...Running Head: DIAGNOSING ACS ORGANIZATIONAL CHANGE 1 Diagnosing ACS Organizational Change ACS Organizational Change | DeVry University Keller Graduate School of ManagementManaging Organizational Change (HRM) 587 | Shunita Rhodes | 5/28/2016 | Abstract I will provide an overview of the Six-Box organizational model and how ACS used this diagnostic tool to develop a framework to understand their purpose, company operations, and future presence. Also, included is a SWOT analysis of ACS change management plans/programs. Diagnosing ACS Organizational Change 2 Table of Contents Diagnostic Model ……..…………………………………………………………………..…3-4 SWOT……………………………………………………………………………………..……4 Resistances of Change …………………………………………………………………...…..5-6 Recommendations……………………………………………………………………………...6 References…………………………………………………………………………….………..7 Diagnosing ACS Organizational Change 3 Star Organizational Model American College of Surgeons (ACS) wanted to evaluate their organizational performance. The evaluation became an important part of putting together a strategic vision for the future of the organization. ACS wanted to ensure they would continue to be a valuable resource to the healthcare field for an additional 100 years to come. “CHANGE” was the only way to be certain this would happen but in order to change ACS would have to diagnose the changes that would needed. A new values model was the change ACS started to implement company wide. The values...
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...Department of Psychology Psychopathology - PYC4802 Aneesa De Jongh Student #: 58419268 Cognitive Disorders Assignment 03- 719207 Critically discuss the various factors that need to be considered when diagnosing a patient with Neurocognitive Disorder. Your discussion should include but not be limited to the two most prominent Neurocognitive Disorders namely Vascular Dementia and Alzheimer’s Dementia, the various domains that can be affected as well as the cross- cultural factors to take into consideration 1 2 Contents Introduction: Neurocognitive Disorders (NCD)/ Dementia 4-5 Mild and Major NCD criteria 5-6 Diagnosing a patient with Vascular Dementia 7-8 Diagnostic criteria for Alzheimer’s Dementia 8-9 Delirium (acute confusional state/ acute brain syndrome) Cross- cultural and contextual perspectives of health 9-11 11-14 - India - Egypt - Islam References 15-16 3 Introduction: Neurocognitive Disorders/ Dementia Neurocognitive disorders (NCD) are a group of disorders in the DSM-5 classification system. These disorders involve the impairment of an individual’s cognitive abilities that involve tasks such as, memory, judgement, problem solving and perception (Burke. A, 2014). Only disorders that show evidence of cognitive deficiencies are classified as NCDs. To name a few, these cognitive deficiencies can be a result of; Traumatic Brain Injury (TBI), HIV/AIDS or substance abuse (Burke. A...
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...adults was found to be rather small by the Oregon Adolescent Depression Project found by Roberts et al. 1995, cited by Crowe (2006). Although there is evidence that children meet adult criteria for depression, there are still uncertainties about the validity of the concept of depressive disorder in children and adolescents found by Harrington (2001) as cited by Crowe (2006) The DSM-IV-TR (American Psychiatric Association2000; p. 353) suggests that ‘the core symptoms of a major depressive episode are the same for children and adolescents, although there is data that suggest that the prominence of characteristic symptoms may change with age’ as discussed by Crowe ( 2006) This essay will aim at discussing problems related to identifying, diagnosing and the assessment of adolescent depression, taking into account gender and contextual factors. Context plays a big role in shaping peoples lives and emotions and well-being. Contextual factors that are related to depressive symptoms are death in the family, perceived positive and and negative impact of life events such as an increasing number of arguments with parents, trouble with police and classmates,...
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...Changing Organizational Culture The Seven Step Change Model 12/10/2011 Urooj Khan MBA Regular 10739 Supervised By Ali Mujahid Table of Contents Culture and Organizational Culture 3 Culture 3 Organizational Culture 3 Influences on Culture 3 Cultural Measurement Dimensions 4 Changing Organizational Culture 8 Conclusion 13 Bibliography 14 Culture and Organizational Culture Culture The grand total of all the objects, ideas, knowledge, ways of doing things, habits, values, and attitudes which each generation in a society passes on to the next is what the anthropologist refers to as the culture of a group (Nord, 1972). According to Inkeles, culture is the social heritage, all the knowledge, beliefs, customs, and skills that are available to members of a society (Inkeles, 1964). The famous Dutch behavioral scientist, Geert Hofstede defined culture as the collective mental programming of a people in an environment. He later defined culture as the collective programming of the mind which distinguishes the members of one group from another (Muriithi N, 2003). Organizational Culture Edgar Schein says that organizational culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background (Schein E. , 1999). Culture starts with leadership, is reinforced with the accumulated learning of the organizational members...
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...A) Situating Since 1975, Human resource department has been developed in India. At that time, the primary objective of Human Resource department was to promote competence-building and work motivation. By the mid 80’s most of the organizations in India had established, fully fledged HRD departments. After that, most of the companies started their HRD departments for improving their business. In the past, the performance of the firm was expected to high corporate success by companies and its shareholders. So most of the organization was focused on achieving their shareholder satisfaction and improving the quality of their product. At the same time, most of the companies have been taking a lot from the natural environment such as land, minerals,...
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...Week One Student Guide In Week One, you will be introduced to the key concepts and theories of management’s four primary functions: planning, organizing, leading, and controlling. The readings explain various internal and external factors that affect management. These factors are important because as you examine each of the four primary management functions, you will become more aware of the internal and external influences as well as the decision-making processes that affect management. Functions of Management OBJECTIVE: Define the four functions of management. Resources: Ch. 1 and Appendix A of Management: Leading & Collaborating in a Competitive World Content • Ch. 1: Managing of Management: Leading & Collaborating in a Competitive World o Managing in the New Competitive Landscape • Globalization • Technological Change • Knowledge Management • Collaboration across “Boundaries” o Managing for Competitive Advantage • Innovation • Quality • Service • Speed • Cost Competitiveness • Delivering All Five o The Functions of Management • Planning: Delivering Strategic Value • Organizing: Building a Dynamic Organization • Leading: Mobilizing People • Controlling: Learning and Changing • Performing All Four Management Functions o Management Levels and Skills • Top-Level Managers • Middle-Level Managers ...
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...Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page iv Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department...
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...CONTENTS 1. INTRODUCTION..............................................................................................3 2. PROBLEMS IN PRESCRIBING MEDICATION...............................................3 3. FACTORS RESPONSIBLE FOR THESE PROBLEMS...................................5 4. CPOE AS AN APPROPRIATE SOLUITON.....................................................6 5. ISSUES RELATED TO USE OF THESE SYSTEMS.......................................8 6. OBSTACLES IN USING THESE SYSTEMS & WAYS TO REMOVE THEM.........................................................................................................................10 7. CONCLUSION................................................................................................11 8. REFERENCES...............................................................................................12 1. INTRODUCTION With the thought that the use of information systems like CPOE (computerised provider order entry) will enable better, safer and more efficient patient care, many hospitals have completed an aggressive implementation of these systems. In this case study, the author has shown both the positive and negative sides of these information systems. The author has emphasized on the benefits provided by CPOE systems to eliminate the errors and at the same time describes some serious issues and problems caused by the advanced technological systems. These systems are not very...
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...engineers, production and sales teams. Frost decided that automating the production was the key to flexibility. To fulfill this objective Frost formed Amprotech to pursue three business goals: contract consulting work, contract with venture capital firms to improve resale value and acquisition of smaller companies. Although there was a guarantee from Frost that there won’t be any layoffs, the employees were not happy and creating roadblock to transformation. Frost has the challenge to motivate people and change organizational culture. Diagnosing organizational and planning change issue that Frost was facing can be conceptualized into ‘The McKinsey 7-S Model’. Frosts’ overall approach focused on ‘strategy’, ‘structure’ and ‘systems’. One of the most important pieces of the puzzle, ‘human resource component’ of McKinsey’s Model was missing in his initiative. What at first glance appeared to be a hardware-oriented strategy turned out to be an exercise in human resource management! Frost’s ‘Strategy’ was to innovate and make the system more efficient and minimize the cost. Specialized ‘flexible automation’ and formalization of ‘systems’ were in place. However, when Frost wanted to communicate it to the employees, they were not on-side. As we can see in McKinsey’s Model without creating ‘shared value’ a successful change management process cannot be implemented. To achieve this objective he should have...
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...Diagnosing the Change Natalie Howard DeVry University HRM/587 Jay Egger June 1, 2014 Diagnosing the Change This paper will discuss the use of a diagnostic model identifying the performance aspects of the two organizations that I chose. Chevron/Texaco and Coca-Cola are the two companies that I will be looking into to get an understanding of some critical cultural issues and to see what strategies were being used to correct the companies’ complaints about racial discrimination. Nadler Congruence Model I chose to use the Nadler congruence model to identify cultural problems within both organizations’ environment. Nadler uses a model that is based on the principle that an organization’s performance is derived from tasks, culture, structure, and people. It’s a systematic way to use the root elements to drive a force to an organization’s performance. In the case of Chevron/Texaco and Coca-Cola, we will be looking at managerial and the social aspects of both organizations (Nadler’s Congruence Model, 2013). It’s a useful model because it provides an effective checklist to those who are involved in creating change in the workplace. I consider it to be more of a problem-focused model to troubleshoot any problems that could cause an organization’s vision not to be achieved. Chevron/Texaco The problem identified with Chevron/Texaco is racial comments being made toward African Americans and complaints of being paid low wages and not being considered for promotions...
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... All of the above Question 2. 2. (TCO A) Which of the following best shows a company responding to identity pressures? (Points : 7) McDonalds when they started selling coffee drinks and salads Domino’s pizza’s new crust and pizza recipe Dairy Queen when it invented “the Blizzard” The Wall Street Journal when it went online All of the above Question 3. 3. (TCO B) Which of the following best defines the “Six Box” model of diagnosing change? (Points : 7) Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc. Question 4. 4. (TCO B) Using a model like the Burke-Litwin Model to assist with diagnosing change will help the leader to do what? (Points : 7) Create change agents who act more like caretakers than interpreters Conceptualize the change from fuzzy to a clear map Hire more employees when unemployment levels start to drop Empower change agents to increase expenses for tax reasons All of the above Question 5. 5. (TCO C) The Burke-Litwin model differentiates between what two...
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...individuals experience symptoms during childhood when other individuals develop symptoms later in life. Bipolar disorder is difficult to diagnosis and sometimes suffer for years before receiving a proper diagnosis and treatment. Burrell Behavior Health is a non-profit organization that provides a variety of mental health services to individuals of all ages and cultures. Burrell takes into consideration the variety of cultures and their beliefs when developing a treatment plan for each individual they serve (Burrell Behavior Health/services). When developing a treatment plan for individuals from different cultures the treatment team takes each individual; their specific beliefs and needs into consideration when choosing the plan of treatment that will work best for their particular illness. Burrell Behavior Health offers psychotherapy, medications, and sometimes even play therapy to develop the right plan that will work for the individual and their culture (Burrell Behavior Health/services). Some cultures refuse to get help for their mental health issues, because of fear of how others will perceive them. Some cultures do not believe in medicine treatments or even psychotherapy. Individuals with bipolar disorder experience unusually intense emotional moments happening at...
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...Diagnostic tools & key change issues: In order to improve their organisational system through effective change implementation, organisations' managers make sure they have the right tools to start diagnosing and understanding the downfall (or the beginning of the downfall) of their enterprises. However, Senior & Fleming (2006) state that even if some diagnostic tools are helpful, diagnosing is not an exact science. While referring on the theory learned in HRSCM module, various diagnostic tools can be put into practice to determine which kind of change is best to adapt within reason to ASDA crisis situation. The combination of two or more analysis tools can prove to be useful to diagnose an organisation. The SWOT analysis, whose main objective is to understand why the planning of a company fails, has become today a universal decision-making aid tool; the principle of this method consists in dividing the information within the organisation into internal and external factors, then into positive and negative factors. Another tool to analyse a company is the GREINER model which is a useful way of thinking about the crises experienced by organisations as they expand. "The Greiner model of the organisational life cycle is useful for drawing attention to periods when organisational change is likely to be needed.'' (Senior & Fleming, 2006, p.57). Morgan notes: ''If managers can anticipate where their organisation is in the overall cycle, they may be able to anticipate...
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...vulnerable state. The concept of the “Healing Hospital” is traditionally based on the belief that healthcare must grow from deep compassion (Baptist Healing Trust, n.d.). The hospital environment is generally a place for diagnosing and treating of illness and disease with the implementation of technology and pharmaceuticals. The concept of focusing on the person as a whole is often missed or not even thought of when a patient is seeking medical care or is hospitalized. Patients are placed in a very vulnerable situation upon admission to the hospital where they are losing their personal freedom and dignity. The Healing Hospital is about compassion and skill accompanying the use of new technology and drugs (Chapman, 2011). Components of a Healing Hospital The “Healing Hospital” as described in Radical Loving Care is not made of just walls, windows and mortar, but exudes the culture of love and caring (Chapman, 2011). The three fundamental components of this hospital are a healing physical environment, the integration of work design and technology, and the culture of radical loving care. When these components intertwine with the framework of the Golden Thread, they merge together to create an environment that strikes a balance between technology and the human spirit as it connects both Servants and patients (Chapman, 2011). The healing hospital paradigm entails healing the patient as a whole instead of just curing the patient’s disease or illness. This paradigm focuses on healing...
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...535 October 14, 2013 Dr. Edward Garrido Emerging Issues Multicultural Psychology The United States combines numerous cultures that are integrated and merged together. In theory this world seems to be a picture of harmony and unity, the reality of society is much more complex and challenging. With more immigrants from various cultures and backgrounds, the need for multicultural counseling increases. With this increase come two distinct issues for multicultural counseling: the counselor’s own personal culture, including his or her theoretical outlook, and the assortment of components forming the identity of the individual the counselor is advising. Counselor’s Culture In multicultural psychology it is essential to know of the client’s culture to be a culturally competent psychologist. However, many may overlook such that, competent psychologist need to be aware of his or her own personal culture and theoretical view. It is crucial to recognize and comprehend one’s culture and beliefs before commencing to understand and aid others, (Ibrahiam, 1985). Attentiveness to personal beliefs, acknowledgement of various frameworks of thinking and logic, and understanding of the influence these factors can have on one’s style of assistance and communication are needed...
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