...Organizational Change Plan: Part III September 16, 2013 HCS/587 Professor Georgetta Baptist Organizational Change Plan: Part III The AIDS Resource Center of Wisconsin (ARCW) is currently attempting to implement an extensive change by establishing a new needle exchange program within Duluth, Minnesota. It has become apparent that the prevalence and incidence of Hepatitis C and HIV cases are steadily increasing, resulting in a strong need for a prevention facility such as this. Consequently, ARCW management must assess the overall readiness for change within the organization. By utilizing internal and external resources, identifying significant roles within this change process, providing various means of monitoring the implementation of this plan, and encouraging effective communication techniques, the change process will flow smoothly. After the change has been successfully executed, management must determine the effectiveness of the change post-implementation. In order to accomplish this, identifying and understanding outcome measurement strategies is essential. Most importantly, outcome strategies related to quality, cost, and satisfaction can give management clear insight into how far they’ve come and how far they have yet to go. Determining Effectiveness of Change after Implementation It is vital that the effectiveness of the new needle exchange program be determined after its implementation. Management should have established clear goals and objectives prior...
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...Organizational Change Plan: Part III September 16, 2013 HCS/587 Professor Georgetta Baptist Organizational Change Plan: Part III The AIDS Resource Center of Wisconsin (ARCW) is currently attempting to implement an extensive change by establishing a new needle exchange program within Duluth, Minnesota. It has become apparent that the prevalence and incidence of Hepatitis C and HIV cases are steadily increasing, resulting in a strong need for a prevention facility such as this. Consequently, ARCW management must assess the overall readiness for change within the organization. By utilizing internal and external resources, identifying significant roles within this change process, providing various means of monitoring the implementation of this plan, and encouraging effective communication techniques, the change process will flow smoothly. After the change has been successfully executed, management must determine the effectiveness of the change post-implementation. In order to accomplish this, identifying and understanding outcome measurement strategies is essential. Most importantly, outcome strategies related to quality, cost, and satisfaction can give management clear insight into how far they’ve come and how far they have yet to go. Determining Effectiveness of Change after Implementation It is vital that the effectiveness of the new needle exchange program be determined after its implementation. Management should have established clear goals...
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...entThe Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage +1 (703) 558-4445 • (877) 766-3337 An ESI International White Paper www.esi-intl.com Table of Contents Abstract .................................................................................................................................. 3 Introduction .......................................................................................................................... 4 Why Change?......................................................................................................................... 5 The Elements of Change ..................................................................................................... 5 The Change Management Life Cycle ............................................................................... 7 Phase 1: Identify the Change ............................................................................................. 8 Phase 2: Engage the People .............................................................................................10 Phase 3: Implement the Change ..................................................................................... 12 Conclusion ...........................................................................................................................14 References ......................................................................................................................
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...This case focuses on organizational transformation in an accounting firm in South Africa. It describes how the impact of both globalization and the transformation that the country had undergone since the advent of democracy in 1994 steered StratAFin Inc. towards a process of building a new identity. The firm’s senior management realized the need for transformation based on the many new challenges in the changing environment. Change was experienced at many levels within the organization: from the construction of a new building as a symbol of change, to corporatizing and growing the firm, changing the management structure, investing heavily in technology and human capital development, focusing on continuous improvement, and driving major diversity transformation. The case offers insights into the many drivers that had to be considered in the process, how the organization had to manage resistance to change and the need for flexibility during the process, and the importance of measurement of the many dimensions of the transformation process. The case concludes with the challenge of how the firm’s leadership could ensure that the continuing transformation maintained its momentum. Learning Objective: The objective of the case discussion is to encourage students to better understand the many components of organization transformation and how different inputs (general environment and industry analysis), coupled with the various internal strategic orientation components (strategy, technology...
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...Organizational Change in Today's Business “Developing Organization Change Champions” an article written by D.D. Warrick developed an insight on how organizational change should take place. Throughout the article Warrick explains how individuals can develop, train, and utilize change champions or professionals at conducting change and developing procedures that will allow them to persevere through these changes. Throughout article, the reasons that organizations should change is also a topic of discussion and is done so to validate comprehension of the change process, and the stages associated with it. He also discusses how they fail and optimize their potential at success during the changing process. In nearly every organization that exists globally, there are changes in which they faced consistently with the operation of business. These changes occur within their “missions, strategies, goals, cultures, processes, systems, practices, technologies, who owns them, and who they own, and in some cases even their core values” (Warrick, 2009). It is imperative for them to change, so that they may keep up with the concept of organizational change that faces them and allows them to be successful. These changes are present at all levels of the organization. Typically, changes reflect in more ways than one can imagine. “Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness” (Jones, 2010)...
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...Organizational behavior is defined as the actions and attitudes of people in organizations. The field of organizational behavior (OB) covers the body of knowledge derived from these actions and attitudes. It can help managers understand the complexity within organizations, identify problems, determine the best ways to correct them, and establish whether the changes would make a significant difference. Organizational behavior can greatly clarify the factors that affect how managers manage. It is the field’s job to describe the complex human context in which managers work and to define the problems associated with that realm. The value of organizational behavior is that it isolates important aspects of the manager’s job and offers specific perspectives on the human side of management: people as organizations, people as resources, and people as people. organizational behavior is not an organizational function or area. Instead, it is best described as a perspective or set of tools that all managers can use to carry out their jobs more effectively. By understanding organizational behavior concepts, managers can better understand and appreciate the behavior of those around them. For example, most managers in an organization are directly responsible for the work-related behaviors of a set of other people—their immediate subordinates. Typical managerial activities in this area include motivating employees to work harder, ensuring that their jobs are properly designed,...
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...Organizational Psychology Chasity Roush PSYCH/570 August 11, 2014 Instructor: Michelle Seyfarth Organizational Psychology The field of psychology was established over one hundred years and is concerned with human behavior. Psychology, over the course of time, has developed into many different fields that are growing and presenting in depth focuses on certain aspects of human behaviors in the workplace known as organizational psychology. Organizational psychology is the application of existing scientific knowledge and psychological principles to organizations (Van Knippenberg, 2011) and has significant growth over the last one hundred years. The health of the organization, the interests and concerns of the employees within an organization, and how organizations succeed as a whole are motivating factors behind organizational psychology. Through scientific application, studying employee attitudes and behaviors, evaluating company standpoints, and teaching leadership skills, organizations can increase organizational success and focus on increasing workplace productivity. Assessments of psychical and mental behaviors of employees within organizations provide useful information for organizational psychologists to evaluate the health of the workplace. Organizational psychologists can facilitate responses to issues and problems involving employees by serving as advisors and middle men for different areas of the organization...
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...opportunities where they may need an organizational development consultant. When issues arise in business strategy, reduction of costs or organizational design an OD consultant can research and apply knowledge to improve those processes. When companies make that decision they also face the decision to use an internal consultant or external consultant. An internal consultant is the best option if the company employs organizational development consultants. Internal consultants are more effective because they understand their organizations culture and share greater insight to the systems, processes, resources and limitations of their organization. Internal consultants have an advantage of understanding their organization culture. This helps to aid in determining and understanding root causes of opportunities more efficiently. Most internal consultants have a strong rapport with other organization members at all levels which allows for trust. When an organization trusts consultants it can save time when diagnosing and implementing change management processes. Often, “internal consultants are able to easily and quickly address new challenges as they arise and/or spot them.” (Perluxi, 2011) Most external consultants are not there to see the fruits of their labor and therefore can’t address those new challenges as quick as an internal consultant because of their position within the organization. Internal consultants share a greater insight into systems, processes, resources and...
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...Organizational Psychology Fred Sanford PSY428 July 13, 2011 Dr. Love Less Organizational Psychology Modern businesses must stay on the cutting edge in order to ensure success in the ever changing and highly competitive corporate environment. Paramount to this success is the application of organizational psychology which focuses on the human factor of business. Close examination of the root definition, roles of research and statistics, and utilization of organizational psychology within organizations will provide insight into just how the human factor contributes to the failure or success of an organization. The finely tuned sports team, that just achieved greatness, or the corporation that collapsed due to corruption contained one thing, people who had either a positive or negative impact on an organization. “Organizational psychology is field that utilizes scientific methodology to better understand the behavior of individuals working in organizational settings” (Jex & Britt, 2008, p.1). The simple explanation is to understand what makes people tick in an organizational environment such as a business. Once understood, the challenge to organizational psychology is to capitalize on dynamics of individual behaviors and build upon the success of the organization. The role of research and statistics in organizational psychology is crucial to understanding how an organization functions. Research is accomplished in numerous ways; archival data studies, survey studies...
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...Organizational Restructuring | Organizations are human systems and their system structure includes the worldview, beliefs, and mental models of their leaders and members. Changing organizational behavior requires changing the belief system of its personnel. This process of changing beliefs is called learning. Effective learning requires clear, open communications throughout the organization. Organizational performance ultimately rests on human behavior and improving performance requires changing behavior. Therefore organizational restructuring should have as a fundamental goal the facilitation of clear, open communication that can enable organizational learning and clarify accountability for results. Since the world is continually changing, continuous organizational learning is necessary to stay up to date. Organizations that cannot or will not learn will become obsolete. Leaders should periodically examine the organizational structure of their enterprise to assure that it continues to provide an environment for organizational learning. A non threatening, development focused performance appraisal process can be an effective organizational learning tool. The points of leverage in organizations are the beliefs and worldview of their leaders and decision makers. The sense of purpose, vision and commitment of an organization's leadership play a critical role in the results it can accomplish. | Symptoms indicating the need for organizational restructuring....
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...Organizational Development and Planned Changed Lashawnda Norris Everest University Online MAN 5285 Organizational Development and Change Dr. Jimmie Flores Organizational Development and Planned Change Organizational development is a set of planned-change techniques or interventions designed to improve organization effectiveness and employee well-being (Balzac, 2011). According to Worren, et al. (1999) stated: “change management is clearly broader than OD in that it includes a wide range of intervention strategies that may enhance human performance directly or indirectly, including process consultation, work restructuring, strategic HRM planning, and the design or development of information technology (IT) solutions (e.g., user interface design) A crucial feature of change management is that it is seen as only one component of a larger organizational change effort, the other components being strategy, business processes, and technology”. In many organizations, organizational development is primarily concerned with managing change in such a way that knowledge and skills are transferred to build the organization’s ability to achieve goals and solve problems (Cummings, et al., 2009). Worren & Ruddle (1999) states: “Organizational development places specific emphasis on the human resources and organizational culture functions. Talent must be attracted, retained and shepherded in order to achieve long-term success in an information economy. Companies...
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...Hewlett-Packard (HP) during the roaring 1990’s in Silicon Valley and was a co-founder of iCohere, one of the first web collaboration platforms for online learning and communities of practice. He is an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands. He holds Master’s and Ph.D. degrees in Organizational Psychology and resides in the San Francisco Bay Area with his wife, two daughters, and hypo-allergenic cat. Learn more about his book Leapfrogging by visiting www.leapfrogging.com. Derrick Palmer consults on strategic innovation with global, Fortune 1000 and medium-sized businesses. His areas of focus include corporate strategy, consumer-inspired new product innovation, designing best-in-class innovation processes, and strategic innovation training. With 25 years of line management and consulting experience, Derrick brings a wealth of traditional and non-traditional consulting approaches. He has extensive experience leading crossfunctional and multi-cultural teams 'from chaos to clarity', and in fostering collaboration across organizational lines, brokering business relationships and facilitating...
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... | | |Health Care Management | Copyright © 2012, 2010 by University of Phoenix. All rights reserved. Course Description The course explores fundamental concepts of management theory as applied to health care. Students will examine the organizational structure of the health care delivery system and administrative processes such as planning, problem solving, decision making, and quality productivity improvement. Emphasis will also be placed on the major issues and problem areas confronting health service administrators. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Lombardi, D. N., & Schermerhorn, J. R. (2007). Health care management: Tools and techniques for managing in a health care environment. Hoboken,...
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...ORGANISATIONAL BEHAVIOUR Introduction Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change. Elements of Organizational Behavior The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates...
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...Reinventing Organizational Behavior: Recommendations to Improve Communication at DSW Jessica Detwiler Keller Graduate School of Management Jessica.m.detwiler@gmail.com GM591 – Leadership and Organizational Behavior Dr. Arnold Witchel 14 April 2012 Author Note Thank you to my colleagues whom allow me to pick their brains regarding our organization. I appreciate your honest feedback and candid conversation, which has allowed me to remain objective. I hope to have put our organization in the best possible light, while still being able to make valid recommendations to improve our organizational culture. Abstract This manuscript details research performed on identifying organizational behavior problems at a specific federal facility. Topics discussed include identifying key issues and providing potential solutions to improve the effectiveness of the company. There is also a section that analyzes the root cause of the identified problem areas. Finally, there is a reflection section that details lessons learned throughout the course. Reinventing Organizational Behavior: Recommendations to Improve Communication at DSW The Desert Southwest Region (DSW) of the Western Area Power Administration (WAPA) is a federal service region that “markets hydroelectricity power to nearly 70 municipalities, cooperatives, federal and state agencies, and irrigation districts.” (About, 2012) The DSW regional office “maintains and operates more than 40 substations and 3,100 miles...
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