BUSM 4194 Leading for Change (Singapore semester 3, 2013) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN AND DEXTER DUNPHY Introduction Yarra Valley Water (YVW) is widely recognised in Australia as a leader in corporate sustainability. The Victorian Government-owned water utility delivers water and sewerage services to over 1.6 million people in the northern and eastern suburbs of Melbourne. Its operating licence covers over
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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
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LEADERSHIP TASK 3 Leaders act as visionaries who help individuals to plan, lead, control and organise activities (Jooste, 2004, website). Mullins (2010) stated that leadership is a concept of teamwork, getting along with other people, inspiration and creating a vision. There are a lot of new challenges in the healthcare setting. Health professionals can’t deny the fact that we are working in an ever changing environment. New approaches, new technologies, new techniques are evolving to improve
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Learning and Change for Sustainability at Yarra Valley Water Patrick Crittenden Suzanne Benn Dexter Dunphy A Case Study March 2010 Enquiries The Australian Research Institute in Education for Sustainability Graduate School of the Environment Macquarie University NSW 2109 ariescoordinator@gse.mq.edu.au (02) 9850 8597 2 Contents Introduction ............................................................................ 4 Methodology ............................................................
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the University of West London (UWL) has offered me a broader knowledge base that I will be able to apply to improve nursing care outcomes concerning patient care, quality standards, and other nursing skills. In this respect, graduating from a nursing program will offer me the opportunity to be a better healthcare practitioner and work within teams for the best outcomes. In fact, the higher education knowledge base that I will acquire upon graduation will make me more attractive to employers. In this
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Management of Change Why is the concept of a learning organisation so important to the future of Healthworks Limited? Organizations have recognized the commercial significance of organizational learning and the concept of the ‘learning organization’ has been a vital orienting point in this. Writers have required to identify model, or ideal forms, ‘which real organizations could attempt to emulate’ (Easterby-Smith and Araujo 1999: 2). In this sense the learning organization is an ideal, ‘towards which
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inclusion model of instructional delivery. Analyze the value of collaborative consultation as an inclusion model of instructional delivery. Analyze ways to create a collaborative school culture to promote professional growth and leadership. Determine some of the causes of education-based conflict. Evaluate problem solving and negotiation strategies to resolve education-based conflict. Recognize the importance of knowing personal strengths and weaknesses in conflict resolution. Evaluate verbal, non-verbal
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understanding of the learning process all drive the educational community to adapt and develop new strategies for developing and presenting needed curriculum. Curriculum can be defined in many ways. At its most fundamental roots, curriculum is a roadmap of planned ideas that are aimed at assisting the learner to acquire knowledge. In a more constructive sense, curriculum is an educational plan to assist in the delivery of information related to specific subject areas which meet specified learning goals (Dowd
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Leadership An interdisciplinary team requires many different disciplines working together to accomplish the same goal of excellent patient care by focusing on outcomes. Two strategies that enable a nurse on an interdisciplinary team to exert leadership without occupying a formal leadership role is knowing what issues need to be addressed and taking a stance to do something about them and remaining positive. By speaking up, the nurse brings concerns to light and reduces patient risks. The nurse
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performance management, knowledge management and learning organizations, BSC process is used as the Knowledge Management tool. This structure creatively applies structural characteristics of BSC to Knowledge Management and is expected to systematically raise knowledge workers’ productivity. KM formed the cornerstone of E-Land Group’s operational excellence strategy. Following four reasons are ① Capturing and sharing best practices: The Chief Knowledge Officer’s team created an integrated KM/performance management
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