the costing team. 3.2TYPES OF CONFLICT PRESENT IN NIPPON LANKA 3.2.1Relationship conflict Conflicts between two people are known as relationship conflicts. These conflicts arise as a result of miscommunication, disagreements or misunderstandings between people. One such situation at Nippon Lanka arose between the Brand Manager and the Marketing Manager. The Brand manager has been with the company for 5 years and has previously worked with two Heads of marketing. Once the new marketing manager was appointed, it was found that the latter was less experienced and was not willing to corporate with the Marketing Head. This triggered huge problems for the new comer. The management was aware of this, but wasn’t able to remove him from the position due to the valuable connections the customers. However, the Marketing Manager understood this inferiority complex of the Brand Manager. Having gone through the initial hardships the new marketing manager somehow managed to win the trust of the Brand manager. Now they are working harmoniously, directing all their efforts towards the benefit of the company. 3.2.2.Data Conflict This occurs when decisions are made without adequate information. At Nippon Lanka, the costing department works in isolation. They do not consult the sales and marketing team when arriving at the costs, so more often than not, the cost of the product is either too high, depriving them of valuable orders and potential growth, or at times its too low depriving the opportunity for the company to charge a premium price on an innovative product or to achieve efficiency through specialisation. 3.2.3Interest Conflict Conflicts of interest mainly deal with psychological issues, where an individual or organisation behaves in a certain manner, with the aim of meeting a particular interest which is not shared by everyone else. The JV with the Japanese company was not disclosed or made public, even though doing so would have been acting in the best interests of the company. The MD did not like the idea of publicising the 60:40 JV that was taking place, as it would be viewed as a takeover. However, the rest of the company felt that some amount of public awareness would have positively impacted the companys future performance. Another example would be when the HR department wanted to minimise the over time cost they imposed a rule where all sales vehicle needs to be back at the HO by 5 pm. As an example what the Sales representatives would do is when they need to deliver goods up to Negombo, covering Wattala, Ja-ela, Seeduwa and Negombo. They would turn back from Seeduwa at 3.30 pm in order to make it back to office by 5 pm, without covering their full distance to Negombo. What followed was a delay in the delivery and travelling additional mileage, having to revisit incomplete routes taking the same path. 3.2.4 Structural Conflict Structural conflict arises from unclear and undefined roles and reporting lines. The RD and the production manger are directly reporting to the MD. The other managers report to the GM, where the GM reports to the MD. Currently when a sales representative needs to develop a sample for a particular customer, the sales representative will not have the adequate support since the request from the sales rep will not be taken seriously from the RD manager and the GM cannot question them for not doing it right. Only 10 out of 1 samples are successful and yet the RD manager has managed to survive, distracting the control and supervisory system of the top management since there is no clear reporting structure. 3.2.5 Value Conflict A value conflict comes about when two people or groups have dissenting views on moralitythat basic understanding of what is naturally right or wrong. As mentioned earlier, the cost manager considered himself and his department superior than the other departments, with the notion that the information handled need not be disclosed to anyone else. At present, the cost manager is in prison, facing charges of fraud. Although the environment helped the person to carry out fraud, this is a clear example of conflicting values. 3.3 THE CONFLICT PROCESS Figure 1: The Conflict Process (Source: Robbins S., Judge T. Vohra N., 2005:444) 3.3.1Stage I: Potential opposition or incompatibility The first stage talks about the conditions that are needed for conflict to arise. They may not directly lead to conflict, but they need to be present for conflict to surface. They can be referred to as the causes of conflict and can be condensed into three general categories, namely communications, structure and personal variables. Communication, either too much or too little information passed between members can result in potential opportunities for conflict to arise. At Nippon Lanka, the manner in which the costing of the products is carried out is not communicated to the members in the other dept and this has been the initiating factor for conflict to set in. Structure includes several variables such as size, degree of specialization in the tasks assigned to the group members, role clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence among groups. The sales and promotions manager at Nippon Paints follow an aggressive, predator style of leadership where excuses were not tolerated and was only interested in the achievement of results and targets. An example would be, the samples taken from the production team that is used for sales and promotion does not meet the required standards of quality where 9 out of 10 samples would fail. Same time, the Sales and promotions manager would also be very demanding of the sales representatives in terms of getting the desired targets. In some cases, employees have resigned due this demanding nature. Personal variables are mainly due to differences in personal traits of individuals. Diverse issues such as prejudice and disagreements over ones contribution to the group, as well as the rewards one deserves. For example, at Nippon Paints, the General Manager is prepared to hire new trainees at Rs. 15,000/=, whereas the Sales and Promotions Manager feels that the market rate of Rs. 30,000/= should be paid to them. The low salaries have deterred attracting the talented individuals and therefore not achieving the fullest potential. 3.3.2Stage II: Cognition and Personalization If the conditions mentioned in stage I negatively affect something one party cares about, then the potential for opposition or incompatibility surfaces in the second stage. One or both parties must be aware and perceive that these conditions exist. However, just because it is perceived does not make the conflict personalized. It may not have an effect on either or both parties. The conflict has to be felt, for individuals become emotionally involved, leading to anxiety, tension, frustration or hostility. 3.3.3Stage III: Intentions Intentions get in the way of peoples perceptions and emotions and act as decisions for them to react the way they do to the situation at hand. They are important, as one has to make inferences of the other partys intentions to know and understand the reason behind that partys behavior and to respond accordingly. Conflicts tend to escalate at this point merely because of the wrong inferences being made. Sometimes a behavior might erroneously reflect the persons intentions. Two dimensions are used, namely cooperativeness (the degree to which one party attempts to satisfy the other partys concerns) and assertiveness (the degree to which one party attempt to satisfy his or her own concerns) to identify five conflict handling intentions. This has been attached to Appendix 1 with the styles explained. 3.3.4Stage IV: Behavior This stage includes actions, statements and reactions made by the conflicting parties. Intentions of each party are implemented through these behaviors and can be seen as a dynamic process of interaction. Conflicts usually start slow; characterized by indirect rather subtle forms of tension and escalate as the tension builds. At this latter stage things could become highly destructive where such conflicts are almost always dysfunctional. 3.3.5Stage V: Outcomes Behavior would lead to outcomes, where some are functional in that the conflict results in an improvement in the groups performance or it may also be dysfunctional in that it hinders group performance. Functional conflict can be beneficial for the company as it provides a medium through which problems can be aired and tensions released. This improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members and it forces and environment of self-evaluation and change. Some companies discourage conflict as they prefer yes-men, loyal to the higher ups to the point of never questioning company actions. As for dysfunctional conflict it would reduce group effectiveness and group cohesiveness. At the extreme, conflict can bring group functioning to a halt and potentially threaten the groups survival. Refer Appendix II for the example of a conflict Process at Nippon paints. 3.3 NEGOTIATING AND BARGAINING Before the organisation starts negotiating they should be aware of the nature of the conflict. There is a certain process that needs to be followed in negotiation. Negotiation is by definition the management of crossed demands, where each one of us expresses requests hoping the other will try to fulfil them (Lempereur, A. 2012). As it is said â€Å"Everything is negotiation in life†, so every party involved in the process would like to take the best out of it. 3.3.1 Bargaining Strategies There are two bargaining strategies that could be discussed. Distributive bargaining and integrative bargaining. In the current context what is more obvious is integrative bargaining which makes both the parties involved satisfied creating a win-win situation. An example for this was when a sales representative requests for a personal vehicle they need to achieve a certain level of sales targets. If they maintain the sales targets for a sustainable period they will be given a personal vehicle. But by any chance if they do not keep up to the said targets their salaries will be reduced in accordance with the cost of maintaining the vehicle by the company. Through a situation like this, what is created is a long term positive relationship for the company. As a company, they increase the sales levels and the employees will also be satisfied as their needs are also met. 3.3.2 Negotiation Process Negotiation can happen in 5 steps; these are preparation and planning, definition and ground rules, clarification and justification, bargaining and problem solving and closure and implementation. Some do not have a positive ending or a closure. But negotiations that have an effect for the organisation will go through a process. An example of this would be when the company needs to host certain function in hotels they would negotiate with them for the best bargain. As they have cost constraints, there are certain limitations and getting the best bargain with the best outcome would be the perfect scenario. Before the start of the negotiation with the relevant hoteliers the in-charge person will prepare the list of things that need to be discussed. These would be the pricing, menu items, additional services that are required and assess what the other party goals and prepare well for them. In this instance a budget per person would be Rs. 3,000. But the relevant hotels cost was higher. Then the menus for these relevant amounts will be compared. In the Sri Lankan context rather than a 4 or 5 course meal, action stations with koththu and hoppers have a vibrant feeling and also cost less. So in the negotiation table the other alternatives will be put across. Since information is all gathered, the representative will develop a strategy. The person will also determine the Best Alternative to a Negotiated Agreement (BATNA). So here the BATNA will be to get cost per person at Rs. 3,000 having action stations with cocktail menu. The person will determine when and where to have the appointment. The ideal place would be at hotel premises because then the ambiance where service capacity can also be viewed. The meeting would be planned in the best time where both parties are not strained with other commitments and can concentrate for a best outcome. Once the initial stance is made then there will be further clarifications and explanations. Then both parties will try to come up with concessions in order to make a decision. Once both parties are satisfied they will formalize the agreement. In this process Nippon Lanka representatives will stress on the fact that if one event is made a success; then the hotel is winning a long term corporate client. This enhances their business. 3.3.3 Third Party Negotiation This is crucial for Nippon Lanka as they deal with lot of suppliers and customers. Advertising is a crucial part for this organisation and dealing with media is important to get a good advertising deal. Earlier they were dealing with the television and radio stations by themselves and it was quite strenuous. Getting a good deal that is worth their money was tough and time consuming, having deal with different organisations, so they decided to obtain third party involvement. The outcome was to get a consultant to act on media buying for the organisation. A consultant is a skilled and impartial third party who attempts to facilitate problem solving through communication and analysis (Robbins S., Judge T. Vohra N., 2011:457). They are there to improve the current status and to get a win-win solution for both parties. When Nippon started using a third party advertising firm to do media buying, they were able to get good deals from media as they have a high bargaining power. 4.0 WORK STRESS STRESS MANAGEMENT Stress is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important (Robbins, Judge Vohrs, 554). Most of the time stress is discussed in the negative contest but this is not true at all times. Stress can be taken into the system as an advantage. In the current organisation stress factor is not talked openly even though people are put under stress levels it is not considered as value adding option for the organisation. In the organisation currently what is seen is the challenge stresses but sometimes these same factors do become hindrance stressors for the employees. 4.1 Sources of stress The main sources of stress in the organisation comes from environmental and organisation factors. When it comes to environmental factors; the three types of uncertainties are economic, political and technological. These play a minimal role compared to organisational and personal factors. In considering environment factors; the workers are stressed on the technological aspect. Research and development team is always under pressure in getting a new product development before their competitors. Organisation heads are concerned about the Political uncertainty. Whenever a new rule or regulation is passed by government with regard to the consumer protection or protecting environment this takes a toll in the organisation activities. They must be aware of the new laws and how to tackle them, this adds a lot of strain in the management as they need to alter or change certain decisions according to political scenarios. Change in economic policies and recessions or booms in the economic cycle create stress on the organisation. Current economic down turn have made a toll in the sales teams as consumers are spending less and government projects have considerably reduced. At the same time government is not paying their debt and collections have become harder. Organisational factors are the ones that are created by the organisation which creates stress on employees. Task demands such as collecting debts in 90 days have a strain on the employee. This increases the job pressure. Role demands relate to pressure that occurs due to the job role. Managers and above have high role related pressures compared to subordinates due to the heavy work load which needs to be performed in less time. Most employees complain that they are given more work than they can handle and it stresses them out a lot. At the same time many complain the targets given are not practical. There is a minimal level of interpersonal demands where other employees are not supportive. Personal factors which increase stress are different to every individual. But this does create a hindrance in the organisation performance. All or some of these factors create a high turnover or absenteeism, reduction in productivity and decrease in job satisfaction. Sadly Nippon Lanka has not recognised the importance of stress management in order to curb it or cure it. The main organisational stress come comes from the current management change, this is because the task and role demands have changed and employees need to adjust to the new roles. Personal factors too trigger stress level of the employees. 4.2 Managing Stress at Nippon Lanka Pvt Ltd Based on the study, it is visible that Nippon Lanka uses stress as a positive motivator, but at some points it goes out of hand where it depletes the collaboration and coordination amongst the teams and also inter department. Based on the job roles, the department heads can think of the stress levels which can be imposed on the team members to get results and to meet targets. However the stress levels should be correctly managed so that it motivates results and not deplete and impede the team building and performance drive within the teams. As it is observed, some amount of stress comes from the non-alignment of the reporting lines. Therefore the suggestion is to relook at the reporting lines so that stress does not occur due to incorrect alignment of the business structure which has a negative impact and which creates unnecessary types of stress within teams. Together with the Job role enrichment, reporting lines should also be re-aligned so that the company will only be left with stress which causes the company to perform and not to impede. 5.0 CONCLUSION In conclusion conflict, negotiation and stress are all visible in Nippon Paint. Conflict is unavoidable at the organisation due to the dealings they have among the departments and the third parties. To overcome conflict certain understanding among employees and stakeholders must be implemented. It can be seen that conflict, negotiation and stress are interlinked with each other on some level. Organisational conflict styles may shape an organisations social environment, affecting the level of ongoing conflict and thus the level of stress among employees. Nippon Lanka to a great extent follows an integrative style of conflict management which leads to lower task conflict, reducing relationship conflict, which reduces stress. However, there are many instances where the management has not come up with a solution to the conflict at hand, where they are not willing to step in and the employees are left to resolve the matter, which at most times remains unresolved. The recommended improvements with regard to this has been discussed in Section 3.4. It is important that with the JV taking place, the new management plays an active role in resolving these long running issues so that the organisation and its performance does not get affected. The current JV could also trigger new conflicts and stress levels within the organisation where it is crucial that these issues are identified and resolved. The new management must take this opportunity to place greater prominence of recognizing the on-going stress levels within the organisation and deal with them appropriately. Improved management of conflict, negotiations and stress would benefit the individuals and the organisation in terms of high performing, content, dedicated employees who deliver results.