...How does leadership shape organizations and how do organizations shape leadership? Discuss critically by drawing on theory and research, using an example relevant to HR to illustrate your points. In today’s continuously changing world, the only constant that an organisation would hope to have is the people in it. It is the leaders of an organization that ultimately result in the achievement of its goals. In simple terms, Leadership can be defined as a process or phenomenon wherein one individual successfully attempts to define or outline the reality of the others in an organization (Smircich and Morgan, 1982). The leader’s thought processes, their previous experiences, their understanding and reading of situations and the resulting actions they take affect this reality. Thus, every organization is shaped by the actions of its leaders. Alternatively, an individual rises to the ranks of a leader only when the organization invests in the person and creates opportunities for leadership. Thus the organization too plays an important role in shaping its leaders. This essay explores the interdependent relation between an organization and its leaders, and how actions taken at both individual and organizational level, affect the role that each one plays in achieving targets. Before outlining the impact leaders have on organizations and vice versa, it is imperative to understand the parts of the organization that can be affected or influenced by a person. These parts mainly constitute...
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...Introduction Organizational change can be described as numerous individuals undergoing a similar change process at the same time. Each individual will be making choices relative to her personal situation and the culture that binds the group together. While there may be large sub-groups with similar beliefs and values there will also be some individuals that are outside the norm of any particular sub-group. And each sub-group will be sufficiently different from the others as to require special consideration for the change effort. Similarly, there will be individuals at all stages of readiness to change, each requiring a different effort for motivating them to the next stage of change. Therefore, the organizational change effort needs to be approached as a process of identifying the individual sub-groups with different decision-making processes and readiness to change. Each identifiable sub-group will require a change process tailored to the needs of the individuals within the group. Common throughout this change effort is the continuing focus on behavior, what drives it and what factors can be leveraged to cause a change from the existing behavior to another that is desired by the intervener. ) Ross A. Wirth, Ph.D. (2004) Today, business leaders are facing the complex task of leading their organizations and even their countries into the future. A tendency aimed at stressing opposite values. Decentralization, involvement, and personnel development are believed to be...
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...Change and Culture Niccolo Machiavelli once said, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” It is how well your organization manages change that impacts the success of the business. Change affects all areas of business- formal and informal groups, work culture and climate, and organizational design. The organization is accountable to all stakeholders, most importantly their clients. The organizational culture influences services as perceived by those clients. This paper will consider a case study where the middle manager in a health care organization has merged with a previous competitor. Up until now, employees saw the competition as an enemy that provided a poor quality of care. The new corporation, however, has in place several inpatient and outpatient services that the organization does not. This paper will address the impact of the sale on the culture of the new combined organization. It will also address how the middle manager can ensure that the combined staff will work together to provide quality care without taking on a competitive stance. Lastly, it will describe what the organization will look like in terms of systems and shape. The primary interest in mergers and acquisitions is to create or exploit synergies (Dalton, n.d.) Unfortunately most mergers and acquisitions fail because there is too much focus on finances while...
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...21st CENTURY” Braşov, December 02-03, 2011 ORGANIZATIONAL CULTURE LTC. Tirtan Catalin Army Academy “Nicolae Bălcescu”/ Sibiu/ Romania Abstract: This article examines the existing literature on relationships between an organization and its culture, processes and approaches, individual efforts of those involved from leaders to employee. The paper further argues that certain organizational cultural attributes contribute to the shaping of future courses of action, failure or not in achieving change, and considerate the goals and strategies of the business. Next, this article focuses on vision, values, and mission as core descriptive of an organization and the climate required for successful achievement of the mission statement and vision statement. Basically, organizational culture is the personality of the organization, and will drive the employee’s efficiency and company performance levels. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors, and leadership. Keywords: Organizational, vision, mission, culture, performance, culture of forgiveness, and leadership 1. Introduction Organizational culture can be described as “the personality of an organization”, or simply as “how things are done around here”. It shows how employees think, act, and feel. Organization culture is a key aspect to the organization's success or failure. Organizational culture “shapes the way people act and interact and strongly...
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...Business issues and the contexts of human resources Student’s name: University’s name: Author’s note: Executive summary Business issues have been one of the major contexts of HR. This has contributed effectively on organizational development. The major focus of the researcher in this topic will be to assess key features on performance appraisals and other areas of business. The researcher has studied major forces that shape the HR agenda. In order, with Harvard and Ulrich model, the researcher has studied organizational effectiveness on business ethics and accountability positions. Moreover, the researcher has studied core aspects of organizational and HR strategy on business environment and planning attributes. Thus, through SWOT analysis, the researcher has initiated vertical and horizontal aspects of business planning and strategies on major policies and plans. Table of Contents Introduction 4 Identification and analysis of the major forces shaping the HR agenda in the organization (AC 3.1) 4 Examination of HR roles within the organization that contributes to organizational effectiveness, business ethics and accountability (AC 3.2, 3.3, 3.4) 5 Flow of human resource 7 Reward systems 7 Employee influence 7 Work systems 7 HR contribution to design and implementation of organization’s business and HR strategies in describing the techniques and tools required to analyze the business environment on planning purpose (AC 4.1, 4.2, 5.2) 9 Management capability...
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...Change and Culture Case Study 1 The struggling economy, the emergence of new technology and the government’s healthcare reform is pushing hospitals to seek refuge in another resulting in a merger. A merger is the consolidation of two establishments into a single legal entity (Hayford, 2012). In the health care industry, mergers are rising in numbers. Mergers transpire due to a variety of reasons; to increase in size to gain better negotiation power with managed care providers who tend to bypass smaller organizations, to penetrate new markets to attract additional customers, to improve efficiency evolving from centralized administrative practices, and to express overall value of promoting readily available comprehensive care by shoring up smaller community-based facilities, keeping them from closure (Liebler & McConnell, 2008). Despite the reason for the merger, when two health care organizations merge, the organizational dynamics change considerably from the leaders in the board room to the medical staff on the hospital floors, and the impact has a short and long-term ripple effect throughout the newly formed organization as performance, mission, values, and culture will be restructured. The restructure of a new organization resulting from a merger and the role of the middle manager in developing an environment that the combined staff can work on will be analyzed further. Additionally, a description of the newly formed organization from the merger in terms of system and shape...
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...Introduction About Simmons: Simmons, founded by Zalmon Gilbert Simmons, is a family-run company. In 1875, Simmons decided to change their business from wood products to woven wire mattresses, which contributed great profits to the company. During 1920s, Simmons had been an international firm with factories in Mexico City, London, and Paris, unusual for the era. But in 1978, Simmons ceased to be a family-run business. Following this switch came a succession of many owners, leaving Simmons unstable and without a long-term vision. In late 1999, Fenway Partners, who bought Simmons from Investcorp in 1998, decided to pick Charlie Eitel as the CEO of Simmons. Now headquartered in Atlanta, Simmons has 18 bedding manufacturing facilities that made mattresses across the U.S. The Simmons Situation Charlie Eitel, the fairly new CEO of Simmons, has a lot on his plate. His company is struggling, and he needs to rebound. There are many contributing factors that could lead to the demise of Simmons. These factors mostly branch off of the country wide economic struggle following 9/11. In addition to 9/11 backlash, he is also faced with the recall of a product from a supplier. While these issues are quite harmful, they are external characteristics and he can do very little to affect them. What he can effect is his within his organization, specifically, the workers. When analyzing the company he has noticed that there is a large divide in production coming from certain plants, and...
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...Change Analysis While everything changing around an organization, remaining indifferent is impossible. Day by day technology, business styles, manufacturing processes, in brief everything is changing. If an organization can not keep up with change process it will downsize and loose its competition power. When your rivals using new technology, you can not compete with old technology. During change process, different approaches needed by different type of organization. That is clear that every organization is different and different change approaches should be used for change process. Six different change images handle the change process from a different perspective. Change manager could approach the change process from different ways, but in a controlled manner. If a manager knows its organizations structure very well and also analyzed the structure, he/she handle the required approach for change process. Achieving the desired outcomes for the change process are crucial. Using change images helps to achieve the desired outcomes from the change process. Reaching planned and intended outcomes will be easier with the change images approaches. Six images of change helps to control and shape the changing process. Change manager as a director indicates controlling process. Several steps should be followed for a successful change process. If director follows the certain steps for change, intended outcomes will be achieved. These several steps should be used for change managers...
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...introduction to organizational analysis (the three lenses) Personal Schemas * Essentially, a schema is knowledge system through which a person interacts with the world (a cognitive structure that represents organized knowledge about a given concept/type of stimulus. A schema contains both the attributes of the concept and the relationship among the attributes) * Schemas are helpful because they allow people to function in cognitively efficient ways (for example, you establish certain patterns of action so that you don’t have to think about your actions every time) * In organizations: individuals are surrounded by complex & noisy information people engage in cognitive processing such as structuring or finding recurring patterns (for example, completing routine tasks without much conscious awareness) * Schemas can be helpful but it is important to be aware of assumptions and to seek additional information about organizational life, since there are multiple issue with schemas: * Schemas can become outdated: schemas need updating, since they are derived from experiences which need to evolve in the future (example: sticking to schema of men in professional roles is now outdated as more women have entered the workforce) * Schemas also shape organizational life, so they can prevent change if they don’t adapt (example: making it harder for women to enter professional roles because schema is defined by males) * Schemas resist change: this is especially...
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...HCS/514 MANAGING IN TODAY'S HEALTH CARE ORGANIZATION Start Date: 11/08/2011 Print COURSE DESCRIPTION This course focuses on the adaptation of organizational management to evolving health systems. Students will examine organizational theory, organizational performance, structure, change management and human resource management. Students apply various organizational theories to contemporary issues. Week 1 - Topic 1: Organizational/Management Theory Objectives Describe organizational design, function, and processes. Explain how accountability affects the behavior of an organization. Illustrate factors that define and shape an organization. Materials READ ME FIRST Week One Textbook used in this course: EBOOK COLLECTION: Liebler, J.G. & McConnell C.R (2008). Management Principles for Health Professionals. (5th ed.). Sudbury, MA: Jones and Bartlett. Reading Assignments for Week One: EBOOK COLLECTION: Management Principles for Health Professionals, Chapter 1 EBOOK COLLECTION: Management Principles for Health Professionals, Chapter 3 EBOOK COLLECTION: Management Principles for Health Professionals, Chapter 4 READING: Required Electronic Reserve Readings:"Ethical implications of transparency." by Nelson and Campbell ARTICLE: Week One Electronic Reserve Readings Assessment Memo Assignment: A new CEO has just taken over your organization and would like a brief report on the current state of your organization in order to formulate a strategy for improving its performance...
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...Intel Ivy Cuttino Strayer University Dr. Bobby Barrett HRM 560- Managing Organizational Change April 20, 2012 Intel was in the bad shape in the Barrett’s tenure and he had to implement changes to cope with internal and external pressures. The specific pressures that required Intel to change were Intel’s bad products with delays and shortages, overpricing, bugs in its system, shares going down, slowing global chip demand, slowing economy under impact of September 11, 2011 and its rivals becoming stronger. It was a really hard time for Intel and a big challenge for Barrett in order to remain the company’s reputation. Discuss the different changes at Intel over the first 3 years of CEO Barrett’s tenure. When Barrett came in Intel three years ago, he took some bold moves. He expanded into the production of information and communication appliances as well as services related to the internet. He also reorganized internal system to avoid duplications and improve coordination within the organization. The example of duplication was that the network operations group and the communications unit sometimes were in competition with each other, selling similar products to the same customers and Barrett needed to reorganize them. Moreover, new business units were created to enable decentralization and delegation of decision making, which makes the company better coordinated and more nimble. Barrett also wanted to change the culture of the organization toward better customer relations and away...
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...Change is an unavoidable part of working and living. People can react to change, the stress change causes could be huge, and change could provoke some resistance from the followers to the proposed change by the leadership. If it is presented well, it is possible for it to be an opportunity for the development of a professional rather than additional problem with which nursing staff and their patients have to deal with. Some changes could be unexpected; many are stimulating, leading us to new challenges and opportunities. Anytime changes occur too quickly, it can make us very uncomfortable. Most of the time change is difficult and the leader and the follower will stress because there would be resistance from the followers. The team would question why they would have to leave their comfort zone to experience what they do not know what the outcome would be. The leader must be ready to present to the followers all the objectives for the change and the reason must be genuine. A committee may be formed to research on the way the change will be executed. The outcome of the committee findings will be presented to others, so in a way the idea is not going to sound as if it is it from the leader only or that the leader is imposing on the followers. Two models of change will be discussed in this paper: they are Lewin’s model of change and IOWA model. Lewin’s model of change explained the stages of change process using the changing of ice block. His model was described using these terms...
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...Summary: Organizational Culture: Corporate Culture in Organizations Leadership and Management in Nursing September 3, 2013 Summary: Organizational Culture: Corporate Culture in Organizations Summarize your perception of the article content? This article discusses how difficult it is to define culture in the work environment. Culture encompasses everyone’s life at all times and is a commanding unit that shapes the, “work enjoyment, work relationships and work processes.” (Heathfield, S.M., 2013). Culture consists of values, beliefs, underlying assumptions, attitudes, and behaviors shared by a specific group and is characterized within the group through language, decision making, symbols, folk lore, and work ethics. Within this article seven characteristics of culture are discussed. These characteristics of culture include: * Culture = Behavior – This shows us how culture should not be described as positive or negative but merely signifies the overall functional customs in a particular environment. * Culture is Learned - Various activities are learned by a positive or negative consequences subsequent to their behavior. * Culture is Learned Through Interaction - Personnel absorb culture by interacting with each other at the work place. * Sub-cultures Form Through Rewards – This occurs with value rewards that are not related with the behaviors anticipated by managers but by social reward from coworkers, project teams, and work units. * People...
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...they are almost polar opposites. Deal and Kennedy’s approach is based on five basic elements of organized culture: business environment, values, heroes, rites and rituals, and the cultural network. They believed “what companies do in their competitive environments shapes the reality of how organizations manage activity and whether they are successful.” (Shockley-Zalabak, 2012) Values help people put effort towards the right things. These values allow people to be dedicated to a cause, which guides decisions about different kinds of situations and behaviors. These values could both help and limit change when it may be necessary to make certain changes in organizational environments. Deal and Kennedy (1982) believe that heroes are every day human beings who become role models for the values of the culture. Stories of these heroes help guide members of the organization in what they should do and what is expected and valued. Rites and rituals serve the same purpose. Management rituals are described by Deal and Kennedy as “formal meetings in which rituals develop about the number held, the setting, the table’s shape, who sits there, and who is in attendance.” (Shockley-Zalabak, 2012) They feel this form of organizational communication is the cultural network and the only way to be truly successful, in a sense. The Classical Management approach comes from an era of scientific and technological progress. Frederick Taylor’s scientific job designs are in nearly every human resources...
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...Plant February 23, 2015 Change within the healthcare industry is occurring at an exponential rate. Although change is not new to healthcare, the underlying reasons for change are diverse compared to other industries. Consumer perception that healthcare is a right has inspired regulatory changes that affect both access and quality of care, adding to the already escalating costs. The entry of investor-owned companies into the acute-care markets in the late 1960s has created a challenging and changing healthcare environment, which threatens the survival of those unable to adjust to the trends of the industry (Johnson, 2009). Other factors contributing to unpredictable changes in the healthcare industry include the exclusive expertise of the providers, the physician/hospital relationship and related referral patterns, the absence of a traditional competitive market, and the fragmentation of the industry. The concept of change is far too broad to justify any one definition. Extenuating circumstances and unpredictable shifts within the healthcare industry require a strategic management model that addresses both change and changing. Visionary leaders must be alert to external change and have the organization prepared to respond by changing internally. Consequently, everyone in the organization plays a role in change management. Among the many definitions of change reported in the literature, transitional and transformational changes provide the most practical distinction...
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