...been six months after the organizational merger and the new administration initiated a significant reduction in force. Organizations are making the tough decision about workforce size and structure because of unstable economic times. Reduction in workforce is a way for the organization to cut costs with employee salaries and benefits. There was a decision made to redesign patient care delivery and the first recommendation was that of a universal worker who would deliver many support services. The manager is faced with the challenge of making the redesign work knowing this model often failed with implemented in other organizations. The purpose of this paper is to discuss the process of job redesign and what work processes and performance expectations must be considered once the design is completed. Discussed is the article by Peter Senge and what steps and structures are put in place to make the organization a true learning organization, encouraging workers and managers to adapt and excel despite of the changes. Described is the plan and control the intra-organizational and inter-organizational communications that must occur to implement the job design changes. Management also must ensure individual job satisfaction. Process of Job Redesign Job redesign is the method used to improve the organizations performance. The job redesign focuses on the enhancement of services with a holistic approach. Job descriptions have an increase number of skills...
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...reasons that may require health care organizations today to consider a significant reduction in workforce and redesign specific departments within the system. A redesign of the patient care delivery system within an organization can result from many issues such as the continued increase in health care costs, patient safety or quality concerns, or workforce shortages. This paper will discuss how an organization begins the process of job redesign, and what work processes and performance expectations must be considered once the design is implemented. It will identify the steps and structures that the organization will put in place to make it a true learning organization that will encourage the staff to adapt and excel in spite of the changes. Moreover, it will talk about how to plan and control intra- and inter-organizational communications that must occur to implement the job design changes. Lastly, how management can ensure individual job satisfaction for this position. The process of job redesign begins with conducting a system analysis. A system analysis provides an understanding of how the system works and the different elements in the system interact. In the healthcare system, this analysis helps to improve the interface between different components or personnel of that system in order to enhance the functioning of each individual component within the total organization. There are ten steps in considering the process of a job redesign (Henrisken, Battles, Marks, 2008). The...
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...Change and Culture Case Study II: Job Redesign Duane S. Goggins-Week#5 Assignment HCS/514 January 9, 2012 Sara Brown Change and Culture Case Study II: Job Redesign To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity...
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...Change and Culture Case Study II Marla Jennings HCS/514 July 15, 2013 Vinnette Batiste, PhD., MBA Change and Culture Case Study II To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity in order to facilitate...
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...Introduction Job redesign is the alteration of a given (specific) job with the intention of increasing the on-job-productivity of employees as well as their quality of work experience as noted by Hackman (1975,p.4). Slocum (1981) on the other hand described the process of job redesign as the deliberate and yet purposeful planning of a given job and includes all of its social and structural aspects as well as the effects of these aspects on the employee. Mergers can have profound effects on the design of organizations. Certain changes may occur within the administration while other may occur within the general organizational workforce structures as well as organizational processes. There may be a need for the managerial positions to be simplified with the truncation of the redundant management positions. Some organizational functions may also need to be merged or even adjusted. As a result of politics as well as economics, there would be a need for service line assimilations during the merger. Additionally, there would be a need for the optimization of medical as well as operational procedures. The standardization of the clinical, information technology, business as well as clinical programs can be necessary for the increasing of the quality of the patient care as well as safety. This can also help in the improvement of staff as well as physician satisfaction as noted by Betka, & Mengwasser (2009). How to begin the process of job redesign The process of job redesign begins after...
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...smwjgddshudchsacqwertyuiopasdfghjklhyhfghjkl;xcvbnm, dfdewhcfqid cvugdvd vefvbfv dcvd v f dfvThe Capabilities of Market-Driven Organizations George S. Day, 1993 [93-123] View/Order Item >> Comments from members >> Understanding Market Orientation Considerable progress has been made in identifying market-driven organizations, understanding what they do, and measuring the bottom-line consequences. The next challenge is to better understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management offers a rich array of ways to design change programs that will enhance a market orientation. This approach seeks the sources of defensible competitive positions in the distinctive, difficult-to-imitate capabilities the organization has developed. Capabilities are complex bundles of skills and knowledge, exercised through organizational processes, that ensure the superior coordination of functional activities and enable the organization to continuously learn and improve. Examples of defining processes include such typical business activities as order fulfillment, new product development, and service delivery. Capabilities of Market-Driven Organizations Capabilities are embedded in the business's "outside-in" processes, which guide the creation and delivery of value in the organization. Two capabilities stand out as essential ingredients of a market orientation: Market Sensing. This capability enables the business...
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...From the past up to now, the organization has changed a lot in order to make the jobs and employees to become more effective and efficient. Among these changes, we have noticed many organizations nowadays try to restructure their organization’s structure to move toward “virtuality”. According to the Modern Management book, virtual organizations refer to as network organizations or modular corporation (Samuel & S. Trevis, 2012). There are both pros and cons for having a virtual organization. To begin with the positive points, organizations can reduce the cost by having a virtual organization. In this way, they can reduce some cost for working spaces and as well as utility expenses such as rent, maintenance, insurances, water, electricity, and raw materials. Secondly, some employees may find themselves to work faster at home rather than in the company’s office. Working at the office can sometimes be very disturbed as there can be a lot of people in one office. Thus, virtual organization can increase productivity for those who like to work at home or in a silent place. Finally, virtual organization allows firms to redesign jobs to make employees more effective and efficient. For example, some jobs do not require employees to come to office every day as the jobs require employees to work directly with customers, so it is not important for them to be present at the office every day. As a consequence, they can get access to the customer more quickly and save time. Moving onto the...
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...steps in ultimately reaching a final system design. Status: Complete Included in the Planning phase: · Conduct initial feasibility report · Establish business and marketing requirements · Identify and diagram As-Is State · Propose a Should-Be State and diagram · Establish an initial timeline · Identify critical questions and considerations for the analysis section Analysis (October - November) The purpose the analysis section is to understand where and why there are gaps in the system. These gaps could be organizational, technical, or both. To better understand the current state the analysis section should be divided into two parts: organization exploration and technical analysis. Estimated Timeframe: October-November Organization analysis: in this section of the analysis we want to examine why or why not employees might chose to adopt a program. To approach this question Boston Scientific should model their analysis off of traditional Market Research methods. The most relevant research types are: · Exploratory Research – the purpose of exploratory research is to determine if there is an opportunity for change. o Secondary data collection is an inexpensive means to better understand the scope of a problem. This might include researching and evaluating successful idea-share website (i.e. TedTalks, Vice, Kickstarter, SkillsShare). The Boston Scientific team could draw some meaningful insight from this type of...
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...OB in Action Case Study Irdeto Holdings BV Changes Its Organizational Structure 1. Which of the seven organizational designs is Irdeto using? Explain your rationale. Irdeto menggunakan divisional structure dengan indikasi sebagai berikut: a. Pertimbangan perusahaan untuk mendirikan kantor pusat baru di China adalah sebagai respon akan meningkatnya penjualan Irdeto di pasar Asia. dimana 39 % dari total pendapatan tahunan Irdeto di peroleh dari pasar Asia. Langkah Irdeto ini juga mengindikasikan keinginan perusahaan untuk lebih dekat kepada konsumen. Hal ini didukung oleh pernyataan Chief Executive perusahaan Mr. Graham Kill “ Jika ingin sukses di Asia, maka perusahaan harus di kelola dari sana”. b. Dari segi sistem perusahaan, setiap wilayah geografis baik yang di China maupun yang di Belanda tetap melaporkan kegiatan operasionalnya kepada CEO melalui tulisan (email) dan konferensi dua minggu sekali. Perusahaan yang berada di China maupun Belanda memiliki kontrol penuh dalam batas-batas penuh geografis, dimana mereka diberikan hak untuk membuat suatu keputusan. Tetapi CEO tetap bertanggung jawab untuk perencanaan strategis. 2. Is Irdeto moving to a more mechanistic or organic structure? How can you tell? Irdeto lebih mengarah kepada organic structure, indikasinya adalah: a. konsep tim atau kelompok karyawan yang lintas hirarki dan lintas fungsional, dengan tingkat formalisasi yang rendah (tidak terlalu formal), yang memiliki jaringan informasi yang komprehensif...
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...Landslide Limousines: Performance Management Plan N’Jheri N. Price HRM/531 Bradley Stonefield, the business owner of Landslide Limousines; a luxury car service in Austin, Texas started his business with 25 employees and expected $50,000 in annual profits. He intends to gain an increase of 5% over the next few years. His expected turnover rate is relatively low for the size of his organization (10%). However, in order for Mr. Stonefield to attain a level of success he wishes for his new business, and perhaps significantly lower his turnover rate, he must establish a set of guidelines to facilitate his efforts. This guide is a performance management plan. The performance management plan is a guide that will enable a high level of success and provides means to measure the effectiveness of business operation or employees. The performance management plan is a key component to the success of any organization usually established by the executive staff. In this case Mr. Stonefield and his business colleagues are at the executive level. They will outline key performance strategies, financial needs for operations, align goals and responsibilities for individuals in the company, and collect performance data from the different departments. The performance management plan is important as it can collect data and analyze the information against predetermined guidelines, goals, or objectives; usually specific to the task or function being reviewed. Individual goal and responsibilities...
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...that has affected hundreds of companies and millions of workers since the late 1980s. While there is no shortage of articles on "How To" or "How Not To" downsize, the current article attempts to synthesize what is known in terms of the economic and organizational consequences of downsizing. We argue that in many firms anticipated economic benefits fail to materialize, for example, lower expense ratios, higher profits, increased return-on-investment, and boosted stock prices. Likewise, many anticipated organizational benefits do not develop, such as lower overhead, smoother communications, greater entrepreneurship, and increases in productivity. To a large extent, this is a result of a failure to break out of the traditional approach to organization design and management--an approach founded on the...
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...choices vis-à-vis competitors • Competitive advantage arising from fit across activities • Sustainability coming from the activity system, not the parts • Operational effectiveness as a given Organizational Change 3 Phases of renewal / reforming of traditional organization • Vertical Disaggregation – disaggregation reduces the size of the organization by eliminating jobs and layers of middle managers and levelling the hierarchy. • Internal Redesign – alters the internal design of the organization, innovation in designing products to meet customer needs, offering value to customers, and retaining customers. • Network Formation – formation of relationships with other organizations or expanding relationships with suppliers, customers, and even competitors. Components of Strategy • Deciding Corporate Vision – management’s vision defines what the corporation is and what it does and provides important guidelines for managing and improving the corporation. • Objectives- it is need to be set so that the performance of the enterprise can be gauged. o Areas of Corporate Objectives marketing, innovation, resources, productivity, social responsibility, and finance • Capabilities – offers the organization the potential to compete in different markets, provides significant value to end user customers, and create barriers to competitor duplication. • Business Composition – provides direction for both corporate and marketing strategy design, separates business into parts...
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...Organizational change Organizational change is often a vital part in a company’s organizational development. For an organization to succeed within the competitive and often unpredictable business world it is crucial that the organization is able to adapt to, and embrace change. There are a number of forces both internal, for example; organizational growth, restructuring, redesign of jobs, and external; technological advances, customer needs and competitor behavior, which can be the driving force for change. It is often the case however, that employees will react adversely to change, and perhaps this is because employees and senior executives view change differently. Company executives view change as a good thing, an opportunity to better the company and often to better themselves and their career, where as often employees will perceive change as disruptive and intrusive. It is fundamental to the success of the organization that the need for change and any change made to the organization is understood and supported by the organizations employees throughout the hierarchy. If an organization cannot embrace change then it is likely that this will have a detrimental effect on the business. This point can be illustrated by the Netherlands firm Philips Electronics. In the 1980’s, employees at the firms failure to understand and adapt to change drove organization to the brink of bankruptcy. The concept of resistance to change can be traced back to social psychologist...
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...According to David A De Cenzo The recruitment needs are of three types which are as follow: (a) First one is Planned Needs: These are the needs that arise from the changes in the organization and retirement policy creating vacancy for new jobs. (b).Second one is Anticipated Needs: These are those movements in personal which an organization can predict by studying trends both in external as well as internal environment. (c) Last one is Unexpected Needs: These needs arise due to various reasons like deaths, resignations, accidents, illness, relocation etc. Taylor, P. (1998). Seven staff selection myths This article outlines seven commonly held misconceptions about recruitment and selection practices. Areas discussed include the validity...
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...1. EXECUTIVE SUMMARY “The structure of an organization consists of relatively fixed and stable relationships among jobs and groups of jobs. The primary purpose of organization structure is to influence the behaviour of individuals and groups to achieve effective performance.accoring to” Gibson, Ivancevich, Donnelly and Konopaske (2009:418). Organisational structure and job design are key determinants of employee job performance and satisfaction. The degree to which the employee fits into the designed job and structure will determine the quality of performance and job satisfaction of that employee. The small life insurance company has a functional organisation structure that is associated with high human cost, boring, insignificant and monotonous jobs. This type of structure has resulted in job dissatisfaction, high turnover and absenteeism. The researchers start the analysis of the case by studying the critical relationship between job performance, job design and organisational design, and contrast the views of Gibson et al. (2009), Colquitt et al. (2008), van Dyk (2005) and Autry (1996) amongst other authors. The analysis reveals that congruency between job design and organisational design ensures desirable job performance by matching the right employees with the right jobs. Quality of work life and job enrichment play a major role in employees’ job satisfaction and this makes them perform at their optimum best. The researchers go on to identify problems that the insurance...
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