...Organizational Change Plan – Part I The definition of organizational success is critical, though extremely difficult to define. Sharma (2009) states, “The success of any organization is reflected upon by its performance which is in turn highly dependent upon its strategies” (p. 7). To identify a strategy of successful performance, it is important to have an understanding of the desired the level of performance. With regard to individual performance and performance evaluation metrics, my current work unit is lacking and struggles to report accurate data for how an employee performance evaluation relates to units of service as well as error percentage. In the current state, there is not a single system solution to collect data therefore causing a painstakingly manual process to collect any form of data metrics. This organizational change proposal will identify the need to develop a comprehensive strategy of employee evaluation using the balanced scorecard approach. This performance management strategy will define the necessary performance tools for a successful implementation while ensuring the performance evaluations defined by the strategic goals governed by the institution. Need for Balanced Scorecard Identified According to the current job description, the sole responsibility of work unit staff is for the review of submitted laboratory samples, requisitions, and pathology reports for accurate and timely accessioning of patient and testing information into the...
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...Organizational Change Plan - Part 1 Lynn Clark Creating Change within Organizations HCS/587 Debra Kent May 06, 2012 Organizational Change Plan - Part 1 Within any organization change occurs on a daily basis. Staff understanding the need for these changes is essential to the success of the change. Changing from paper to paperless patient check-in has become necessary at the Northwest Primary Care Clinic. Patient satisfaction has promoted this change. Having patients checked in and ready to see their providers at their scheduled appointment time has become high priority. Discussed here will be the need for the change, individual and organizational barriers to the change, factors that may influence the change, factors influencing organizational readiness, the theoretical model used, and the internal and external resources available for support of change. Need for the Proposed Change Having patients checked in and ready to see their providers at the scheduled appointment time not only allows providers the time they need to assess and care for the patient, but also leads to increased patient satisfaction (Anderson, Camacho, & Balkrishnan, 2007). Patients expect that once they have gone through the check in process they will be triaged, and see the provider at their scheduled time. If the patient is left in the waiting area for an extended period he may become upset, and believes that his needs are not important to the staff or provider. Patient satisfaction...
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...University of Phoenix Material Management Response to Change Worksheet Part A: In the boxes, provide descriptions of the six different perspectives for response to change. Then, prepare the generic response you would provide, as a manager, as a response to change in that particular perspective. Manager responses to each perspective should be at least 100- to 200-words. The Management Response to Change Worksheet is due in Week Two. Organizational Renewal Description: Manager response to change: System Approach Description: Manager response to change: Sociotechnical System Description: Manager response to change: Future Shock Description: Manager response to change: Organizational Transformation and Development Description: Manager response to change: Planned Change Description: Manager response to change: Part B: Respond to the following questions in 150- to 300-words: • How does corporate culture affect management responses to change? What is the role of management? • As a manager, how do OD goals and values relate to the cultural role of management? Just like anyone else, managers are drawn to people just like themselves. It seems common that managers tend to hire new people who are just like themselves. So then the organizational culture within in an organization is continually reinforced...
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...UNDERSTANDING EMOTIONS IN ORGANIZATIONAL CHANGE Table of Contents 1. Abstract 3 2. Introduction 3 3 Relating Emotions and Identity and Change 4 3.1 Emotions and Identity connection 4 3.2 Continuous Change Challenges Identities 5 3.3 Identity Work and Emotion in Change 6 3.4 Organizational change and Emotions 7 4. Counter Productive Emotion Management 8 4.1 Display Rules 8 4.2 Change Roles and Obligations 9 4.3 Interpersonal Influence 9 5. Guidelines for managing emotions during change 9 6. Discussion 10 7. Conclusion 11 8. References 12 Abstract Change is endemic. It is rapid, and often has significant implications. Change has become the norm rather than the exception, leading organizations through fundamental change processes still poses a major challenge to management. Emotional reactions are often viewed as one of the obstacles to successful change. In this paper I re-conceptualize the emotional experience of change through an identity lens, guided by the question of how and why organizational changes tend to be experienced emotionally. Firstly, I argue that continuous organizational changes are experienced emotionally. Secondly, I view identity as constructed from experiences relating a person to his/her world. I argue that organizational change alters such relationships which form our identity. And third I assume that as outcome of such disruptive changes, individuals engage...
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...Restructure of GE Healthcare’s Service on Medical Equipment Introduction GE Healthcare is a global known publicity traded company that is headquartered in the United Kingdom. GE Healthcare is among the top companies worldwide providing high-end medical equipment and service to hospitals and clinics. The organization I based my OCI paper on is a small section of GE Healthcare that is in charge of providing and servicing high-end medical equipment to the Chicago land area. This area is called the Heartland LCT (Local Customer Team), and it expands as far south as Kankakee IL, and as far north as Waukegan IL. The zone also extends from downtown Chicago to DeKalb IL and all in between. The vast majority of modalities that the LCT services are in the imaging department. The main systems are Magnetic Resonance Imaging (MRI), Computer Tomography (CT), Xray, Ultrasound, and Mammography. The LCT is broken up into teams so that each team services a specific modality in the wide area. Currently there are a total of about 65 field engineers that service these modalities. I am part of a group of 15 fiend engineers that service the MRI’s. I am in charge of several accounts that are located mainly in the west and north suburbs of Chicago. Although this has been a really effective way of servicing these systems in the past, lately we have been loosing some big accounts to the competition. One of the main reasons hospitals decide to go a different route is the way service...
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...Running Header: Organizational Change MICHAEL HEDRICK BUS610 ORGANIZATIONAL BEHAVIOR WEEK# 6 JOSEPHINE CAROLA 03/26/2012 ORGANIZATIONAL CHANGE 1 INTRODUCTION Organizational Change is when a company or organization goes through a transformation that occurs when business strategies or major sections of the organization are altered. Planned change is an effort to move an organization to a higher level. Unplanned change happens when pressures of external factors are so overwhelming that resistance to change is unavoidable. Today it is commonplace to note that the volatility of changes confronting organizations has dramatically increased (Greenwood & Hinings, 2006). In this paper I will describe the organizational change that my company implemented when taking over a college bookstore that it obtained in a multi-bid competition. Given the opportunity to advance within the company, a stable work environment will lead to job satisfaction and a long-term commitment to the organization. Organizational change is by no means a distinct discipline with clearly defined boundaries. It borrows from a number of disciplines, making it difficult to define its core concepts (Burnes, 2005). In order for a merger or takeover to be successful, organizational change must have participation and commitment from the employees affected. DESCRIPTION OF CHANGE My company...
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...ORGANIZATIONAL DEVELOPMENT – FINAL ESSAY ------------------------------------------------- According to the integrative case “B.R. Richardson timber Products Corporation” we will work out a report with theoretical approaches and practical proposals in order to achieve organizational change within this firm. First we want to suggest a model and a prospect to entering in contract with the Corporation. For guiding our report work we stick to the General Model of Planned Change. This Model provides 4 steps of granting a Change and Improvement by addressing the tasks of Entering and Contracting, followed by Diagnosing, Planning and Implementing Change and finally Evaluating and Institutionalizing Change. We will begin through suggesting and guiding the Entering Process. 1. Before both sides the OD practitioners and the Management of the B.R. Richardson Corp. are starting with any measurements or activities they have to clearly clarify the organizational issues. This is useful and important according to the aspects of providing a similar and shared basement for cooperation, exactly defined duties, rules and responsibilities as well as setting common goals. The entering process often means to the client organization a kind of opening, revealing internal issues and weaknesses to strangers. This concerns and attitude of rejection must be unlearned previously in order to build a trustful and strong relationship of working together with the consultants. The first step is clarifying...
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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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...approaches to change of organizational development (OD), appreciative inquiry, and sense making are embedded in the case study “Change at DuPont.” OD – Organizational Development is clearly the main focus here at DuPont. Tom had a vision to improve the organizational standards at DuPont not focusing on any problems that may have been present. The projected outcome for DuPont’s organizational structure was improving for the better of the company and the employees. Tom wanted to development to increase productivity for the company and its employees which would allow to company to be in a better stable place in the near future. Tom was building a strong foundation for the company which would benefit everyone involved. Tom seemed to show all the necessary skills needed to push his desired change. Appreciative inquiry – This approach points to the assumptions underlying the appreciative inquiry approach to change, which seeks to identify what is currently working best and to build on this knowledge to help develop and design what might be achieved in the future. Apparently, the southern stock-car racing metaphor was predominately used to explain teamwork, but was also the pattern for accomplishing it as well (p. 211). Once a particular system is introduced to employees, it’s usually hard to introduce a new system. Sense-making – There has been arguments that sense-making activities across the organization are indicative of the importance of understanding change as the accomplishment...
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...The British Airways Debacle 1. From the perspective of organizational development; there should be a planned, top-down, organizational-wide effort to increase the organizational effectiveness and health. On the other hand the wild cat strike happened because there was forced imposition. There was a unilateral decision taken to introduce swipe cards (Palmer, Dunford, & Akin, 2009). It was not thought out well because it was introduced at the beginning of the summer quarter, which is also at the start of the peak holiday season. From the perspective of sense making; the management needs to form an awareness of the key elements relevant to the situation. In addition, the management must form an understanding of the means in some bounded context, based on past experiences, training, education and cognitive capabilities. Finally making decisions by generating alternative response action to control the situation, identifying the objectives, constraints, and factors that influence the feasibility and desirability of each alternative. In BA the management did not form an awareness of key elements; they did not realize that the move was being interpreted to manipulate their working patterns. The management did not understand the importance of not introducing an unpopular system before the peak season. Finally, this was not a decision made by examining different alternatives and evaluating them properly. This was an ad hoc decision taken by the management without considering...
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...McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C H A P T E R 15 Organizational Culture AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : Learning Objectives I Describe the elements of organizational culture. I Discuss the importance of organizational subcultures. I List four categories of artifacts through which corporate culture is communicated. I Identify three functions of organizational culture. I Discuss the conditions under which cultural strength improves corporate performance. I Discuss the effect of organizational culture on business ethics. I Compare and contrast four strategies for merging organizational cultures. I Identify five strategies to strengthen an organization’s culture. McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C arly Fiorina is taking Hewlett-Packard back to the future by reformulating the California-based technology company’s legendary culture, known as the H-P Way. “The H-P Way is about innovation; trust and respect and integrity; contribution to community; and performance,” says Fiorina, H-P’s first CEO hired from outside the company. The problem, she argues, is that employees have distorted these values over the years. “The H-P Way has been misinterpreted and twisted as a gentle bureaucracy...
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...Part I The charismatic and passionate CEO, Jack Donally helped transform Innostat from “a small local manufacturer of scalpels and other surgical equipment into the world’s best known maker of prosthetic limbs and surgical implants” (Beer, 2006, p.43). Under his leadership Innostat enjoyed outstanding financial performance, with sales reaching more than $2 billion. During his tenure at Innostat Jack was widely respected, admired and perceived as a charismatic leader. According to Weber (1947), charismatic leaders are endowed with exceptional powers or qualities. In addition they are attributed with the following personal attributes: self-confidence, vision, dominance, a need for influence, and articulation ability (Bass, 1985; House 1977; Conger, 1985). It is widely agreed that followers perceive their leader as charismatic when at time of uncertainty and stress he/she provide radical vision that guides the organization to success (Weber, 1947; Trice & Beyer, 1993). In the case of Innostat, it is evident that Jack was able to transform the firm from a small and probably loss making local manufacturer into the world’s best known maker of prosthetic limbs and surgical implants. This made his workers believe that he is endowed with exceptional abilities and their respect towards him grew over the years. However, three years before Jack’s retirement the company lost its innovative edge and as a result, its performance dramatically declined. Applying the Burke-Litwin model...
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...Change Management Questionnaire Alex Reed University of Phoenix December 20, 2010 ORG/6502 Gerald Ingersoll McShane – Von Glinow (2008) refer to organizational structure as the division of labour as well as the patterns of formal power, coordination, communication, and workflow that direct organizational activities. Johanson (2000) suggests that organizational structures are frequently used as tools for change because they establish new communication patterns and align employee behaviour with the corporate vision. Kurt Lewin developed a landmark, three-stage organizational planned change theory model which explains how to initiate, manage, and stabilize the organizational structure change processes Johanson was referring too. Colvin’s (2007) assumptions of Lewin’s model were that the change process had to involve new learning; the elimination of current attitudes, behaviours, or organizational practices; and there needed to be some form of motivation to change. Colvin went on to imply that employees were a central part of any organizational structural change, that change would only occur when the employees changed, and that effective change requires continuous reinforcement of the new behaviours, attitudes, and organizational practices. Colvin concluded that resistance to change is found even when the goals of change are highly desirable. McShane – Von Glinow (2008) indicated that according to various surveys, more than 40 percent of executives identify...
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...Organizational Behavior CASE ANALISIS- BUCK & PULLEYN This report analyzes and evaluates several of the steps taken by Buck and Pulleyn during their restructuring process. The focus will particularly be on the initial and the middle stages of those changes. The implementation of those restructure changes, the different strategies used to foster those restructure changes and the determination of how Buck and Pulleyn will react to a possible change in leadership will also be analyzed throughout this report. As shown from a recent Organizational Change seminar provided by Webster University, the restructuring process is not only challenging but will almost likely be met by some type of obstacle or obstacles which will hamper that process. The main obstacles or problems hindering Buck and Pulleyn’s restructuring process is an agency that in itself has remained relatively static with regards to structure and organizational management for almost11 years, an agency which has shown a lack of employee input in decision making, and an agency with a departmentalization type structure that fosters the famous “Silo Effect” of management. Due to these and other problems, this report will address how Buck and Pulleyn tackled the issues and I then provide some recommendations and solutions on how to correctly apply effective organizational changes to their current organizational structure. The initial change initiatives proposed at Buck and Pulleyn are interesting but at the same...
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...Studies 6 Why Do Change Management Strategies Fail? ---Illustrations with case studies Xiongwei SONG∗ Department of Politics, University of Sheffield ABSTRACT: Change management is crucial to the survival and development of organizations, the more effectively you deal with change, the more likely you are to thrive. However there are a large number of failures of change management. Organizational change itself is a considerably complex activity; any tiny mistake in change management could lead to the failure of organizational change. Consequently this paper is impossible to encompass all factors that could result in the failure of change management. This paper attempts to explain why change management strategies fail from four perspectives (leadership, culture, people issues and quick response) that are major factors to determine whether change management is successful or not. INTRODUCTION Change for organizations both large and small, whether in the private, public or voluntary sectors has been inevitable for the past decades or so. Such trends of organizational change are increasing in frequency, pace, complexity and turbulence under current situation, and there appears to be no sign of abatement. The concrete purposes of change management for different organizations are probably not the same, but the ethos of change management is the same, that is, making the organizations more effective, efficient, and responsive to the turbulent environment changes. Through the comparison...
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