...Organizational Change Plan – Part II Shana S. White Creating Change within Organizations/HCS/587 December 10, 2012 Charles Silveri Organizational Change Plan – Part II According to Managementstudyguide.com (2008-2012), implementing change is “the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance.” (para. 1). Within an organization, change is implemented in phases. These phases includes the “disbursement of abundant resources to strategy-essential activities, creating strategy-encouraging policies, employing best policies and programs for constant improvement, linking reward structure to accomplishment of results, and making use of strategic leadership” (Managementstudyguide.com, 2008-2012). This means that the process of implementing change within an organization does take a management team who is willing to follow the correct protocol to ensure implementation was successful. There are checkpoints which are designed for checking to make sure the process of change was implemented correctly. So, making sure that mild stones are meet within the implementation process does evaluate the process and ensure that the organization is on the right track so the change can be sustained over an extensive period of time (Cliff Notes, 2012). Methods Used to Monitor Implementation of the Proposed Change ...
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...Organizational Change Plan Part II Mia A. Lowe HCS/587 December 2, 2013 Dr. Sonnia Oliva Organizational Change Plan Part II Moving, which is the implementation phase is the second phase in Kurt Lewin’s theory. During this phase, organizations begin to implement changes and the behaviors of the employees start to change (Spector, 2010). According to Lewin (2010), “Those new behaviors, must become permanent, for at least a desired period of time” (p. 29). The stakeholder’s agreement to implement a Telemedicine Intensive Care Unit (tele-ICU) in the Medical Intensive Care Unit (MICU) becomes operational. The second part of this Organizational Change Plan focuses on strategies for implementing a tele-ICU in the MICU. The chief medical director assigns a project manager to the project to oversee the implementation of the tele-ICU. The project manager schedules large weekly meetings with the stakeholders to ensure everyone is completing their assigned tasks. The project manager has an issues log containing issues categorized by subject, owner, and pending due date or completed date. The purpose of the issues log is to track and resolve issues as identified to keep the project moving forward. If the stakeholders in the meeting cannot resolve the issues, the project manager reviews the issues with the chief medical director for resolution. In addition, the project manager schedules small group meeting with different departments. The small groups report...
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...Investment Services (IIS) is a financial services industry company which has been struggling to survive in a market which has been in constant state of flux, never certain and always chaotic (University of Phoenix, 2008). IIS has “barely managed to survive, but resisted making a drastic, strategic shift” (University of Phoenix, 2008, p. 1). The changed market conditions have led to the changed vision of IIS which is: “Provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer” (University of Phoenix, 2008, p. 1). This new vision has not been realized yet and therefore, the Executive Vice President of Marketing and Sales has been released of his duties and was replaced by Janet Angelo as new Executive VP of Marketing and Sales. A number of reasons contribute to the fact that why the transformation of IIS was not successful and these reasons are (1) no clear communication about how the change should take place, (2) no explaining and reinforcing on why the change should take place, (3) resistance to the change of key personnel, and (4) the goals to achieve were not aligned with the new strategy. No clear communication has been identified by Kreitner and Kinicki (2004) as one of the main reasons why organizational change initiatives fail. The communication of organizational change and no explaining and reinforcing on why the change should take place...
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...provide its members with the necessary skills to meet current and future job demands. The HRD functions are; Training and Development Organizational development Career development. Training and Development Training is the process of improving the knowledge, skills and attitudes of employees for the short term, particular to a specific job or a task e.g. Employee orientation Skills and technical training Coaching Counseling Development is preparing for future job responsibilities, while increasing the capacity to perform at a current job. e.g. Management training Supervisory development In the field of HRM, Training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational setting, it has been known by several names including; employee development, leaning and development etc. Training and development encompasses three main activities. They are; Training, Education and Development. The principal objective of training and development divisions in to ensure the availability of a skilled and willing work force to an organization ensures that randomness is reduced and learning or behavioral change take place in structured format. Training and development offers competitive advantage to a firm by removing performance deficiencies...
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...Institutional Theory Part One Introduction of Institutional Theory What are institutions? The general understanding of institutions can be defined as a set of formal and informal rules of conduct, made by humans that facilitate coordination or govern relationships between individuals, organizations or government. Examples of institutions include laws, regulations, customs, social and professional norms, culture, and ethics. Selznick (1949) notes that "the most important thing about organizations is that, though they are tools, each nevertheless has a life of its own". While he acknowledges rational view that organizations are designed to attain goals, he notes that the formal structures can never conquer the non-rational dimensions of organizational behaviour. Individuals do not act purely based on their formal roles. Organizations do not act purely based on formal structures. Selznick notes that individuals bring other commitments to the organization that can restrict rational decision-making. Institutions exert a constraining influence over organizations, called isomorphism that forces organizations in the same population to resemble other organizations that face the same set of environmental conditions (Hawley, 1968). Then, the isomorphism was further discussed by DiMaggio and Powell (1983) where the analysis of institutions exert three types of isomorphic pressure on organizations: coercive, normative, and mimetic. Coercive isomorphism refers...
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...Organizational Structure Presentation Action Plan, Part II Audience and Action Plan, Part I Our team has chosen for our audience the board of directors of the organization. To give just a few of our rationale in this choice are that, it is a very viable business in that the market for long term care is growing at an over average rate. According to Lewis (2013), “The Bureau of Labor Statistics points out that the health-care industry will be one of the fastest-growing industries in the United States in the period from 2008 to 2018, with wage and salary jobs growing at a rate of 22 percent. One primary reason for this rapid growth will be the increased number of individuals entering the elderly population” (Industry Growth). Lewis further notes that The National Care Planning Council states nursing homes provide cost effective ways for patient treatment and care. Besides benefit for the community, the organization will benefit from this population growth financially whiles providing a much needed worthy cause. The addiction of this new facility would also bring in more funders, grants, supporters and advocates to help fund and assist the organization to better service the community. Bernadette: Introduction This should be the explanation of what we are trying to accomplish within our paper as well as the power point. BODY Bernadette: The effects of our organizational structure and communication: 1. What is our organization structure? 2. What is our communication...
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...A Harvard university psychologist Ellen langer argues that we are mostly unaware of the assumptions that underlie our thinking and behaviour.as a result our behaviour for most part is largely automatic. We tend to react to situations unthinkingly; it is as if our behaviour is mindless. She suggests 3 manifestations of mindlessness: 1) we tend to get trapped by the categories we create. When we construct a mental model of the world around us, we create categories and make distinctions b/w them. 2) as the experiment above indicates, automatic behaviour is another reflection of mindlessness. Habit or any repetitive behaviour is more likely to lead to mindlessness. 3) actions from a single perspective is a reflection of mindlessness. What are the roots of mindlessness? 1- whenever we perform any task repeatedly, we become expert at it. In psychological terms we overlearn the task. 2- we tend to form a mindset when we first encounter something. Subsequently we have a tendency to cling to it when we reencounter the same thing. Langer calls this premature cognitive commitment. 3- when we believe that the resources we require are limited, we are more likely to be trapped by the categories that we create. 4- we may think of time as a linear entity when in fact under some conditions it may make more sense to think of it as a cyclical entity. 5- both in education and at work we tend to be outcome oriented. We are focused on results rather than the processfor achieving...
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...Santosh(PGP11/173) Supriya(PGP11/184) Group Assignment – Organizational Behavior II – IIMK Introduction ........................................................................................................................................................................ 4 Executive Summary ......................................................................................................................................................... 5 Overview of the Godrej Group ................................................................................................................................... 7 Organizational Structure .............................................................................................................................................. 7 Godrej Group Companies ........................................................................................................................................ 8 Competition .................................................................................................................................................................... 9 Family Business Model .......................................................................................................................................... 10 Key Success factors – Family Business Model ........................................................................................... 11 Structural Change post Liberalization .....................................
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...Module 6 Organizational leadership 3 marks 1) What do you mean by “charisma”? Ans: Charisma is a trait found in individuals whose personalities are characterized by powerful charm and magnetism (attractiveness) and superior capabilities of interpersonal communication and persuasion. According to Weber, charisma is a pure form of authority based on the gift of divine grace. The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership...
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...evaluated in a situational analysis. * Is management planning to expand the business? * What strategy(ies) does management seem to be focusing on? * What is the human resource forecast? Is the company hiring or laying off? a) External Analysis: With a situational analysis, you evaluate external factors that may change the way your company operates. Often these changes relate to your competitors in the market, market and consumer trends, legal requirements, government regulations, mergers and acquisitions, social changes, the economic environment and your customer base. For example, you may evaluate your current and potential customers and look at customer preferences, purchase patterns and behaviors. In the SWOT analysis, you use the information from the external analysis to summarize your company's opportunities and threats. b) Internal Analysis: Organizations conduct an internal analysis as part of the situational analysis to essentially determine in what areas the company meets or exceeds expectations and in what areas it seems to be lacking. The entire organization is typically evaluated, from key staff and its organizational structure to brand awareness and company image. Other...
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...SWOTT Analysis Paper- Honda-Fuel Falon Padron BUS/475 April 29, 2015 Yamil Guevara SWOTT Analysis Paper-Honda-Fuel The following documentation will analyze external, internal, and supply chain analysis that has been proposed for our new Gasoline, and gas station division manufactures by Honda Motors. A SWOTT tables has been added which represent the company’s strength, weakness, opportunity, threat, and trends. Relevant forces and trends will also be discussed in the following document. |SWOTT Analysis | |Strength |Weakness | |- Cater to a variety of vehicles. |Product Range. | |- New innovating signature Fuel. |Similar Competition. | |-Affordable gas price’s. |No Promotion advancements. | |- On site customer service. |Product accessibility. | |Opportunity |Threats ...
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...SWOT of the organization to its mission, goals and strategy. Please read the guidelines carefully before starting your work. Part I: Identification of Organizational Mission & Goals 1) What is the business scope of the organization? Be sure to provide both consumer and product definitions of the organization’s business. 2) What is the vision of the organization? 3) What are the unique values and philosophies of the organization? 4) What are the strategic goals pursued by the organization? Part II: Analysis of External Environment 1) What opportunities and threats do you see or foresee from the general external environment of the organization? 2) What influence does each of Porter’s five forces have on the industry environment of the organization? If the organization operates in more than one industry or market, choose and focus on one in your analysis. 3) Which of the five forces represent opportunities for the organization? Which of them present threats to the organization? Be sure to justify your answers to the above questions by showing your analysis. Part III: Analysis of Internal Environment 1) Which business activities performed by the organization create value to its product(s) or service(s) and why? Which business activities do not create value and why? 2) What organizational resources and/or capabilities have enabled the...
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...Organizational culture is a system of shared beliefs & attitudes that develop within an organization & guides the behavior of its members. It is also known as "corporate culture", & has a major impact on the performance of organization & especially on the quality of work life experienced by the employees. Organizational culture "consists of the norms, values & rules of conduct of an organization as well as management styles, priorities, beliefs & inter-personal behaviors. Together they create a climate that influences how well people communicate, plan & make decisions". CONCEPT OF ORGANIZATIONAL CULTURE: - Culture consists of beliefs & behavior. It is cultivated behavior in the sense that it is learnt from the other members of the society. Organizational culture is the totality of beliefs, customs, traditions & values shared by the members of the organization. Organizational culture stress on sharing of norms & values that guide the organizational members' behavior. These norms & values are clear guidelines as to how employees are to behave within the organization& their expected code of conduct outside the organization. NATURE OF ORGANIZATIONAL CULTURE:- The main features of organizational culture are as follows:- 1. Like an individual, every organization has its own personality. 2. The personality of the organization defines the internal environment of an organization. 3. It differentiates an organization from the others. 4. It is relatively enduring or...
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...International Business Strategy II 1. Liu Shu 6509037 Introduction Google and Apple are giants in technology industry. These two companies provide innovate products or service and have unique organizational structure and culture. Under the increasing pressure of cost reduction and local responsiveness caused by globalization development, both Google and Apple are transforming into transnational organizations. This report will critically evaluate the comparative transnational effectiveness of Google and Apple in terms of motivation means and mentalities, layers of competitiveness, across boundaries management and corporation social responsiveness (CSR). 2. Motivations Means and Mentalities Initial incentives of Apple and Google expansion were different because of their distinct business focuses. Apple generates its profits by selling cutting-edge electronic devices, whereas Google even though has its own products such as some newly invented wearable devices, its benefit basically comes from their advertising. Therefore, Google do not have to secure key supply, and access to low-cost market. Nevertheless, seeking boarder market seems to be very important for both of these to enterprises. Moreover, the emerging motivations for Google and Apple are quite similar. After they began to expand, the forces which triggered the expansion in the first place, may turn into secondary when they make emerging global...
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...CHAPTER ONE INTRODUCTION 1.1 Introduction: Organizational conflict and management involves all types of conflict that occurs in organization and management of this conflict. The present study explored and compared various conflict and their management practice in organizations. The present study also aimed at assessing how much of commitment in the company can be attributed to conflict management practices. 1.2 Keyword: Organization, conflict, management, inters intra. 1.3 Objective I. To learn more about conflict and conflict management. Listening, oral, communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. II. To learn to manage and resolve conflict effectively. III. To make conscious effort to change our conflict management style. IV. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. 1.4 Scope of the Study This study covers the various types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict. 1.5 Limitation: Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management. 1.6 METHODOLOGY OF THE STUDY This study is based on both primary and...
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