1
CHANGES OF ORGANIZATIONS
9
CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-cr ...
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
For this week’s discussion, you are asked to research a bioterroriShainaBoling829
For this week’s discussion, you are asked to research a bioterrorist incident. Begin by reviewing the Media Focus video on bioterrorism in Week 3 of the Content and Activties, then explore the Internet.
Give an example and details from national/international news of a bioterrorist attack.
Address all of the following in your post:
· What was the classification of biological agent used in the attack?
· Discuss the implications of the biological agent.
· Discuss the therapy for the biological agent.
· What are the decontamination procedures for the biological agent used in the attack?
· Define the appropriate level of PPE required for this type of biological agent?
In your post, provide the name of the incident you have chosen, and support your answers with evidence/examples. Please provide a working link and a citation for your source(s).
In your replies to peers, compare the different biological agents, their implications and therapies. Discuss the different types of decontamination procedures and levels of PPE that would be required.
Support your answer with evidence from scholarly sources.
Discussion Board: Managing Dynamic Organizational Processes
Chapter 10: Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
Daft (2021) notes that culture is, “the set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave” (p. 445). Culture allows employees to integrate into a common environment and aids in adjusting to the external environment (Daft, 2021). An outside observer would be able to analyze symbols, ceremonies, dress, and other aspects of an organization and could accurately discern about 30% of an organization's cultural values. Symbols, ceremonies, dress, and other visually identifiable aspects of culture do not make up a large amount of organizational culture. The internal integration of coworkers guides employees' working relationships, interactions, communication, behaviors, and power structure (Daft, 2021). These are not easily identifiable from an outsider.
An insider with several years of experience could more accurately gauge an organization’s cultural beliefs. About 90% of an organization’s culture could be projected by an employee after working at the same company for several years. This employee would be able to see day-to-day relationships, how goals are met with outsiders, professional development, and even what nonconforming behaviors are accepted (Daft, 2021). This knowledge is developed with hands-on experience that an outsider may not see from the outside over a short period. Sahoo (2022) notes that or ...
Covid 19 Workplace Adjustments through Virtual Organization Designsijtsrd
The impacts of COVID 19pandemic on business organisations across the globe have been dramatic and unprecedented. While some organisations have collapsed, others have managed to survive and maintained stability and some others have flourished tremendously. The determinant of what happens to any organisation is predominantly a function of her responsiveness to current and future realities. In this paper, we present a broad review of literature rooted in work and organizational psychology, and related fields, for making sense of the implications for employees, teams, and work organizations. In so doing, virtual organisation is projected as the answer for corporate adjustments. The use of virtual platforms, telematics, and computer procedures enable working without physical presence was observed to have received a boost especially as governments across the world adopted lockdown measures in a bid to stem the tide of the spread of the pandemic. The paper concludes that the future of business belongs to those organisations that have developed or are willing to develop capacity for virtual operation. Ekezie, Chibueze Macrae David | Gabriel, Justin Mgbechiodinioha | Ekweozor, Uche "Covid-19 Workplace Adjustments through Virtual Organization Designs" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35713.pdf Paper Url: https://www.ijtsrd.com/management/other/35713/covid19-workplace-adjustments-through-virtual-organization-designs/ekezie-chibueze-macrae-david
This paper discusses workplace motivation and its effects on productivity, performance, and employees. It analyzes motivational strategies used by the U.S. Army, including the National Security Personnel System (NSPS) which linked pay to performance metrics. While intended to increase productivity, NSPS faced resistance from employees who were excluded from the adoption process. The paper also examines motivation's impact on management and employees, the role of intrinsic versus extrinsic motivation, and how applying different motivation theories could affect an organization. It concludes that motivational programs should provide learning opportunities to engage employees in developing skills that further organizational goals.
Discussion Board 1 – Read and RespondIntroduction .docxedgar6wallace88877
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docxduketjoy27252
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Running Head DB FORUM 2, PART 11DB FORUM 2, PART 14Cind.docxtodd271
Running Head: DB FORUM 2, PART 1 1
DB FORUM 2, PART 1 4
Cindy Chapter 4
Question 1
Management within an organization should continuously evaluate processes to improve performance. This is not only evaluating internal processes but how the external environment affects the organization. The evaluation process includes forecasting and planning that can be cohesive with developing strategy. When the environment is considered a certain environment, the company can plan and forecast the future with an assurance of the outcome (Daft, 2016). With an uncertain environment, it is necessary to have a complete understanding of how this type of environment will affect the organization internally (Daft, 2016). An uncertain environment can include “shifting demographics, disruptive technologies, new industries and competitors” (Raspin & Terjesen, 2007). The main focus has been on technology specifically with the continuous external changes and how companies need to adapt (Daft, 2016).
There have been so many changes in the last 25 years specifically with technology. In the late 90s, the internet was rapidly developing from the first on-line telephone call to wi-fi technology. Companies who were attentive to changing technology responded quickly by utilizing the internet. Research has shown that companies who utilized the internet had a higher success rate economically (Miri Lavassani, Movahedi, & Parry, 2014). This provided access to resources that were not typically available including tools used for planning and strategy. An organization 25 years ago would not have had immediate access to resources as today which provides information that can be utilized immediately. Since technology is constantly changing, it is imperative for organizations to continuously evaluate technology and have a plan in place to adapt and be willing to change.
Question 2
“An organization’s domain is the chosen environmental field of action” (Daft, 2016). Basically, this is the external environment that directly affects the organization and requires interaction for the continued existence of the organization (Daft, 2016). This includes the external areas or “sectors” in which the organization interacts (Daft, 2016). Some of the sectors include “industry, raw materials, financial resources, market, government, technology, economic conditions, natural, and international” (Daft, 2016).
An organization must continuously evaluate not just the internal culture of the organization but the external environment to assess the need for change. As the environment changes, the organization must adapt by evolving which includes fluctuating domains in response to these changes (Haveman, Russo, & Meyer, 2001). If an organization does not respond to changes in the environment, then this may have adverse effects on processes and possibly the entire organization. It is in the best interest of management to adjust a domain “to keep the organization competitive” (Daft, 2016).
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
For this week’s discussion, you are asked to research a bioterroriShainaBoling829
For this week’s discussion, you are asked to research a bioterrorist incident. Begin by reviewing the Media Focus video on bioterrorism in Week 3 of the Content and Activties, then explore the Internet.
Give an example and details from national/international news of a bioterrorist attack.
Address all of the following in your post:
· What was the classification of biological agent used in the attack?
· Discuss the implications of the biological agent.
· Discuss the therapy for the biological agent.
· What are the decontamination procedures for the biological agent used in the attack?
· Define the appropriate level of PPE required for this type of biological agent?
In your post, provide the name of the incident you have chosen, and support your answers with evidence/examples. Please provide a working link and a citation for your source(s).
In your replies to peers, compare the different biological agents, their implications and therapies. Discuss the different types of decontamination procedures and levels of PPE that would be required.
Support your answer with evidence from scholarly sources.
Discussion Board: Managing Dynamic Organizational Processes
Chapter 10: Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
Daft (2021) notes that culture is, “the set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behave” (p. 445). Culture allows employees to integrate into a common environment and aids in adjusting to the external environment (Daft, 2021). An outside observer would be able to analyze symbols, ceremonies, dress, and other aspects of an organization and could accurately discern about 30% of an organization's cultural values. Symbols, ceremonies, dress, and other visually identifiable aspects of culture do not make up a large amount of organizational culture. The internal integration of coworkers guides employees' working relationships, interactions, communication, behaviors, and power structure (Daft, 2021). These are not easily identifiable from an outsider.
An insider with several years of experience could more accurately gauge an organization’s cultural beliefs. About 90% of an organization’s culture could be projected by an employee after working at the same company for several years. This employee would be able to see day-to-day relationships, how goals are met with outsiders, professional development, and even what nonconforming behaviors are accepted (Daft, 2021). This knowledge is developed with hands-on experience that an outsider may not see from the outside over a short period. Sahoo (2022) notes that or ...
Covid 19 Workplace Adjustments through Virtual Organization Designsijtsrd
The impacts of COVID 19pandemic on business organisations across the globe have been dramatic and unprecedented. While some organisations have collapsed, others have managed to survive and maintained stability and some others have flourished tremendously. The determinant of what happens to any organisation is predominantly a function of her responsiveness to current and future realities. In this paper, we present a broad review of literature rooted in work and organizational psychology, and related fields, for making sense of the implications for employees, teams, and work organizations. In so doing, virtual organisation is projected as the answer for corporate adjustments. The use of virtual platforms, telematics, and computer procedures enable working without physical presence was observed to have received a boost especially as governments across the world adopted lockdown measures in a bid to stem the tide of the spread of the pandemic. The paper concludes that the future of business belongs to those organisations that have developed or are willing to develop capacity for virtual operation. Ekezie, Chibueze Macrae David | Gabriel, Justin Mgbechiodinioha | Ekweozor, Uche "Covid-19 Workplace Adjustments through Virtual Organization Designs" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35713.pdf Paper Url: https://www.ijtsrd.com/management/other/35713/covid19-workplace-adjustments-through-virtual-organization-designs/ekezie-chibueze-macrae-david
This paper discusses workplace motivation and its effects on productivity, performance, and employees. It analyzes motivational strategies used by the U.S. Army, including the National Security Personnel System (NSPS) which linked pay to performance metrics. While intended to increase productivity, NSPS faced resistance from employees who were excluded from the adoption process. The paper also examines motivation's impact on management and employees, the role of intrinsic versus extrinsic motivation, and how applying different motivation theories could affect an organization. It concludes that motivational programs should provide learning opportunities to engage employees in developing skills that further organizational goals.
Discussion Board 1 – Read and RespondIntroduction .docxedgar6wallace88877
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Discussion Board 1 – Read and RespondIntroduction .docxduketjoy27252
Discussion Board 1 – Read and Respond
Introduction
Nonprofit launch initiatives directed at changes for an organization of this magnitude should begin with an adaptable plan. Here important objectives are identified with the basic concept of how and when the organization can facilitate action. Comprehending the dynamics of challenges being addressed and the resources required is essential for a realistic assessment on a myriad of levels. Allison and Kaye (2005) believe organizers “must recognize that the mission’s success lies in getting involvement from all parts of the organization” (p. 32). That being stated, further illustrates the importance of strategic processing as it relates to communication, evaluation, and prioritization.
Communication
Establishing effective, viable channels of communication provide a means to introduce concerns and begin dialogs. Broadening the scope of the assessment to include feedback from all chapters elicits engagement and improves clarity. Creating forums that openly invites two-way dialog as a means to shore up the effectiveness of communication often mitigate risk associated with subjective perspectives and assumptions. The nonprofit sector encompasses perspectives from volunteers, staff, and board members that are all challenged with meeting diverse mission goals. Murphy (2013) stresses the importance of creating a work environment conducive to working “productively with team members who have different objectives” (p.68).
Evaluation
Decentralized modes of operation within the 100 chapters have presented a challenge with approaching any aspect of changes unilaterally. Consequently, the intricate details of program assessments supportive of the mission statement should commence immediately. Cognitive perceptions of circumstances will help all communicators establish frames of reference that elicit clarity of details for critical thinking and decision making. Reflecting briefly on Proverbs 19:2 (KJV) “Also, that the soul be without knowledge, it is not good; and he that hasteth with his feet sinneth” provides sensible rational for deliberating before giving in to impulsivity. Further delineation of metrics and the cogent analysis of practical applications encourage systematic consensus of outcomes. Ardent attention to details derived collectively will potentially reveal more neglected or overlooked contributing factors. In an effort to minimize wasted resources on duplicate or inane resolves, project objectives may require redirection.
Prioritization
Managing the strategy involves connecting developmental designs to implementation efforts (Worth, 2014, p. 161). Fragmentation plays a critical role in the strategic planning process too. Knowing the objective breakdowns and how they will fall into place within the grand scheme facilitates better control of capacity. The availability and allocations of organizational resources can limit progress or drain resou.
Running Head DB FORUM 2, PART 11DB FORUM 2, PART 14Cind.docxtodd271
Running Head: DB FORUM 2, PART 1 1
DB FORUM 2, PART 1 4
Cindy Chapter 4
Question 1
Management within an organization should continuously evaluate processes to improve performance. This is not only evaluating internal processes but how the external environment affects the organization. The evaluation process includes forecasting and planning that can be cohesive with developing strategy. When the environment is considered a certain environment, the company can plan and forecast the future with an assurance of the outcome (Daft, 2016). With an uncertain environment, it is necessary to have a complete understanding of how this type of environment will affect the organization internally (Daft, 2016). An uncertain environment can include “shifting demographics, disruptive technologies, new industries and competitors” (Raspin & Terjesen, 2007). The main focus has been on technology specifically with the continuous external changes and how companies need to adapt (Daft, 2016).
There have been so many changes in the last 25 years specifically with technology. In the late 90s, the internet was rapidly developing from the first on-line telephone call to wi-fi technology. Companies who were attentive to changing technology responded quickly by utilizing the internet. Research has shown that companies who utilized the internet had a higher success rate economically (Miri Lavassani, Movahedi, & Parry, 2014). This provided access to resources that were not typically available including tools used for planning and strategy. An organization 25 years ago would not have had immediate access to resources as today which provides information that can be utilized immediately. Since technology is constantly changing, it is imperative for organizations to continuously evaluate technology and have a plan in place to adapt and be willing to change.
Question 2
“An organization’s domain is the chosen environmental field of action” (Daft, 2016). Basically, this is the external environment that directly affects the organization and requires interaction for the continued existence of the organization (Daft, 2016). This includes the external areas or “sectors” in which the organization interacts (Daft, 2016). Some of the sectors include “industry, raw materials, financial resources, market, government, technology, economic conditions, natural, and international” (Daft, 2016).
An organization must continuously evaluate not just the internal culture of the organization but the external environment to assess the need for change. As the environment changes, the organization must adapt by evolving which includes fluctuating domains in response to these changes (Haveman, Russo, & Meyer, 2001). If an organization does not respond to changes in the environment, then this may have adverse effects on processes and possibly the entire organization. It is in the best interest of management to adjust a domain “to keep the organization competitive” (Daft, 2016).
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
This document analyzes the impact of virtual teams on competitive advantage through a case study of research and development departments at Samsung, LG, Nissan, Toyota, and IBM. It finds that virtual teams increase innovation by facilitating knowledge sharing across geographic and organizational boundaries. Through parallel work and faster response times, virtual teams help reduce product development cycles and costs, improving competitiveness. However, virtual teams also face challenges like cultural differences, lack of face-to-face interaction, and difficulty monitoring performance. Overall, the document concludes that virtual teams have become essential for businesses seeking flexibility and responsiveness in a global environment.
Effects of Internal Communication on Employee EngagementBenjamin Henson
This document summarizes a research paper on the effects of internal communication on employee engagement. It provides an overview of internal communication and employee engagement, reviews selected research on these topics, and discusses implications for further research. The reviewed research found that high quality internal communication can increase trust among employees and engagement. Employee preferences for different communication channels also impact engagement. Generational differences must be considered to effectively engage different age groups of employees. More research is still needed on applying external communication strategies internally and measuring the business impacts of internal communication initiatives.
Running Head Preliminary Research Design Preliminary Research D.docxtoltonkendal
Running Head: Preliminary Research Design
Preliminary Research Design 3
Preliminary Research Design
Part II
Literature Review
Collaborative technology in virtual business teams acts as a facilitator of corporate globalization. One of the most effective tools that is being embraced in contemporary organizations is the use of virtual teams as a way of encouraging corporate globalization (Beranek and Martz, 2005). In the current competitive market, virtual teams represent a growing response to address the need for fast time to market, as well as low-cost and rapid solutions, especially to complex corporate problems. The use of virtual teams through the advanced modern technologies enable corporates to pool talents and employee expertise by eliminating barriers of time and space (Beranek and Martz, 2005). This literature review focuses on the collaborative technology in virtual business teams that seems to facilitate corporate globalization on multiple dimensions.
According to Beranek and Martz (2005), generation diversity is one of the most essential strategies that can be used to realize fully the talents of this generation as they bring into the globalized workforce. As per Beranek and Martz, (2005), if the leadership is about getting results, it is the role of the leader to develop the optimum strategies to achieve the desired results, in what is regarded as winning strategies. It is these strategies that are considered more than intentions as they describe the process of an organization and means they will be employed to achieve the desired goal (Beranek and Martz, 2005). As a leader, it is highly important to understand the people of diverse cultures. As a result, a cultural adaptability is one of the core leadership imperative, which would guarantee the realization of a globalized workforce (Beranek and Martz, 2005). Such a leadership approach is essential in the modern business where organizations entail workforces from different cultural and regional backgrounds of the world.
As per Chudoba et al., (2005) innovation and sustainability are two elements of leadership that pair together to support leadership efforts yield more positive outcomes. It is essential to acknowledge that the role of sustainability in risk management has not yet been widely accepted. However, for the companies or organizations that have embrace sustainability, the results have always turned out to be tremendously promising, with major growth rates and huge profits being very much common. For example, a company that is based in Chile can be experimenting to expand its sustainably harvested wood across the entire South American region (Chudoba et al., 2005). On the other hand, innovation is another important aspect that involves the application of creativity in such a manner that business value is achieved. Leaders should embrace a culture that encourages thi ...
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
1Running Head MULTI-GENERATIONAL WORKPLACE9MULTI-GENERATINO.docxaulasnilda
1
Running Head: MULTI-GENERATIONAL WORKPLACE
9
MULTI-GENERATINOAL WORKPLACE
Dr. Atchison
Today’s workforce is a diverse pool of people from multiple generations who bring distinct perspectives, work attitudes and work behaviors to the workforce. A leading challenge for employers has become how to manage a multigenerational workforce effectively. The collaboration, cooperation and creation of a company that is based on the coexistence of four generations, foster a high work performance environment, implement policies and procedures that support the vision of the organization, while creating an environment that values and respect cultural differences and diversity.
Multi-generation
Traditionalists (1925/1949) “silent” respect the chain of command. This generation is loyal and expect a long-term relationship with the company; can be great mentors for the company. And the Boomers (1946/1964) have experience and knowledge. This generation prefer leadership style and ensure to make a difference. Their communication preference is, face to face, personal interaction, personal calls and e-mail. Something interesting about this group is that they do not want to retire, which is challenging companies to learn how to manage this generation.
Generation X (1961/1981) seek work-life balance. This generation is flexible, independent, and a generation of entrepreneurs. They value freedom and responsibility in the workplace, have a disdain for structured work hours and being micromanaged. Communication preference for this generation is, via e-mails, conference calls, and text messages. And the Millennials (1982/2000)are the most diverse and most educated generation. Their work-life balance has to be part of their work, this generation desires flexibility. This generation is optimistic, multitask, and tech-savvy. Millennials communicate with the whole world through social networks, text messages, blogs, and e-mail (McNamara, n.d.).
Will there be challenges managing a multigenerational workforce? Yes there will be, however a company that creates a culture for managing a multigenerational workforce will be successful. Some of the challenges may be, recruiting, training, how to overcome communication styles, generational stereotypes and cultural differences. These challenges can be overcome by the company establishing policies and procedures that addresses company expectations in the workforce and creating a diverse culture that foster a culture for all generations.
A multigenerational workforce is one of the most important assets for a company. The experience and knowledge of some and the desire to be innovative and the enthusiasm of others will contribute to the value and progress of an organization. Workforces that are multigenerational, when managed properly will have the competitive advantage, be a high performing organization and employ high work performers, by leveraging the talents and skill sets to obtain maximum job performance ...
Racial Heterogeneity and Corporate Social Responsibility Disclosure Evidence ...ijtsrd
This study ascertained the effect of the size of the firm and age in moderating the relationship between racial heterogeneity and corporate social responsibility disclosure of listed industrial goods manufacturing firms in Nigeria. Ex post facto research design was employed. Secondary data were sourced and computed for the 38 sampled quoted manufacturing companies for the period 2010 2019. Pearsons correlation coefficient and ordinary least square statistics were used to test the hypothesis by means of Microsoft software STATA 13.0 version. The result revealed that there is no significant effect of racial heterogeneity on corporate social responsibility of quoted manufacturing firms in Nigeria. Based on this, there is the need to encourage more nationals in the boardroom as racial heterogeneity does not matter for corporate social responsibility, as a way, there should be more of local than foreign boardroom members in the board. Okerekeoti, Chinedu C | Okoye, Emma I "Racial Heterogeneity and Corporate Social Responsibility Disclosure: Evidence from Industrial Goods Manufacturing Firms in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43703.pdf Paper URL: https://www.ijtsrd.commanagement/strategic-management/43703/racial-heterogeneity-and-corporate-social-responsibility-disclosure-evidence-from-industrial-goods-manufacturing-firms-in-nigeria/okerekeoti-chinedu-c
The Importance Of Development In Organizational...Monica Rivera
Organizational culture has a significant impact on team development and performance. A positive culture that values collaboration, innovation and continuous learning will foster high-performing teams. As teams form and interact over time, they develop their own norms, values and ways of working that are influenced by the larger organizational culture. Leaders play a key role in shaping culture and can reinforce behaviors that support team goals. If the culture is not aligned with team objectives, it can create barriers like silos and risk aversion that prevent teams from achieving their full potential. Assessing and strategically shaping organizational culture is important for developing effective teams.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
This document discusses linking theories discussed in a seminar series to real world examples from speakers. It summarizes theories around networking, leadership, performance management, and brand positioning. For each theory, it provides examples from seminar speakers to illustrate how the theory applies in practice. Overall, the document analyzes the relationship between key theories covered in the seminar and examples from the speakers to demonstrate how integrating theory and practice is important for professional development.
Employee Attraction and Retention in the 21st CenturyShane van Staden
This document discusses employee attraction and retention challenges in the 21st century. It notes that talent, defined as competence, commitment and contribution, is crucial for competitive advantage but difficult to find and retain. Retaining talent is particularly challenging due to changing worker demands like those of millennials who expect career growth, meaningful work and flexibility. The document recommends organizations change their culture to focus on developing employees, use performance analytics to provide feedback and recognition, and link this to succession planning to improve retention.
Journal of Business Studies Quarterly 2014, Volume .docxchristiandean12115
Journal of Business Studies Quarterly
2014, Volume 5, Number 3 ISSN 2152-1034
THE IMPACT OF TALENT MANAGEMENT
ON RETENTION
Victor Oladapo, Strayer University
ABSTRACT
American businesses face the challenge of replacing 70 million experienced and talented
workers over the coming decades as the Baby Boomer generation retires. The challenge comes
at the same time as seismic shifts in the ethnic composition of the American workforce, global
economic stagnation, historically high U.S. unemployment, and global security threats. To
remain competitive, executive management must develop stable, long-term talent management
strategies to attract, hire, develop, and retain talent. This study sought to understand the
challenges and successes of talent management programs and the reasons why some companies
choose not to have a program. This study also tested the predictive power of job security,
compensation and opportunity on retention rates.
The data in this study found that for the organizations sampled with a talent management
program (69% of those studied), participants overwhelmingly recognized thestrategic value of
an effective talent management program despite significant challenges to implementation.
Participants cited opportunity for job advancement as the most significant factor affecting
retention rate. For the organizations sampled without a talent management program (the
remaining 31% of those studied), while nearly all HR managers’ support talent management, the
primary reason given for the lack of a program is the absence of executive management support.
The study further revealed that job security, compensation, and opportunity for advancement
were not found to have predictive value for employee retention rates.
Keywords: Talent Management, Employee Retention, Job Security, Compensation
The Impact of Talent Management on Retention
During the last decade, a shortage has emerged of talent in the workplace (Frank &
Taylor, 2004). As organizational leaders struggle to find talented workers, leaders will be faced
with the dilemma of how to retain knowledgeable workers and replace the 70 million Baby
Boomers who will be retiring from the workforce (Frank, Finnegan, & Taylor, 2004). Companies
are now faced with the dilemma of how to address talent management and reformulate strategies
20
especially in today’s global economy where every organizational leader must continually invest
in human capital to combat the talent shortage (Temkin, 2008).
Human resources (“HR”) leaders will have to work closely with senior management to
attract, hire, develop, and retain talent. Yet, HR leaders must realize that the talent shortage
presents both socio-economic and cultural challenges as talent crosses borders (McCauley &
Wakefield, 2006).Socio-economic challenges include the changing demography, aging .
- Major factors currently impacting communication include globalization, a more diverse workforce, managing knowledge and change, and innovative communication technologies.
- Globalization has increased workforce diversity and requires organizations to overcome cultural barriers. Managing knowledge and change is also crucial for organizational sustainability.
- Flatter organizational structures and communication technologies can enable faster decision-making and relationships to better respond to internal and external changes. However, overcoming communication limitations remains important.
- Effective communication is key to addressing current impacts and allowing organizations to collaborate, adapt, and maintain competitive advantages.
Organizational performance; the role of knowledge management and performance ...AGBEDZAVUEMMANUEL
This document discusses organizational performance and the mediating roles of knowledge management and performance measurement. It begins by introducing the importance of measuring organizational performance to assess strategy and make improvements. It then explores knowledge management processes like knowledge creation, sharing, and application. Communities of practice are discussed as a way for practitioners to share knowledge. Challenges of performance measurement like top-down approaches that exclude stakeholder input are also outlined. The role of leadership, culture, and infrastructure in enabling knowledge management is emphasized.
Knowledge acquisition and organizational resilience inAlexander Decker
This document discusses a study that examined the relationship between knowledge acquisition and organizational resilience in Nigerian manufacturing organizations. The study utilized questionnaires and interviews of 128 employees from 34 manufacturing companies. The results revealed a positive and significant relationship between knowledge acquisition and organizational resilience. Specifically, knowledge acquisition was found to positively influence organizational adaptation, resourcefulness, and learning. The document recommends that organizations strengthen knowledge acquisition practices to enhance organizational resilience.
The document summarizes Dr. Shane Hodgson's presentation on sustainable approaches to human resource (HR) management. It defines sustainability and discusses how HR can both promote corporate sustainability goals and ensure the sustainability of the HR function. Specifically, it discusses how HR can: 1) Hire, develop, measure and reward employees for sustainability achievements; 2) Emphasize the strategic relevance of the HR function; and 3) Manage human capital in a sustainable way by supporting employee well-being and communities. The presentation argues that a sustainable HR approach is needed given current economic and environmental challenges.
Modern work practices have changed as a result of growing Global virtual teams (GVTs) are becoming more and more important to organizations as new working models. However, it has been noted that the difficulties in configuring GVTs have a negative impact on staff engagement, particularly in multiethnic GVTs. This paper studies the factors impacting performance in virtual team in multinational companies.
Running head: CSR BRIEF 1
2
CSR BRIEF
CSR BriefJared LinscombeMGT/426
December 6, 2017
Martin PayCSR Brief
Organizations can be responsible for the things that will affect the organization either internally or externally. Corporate Social Responsibility is a processed evaluation that initially aids the companies analyze and understand their responsibility to the society, customers, the surrounding as well as the staff of the organization. Walt Disney Company has grown to be the world largest entertainment and Information Company. In this “CSR Brief” summary, I will summarize Walt Disney Company culture. I will also display characteristics that have given Walt Disney Company the ability to be a learning organization as well as explain how Walt Disney Culture and learning organizational abilities support from a change initiative.
Review & Research
Culture is defined as the way people do things around here. It provides direction, whether intentional or in reality, on the things that should be done, how we should do them and as to why they are done that way. Culture pervades every firm, and it has the power to either sustain or wipe out even the most vital change strategies.
In the aftermath of the latest encounter regarding our organizational process, it was discovered that our organization was in fact utilizing the “Process” change model was it successful? In some ways I can say yes, and in others it was a communicational disaster. I can also truthfully state that having our delegation removed proved to be a lesson in not only humility but in Strategic Change, and once the decision was made the effects were swiftly and without recourse (Serrat, 2017).
Now that there are three other selected delegating agencies that will thoroughly review our departments’ decisions in the above three areas (personnel, contracting, technology). I then realized in that moment, our culture had changed.
My Company’s Ability as a Learning Organization
One may ask how you deal with such a drastic change. Was there a design model during this shift? And because we are all aware that creating a culture consist of various mindsets and attitude and behaviors (Serrat, 2017).
This change became not only a Power Culture but a Role Culture as well. Power cultures are known to be demanding of its leaders and its people within the organization. And the implementation of the Role Culture forced a non-existent collaboration among upper management and its leaders. And by doing so it did not allow a “processing time for staff and employees to process.
Did this Decision Support or Detract from a Change Initiative?
According to O’Connor (2017), “Firms need to change their structure in order for them to be able to accommodate internal expansions as well as have a chance to adjust and adapt to external factors,” I feel that this decision did indeed detract, meanin ...
1Comparing Humanistic-Existential Psychotherapy with OthEttaBenton28
1
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Caroline E Sam
NRNP 6645
Psychotherapy with Multiple Modalities
Assignment week 7
01/15/2022
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
2
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Psychologists have developed various theories on human psychology. The Humanist,
existential, and humanist existential models explain the personality changes. The models are
central in therapies as they define how people perceive and accept life challenges. The humanist
model emphasizes the innate goodness in people, while the humanist-existential psychotherapy
model argues that personalities change, and people can develop new attributes based on
circumstances.
Two models: Humanistic-existential psychotherapy and Humanist psychotherapy
Humanistic-existential Psychotherapy
Humanistic Existential Psychotherapy (HE) postulates that the human personality is
dynamic, and changes occur across the lifespan that defines personality at each point
(Hounkpatin et al., 2015). The model integrates humanistic and existentialist approaches. The
humanist perspective claims that human beings are good, while the existentialist proposes that
people are neither good nor bad (Daei Jafari et al., 2020). Integration of the two models creates a
dynamic person capable of actualizing based on situations and strengths. The model is adopted as
a transition from the traditional conception of personality as a stable element that remains
consistent throughout life. The HE models framework asserts that individuals confront and
challenge a meaningless life as they transform their lives into a personality they desire. The
person pursues self-rated health, self-efficacy, psychological turning point, and life satisfaction
that involves a subjective evaluation of an individual’s wellbeing (Hounkpatin et al., 2015).
These components keep an individual driven to improve their lives. Notably, societal norms and
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
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https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
3
the pursuit of authentic individual-based life goals contribute to an individual’s personality
changes.
There is a constant drive to meet an expectation, which is addressed in the social
investment theory- an investment in institutions such as work, and marriage motivates
personality changes. Notably, the ...
1Comment by Perjessy, Caroline SubstanEttaBenton28
1
Comment by Perjessy, Caroline:
Substance use Anxiety Group Curriculum
Southern New Hampshire University
Clinical Mental Health Counseling Department, COU660
Dr. Caroline P.
Rationale for the group
In Massachusetts, we have several groups for substance use both such as AA meetings and , NA meetings that are held in most area areasjust not a sufficient amount. Some. So me groups are also held at treatment centers by alumni which is a great thing because it will provide members with great responsibility skills. Some of the groups like psychoeducation and 12 steps meetings are mainly for those who are going through andchallenges and have a past with substance use. I plan to hold a group not only for those who have been through it but also withhave family members that are looking for resources and better understanding of the disease. The need for substance use group in the Boston, MassMassachusetts community is in high demand. Although Boston is a wide community where the rent can be high and have good paying jobs, many still struggle s with the everyday life stressors that can lead to excessive drinking. In my community I believe that the need for substance use group can benefit so many specifically those in the poverty area, because they are dealing with these issues every day. Also, due to therapy being frown upon in their environment and some lack the ability to seek professional help. Although some may have the need but will not attend due to therapy being frown upon in their environment. Comment by Perjessy, Caroline: Make sure you are revising for clarity. I know you said this was a draft, so keeping that In mind Comment by Perjessy, Caroline: Revise for clarity
The purpose of substance use group is to help individuals who are have dealing with anxiety and have an underlining issue like anxiety. Substance use clients with underlining issues like anxiety lack coping skills and the ability to perform everyday tasks. Evidence by, the lack of motivation, traumatic event, exposure to violence, withdrawal, and continuing alcohol or drug use. However, the misuse of alcohol not only can lead to neurological as well as anxiety. Several individuals who are actively using have an underlining issue that has cause them to use excessively rather its depression, bipolar, or anxiety. I will be focusing mainly on anxiety. Anxiety can be something that several deal with in silent or out loud, those who have been impacted by the disease either way many are not getting the help they deservemerit. Especially those who have been impacted with the disease For example, not they feeling at time they are not good enoughenough, the uncertainty of their job,; and will they have their job back; doubts about being accepted back into their familywill they have a family after. Comment by Perjessy, Caroline: This is uinclear…how are they dealing with anxiety and have an underlying issue of anxiety?
All those factors are negative im ...
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Collaborative technology in virtual business teams acts as a facilitator of corporate globalization. One of the most effective tools that is being embraced in contemporary organizations is the use of virtual teams as a way of encouraging corporate globalization (Beranek and Martz, 2005). In the current competitive market, virtual teams represent a growing response to address the need for fast time to market, as well as low-cost and rapid solutions, especially to complex corporate problems. The use of virtual teams through the advanced modern technologies enable corporates to pool talents and employee expertise by eliminating barriers of time and space (Beranek and Martz, 2005). This literature review focuses on the collaborative technology in virtual business teams that seems to facilitate corporate globalization on multiple dimensions.
According to Beranek and Martz (2005), generation diversity is one of the most essential strategies that can be used to realize fully the talents of this generation as they bring into the globalized workforce. As per Beranek and Martz, (2005), if the leadership is about getting results, it is the role of the leader to develop the optimum strategies to achieve the desired results, in what is regarded as winning strategies. It is these strategies that are considered more than intentions as they describe the process of an organization and means they will be employed to achieve the desired goal (Beranek and Martz, 2005). As a leader, it is highly important to understand the people of diverse cultures. As a result, a cultural adaptability is one of the core leadership imperative, which would guarantee the realization of a globalized workforce (Beranek and Martz, 2005). Such a leadership approach is essential in the modern business where organizations entail workforces from different cultural and regional backgrounds of the world.
As per Chudoba et al., (2005) innovation and sustainability are two elements of leadership that pair together to support leadership efforts yield more positive outcomes. It is essential to acknowledge that the role of sustainability in risk management has not yet been widely accepted. However, for the companies or organizations that have embrace sustainability, the results have always turned out to be tremendously promising, with major growth rates and huge profits being very much common. For example, a company that is based in Chile can be experimenting to expand its sustainably harvested wood across the entire South American region (Chudoba et al., 2005). On the other hand, innovation is another important aspect that involves the application of creativity in such a manner that business value is achieved. Leaders should embrace a culture that encourages thi ...
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
1Running Head MULTI-GENERATIONAL WORKPLACE9MULTI-GENERATINO.docxaulasnilda
1
Running Head: MULTI-GENERATIONAL WORKPLACE
9
MULTI-GENERATINOAL WORKPLACE
Dr. Atchison
Today’s workforce is a diverse pool of people from multiple generations who bring distinct perspectives, work attitudes and work behaviors to the workforce. A leading challenge for employers has become how to manage a multigenerational workforce effectively. The collaboration, cooperation and creation of a company that is based on the coexistence of four generations, foster a high work performance environment, implement policies and procedures that support the vision of the organization, while creating an environment that values and respect cultural differences and diversity.
Multi-generation
Traditionalists (1925/1949) “silent” respect the chain of command. This generation is loyal and expect a long-term relationship with the company; can be great mentors for the company. And the Boomers (1946/1964) have experience and knowledge. This generation prefer leadership style and ensure to make a difference. Their communication preference is, face to face, personal interaction, personal calls and e-mail. Something interesting about this group is that they do not want to retire, which is challenging companies to learn how to manage this generation.
Generation X (1961/1981) seek work-life balance. This generation is flexible, independent, and a generation of entrepreneurs. They value freedom and responsibility in the workplace, have a disdain for structured work hours and being micromanaged. Communication preference for this generation is, via e-mails, conference calls, and text messages. And the Millennials (1982/2000)are the most diverse and most educated generation. Their work-life balance has to be part of their work, this generation desires flexibility. This generation is optimistic, multitask, and tech-savvy. Millennials communicate with the whole world through social networks, text messages, blogs, and e-mail (McNamara, n.d.).
Will there be challenges managing a multigenerational workforce? Yes there will be, however a company that creates a culture for managing a multigenerational workforce will be successful. Some of the challenges may be, recruiting, training, how to overcome communication styles, generational stereotypes and cultural differences. These challenges can be overcome by the company establishing policies and procedures that addresses company expectations in the workforce and creating a diverse culture that foster a culture for all generations.
A multigenerational workforce is one of the most important assets for a company. The experience and knowledge of some and the desire to be innovative and the enthusiasm of others will contribute to the value and progress of an organization. Workforces that are multigenerational, when managed properly will have the competitive advantage, be a high performing organization and employ high work performers, by leveraging the talents and skill sets to obtain maximum job performance ...
Racial Heterogeneity and Corporate Social Responsibility Disclosure Evidence ...ijtsrd
This study ascertained the effect of the size of the firm and age in moderating the relationship between racial heterogeneity and corporate social responsibility disclosure of listed industrial goods manufacturing firms in Nigeria. Ex post facto research design was employed. Secondary data were sourced and computed for the 38 sampled quoted manufacturing companies for the period 2010 2019. Pearsons correlation coefficient and ordinary least square statistics were used to test the hypothesis by means of Microsoft software STATA 13.0 version. The result revealed that there is no significant effect of racial heterogeneity on corporate social responsibility of quoted manufacturing firms in Nigeria. Based on this, there is the need to encourage more nationals in the boardroom as racial heterogeneity does not matter for corporate social responsibility, as a way, there should be more of local than foreign boardroom members in the board. Okerekeoti, Chinedu C | Okoye, Emma I "Racial Heterogeneity and Corporate Social Responsibility Disclosure: Evidence from Industrial Goods Manufacturing Firms in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43703.pdf Paper URL: https://www.ijtsrd.commanagement/strategic-management/43703/racial-heterogeneity-and-corporate-social-responsibility-disclosure-evidence-from-industrial-goods-manufacturing-firms-in-nigeria/okerekeoti-chinedu-c
The Importance Of Development In Organizational...Monica Rivera
Organizational culture has a significant impact on team development and performance. A positive culture that values collaboration, innovation and continuous learning will foster high-performing teams. As teams form and interact over time, they develop their own norms, values and ways of working that are influenced by the larger organizational culture. Leaders play a key role in shaping culture and can reinforce behaviors that support team goals. If the culture is not aligned with team objectives, it can create barriers like silos and risk aversion that prevent teams from achieving their full potential. Assessing and strategically shaping organizational culture is important for developing effective teams.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
This document discusses linking theories discussed in a seminar series to real world examples from speakers. It summarizes theories around networking, leadership, performance management, and brand positioning. For each theory, it provides examples from seminar speakers to illustrate how the theory applies in practice. Overall, the document analyzes the relationship between key theories covered in the seminar and examples from the speakers to demonstrate how integrating theory and practice is important for professional development.
Employee Attraction and Retention in the 21st CenturyShane van Staden
This document discusses employee attraction and retention challenges in the 21st century. It notes that talent, defined as competence, commitment and contribution, is crucial for competitive advantage but difficult to find and retain. Retaining talent is particularly challenging due to changing worker demands like those of millennials who expect career growth, meaningful work and flexibility. The document recommends organizations change their culture to focus on developing employees, use performance analytics to provide feedback and recognition, and link this to succession planning to improve retention.
Journal of Business Studies Quarterly 2014, Volume .docxchristiandean12115
Journal of Business Studies Quarterly
2014, Volume 5, Number 3 ISSN 2152-1034
THE IMPACT OF TALENT MANAGEMENT
ON RETENTION
Victor Oladapo, Strayer University
ABSTRACT
American businesses face the challenge of replacing 70 million experienced and talented
workers over the coming decades as the Baby Boomer generation retires. The challenge comes
at the same time as seismic shifts in the ethnic composition of the American workforce, global
economic stagnation, historically high U.S. unemployment, and global security threats. To
remain competitive, executive management must develop stable, long-term talent management
strategies to attract, hire, develop, and retain talent. This study sought to understand the
challenges and successes of talent management programs and the reasons why some companies
choose not to have a program. This study also tested the predictive power of job security,
compensation and opportunity on retention rates.
The data in this study found that for the organizations sampled with a talent management
program (69% of those studied), participants overwhelmingly recognized thestrategic value of
an effective talent management program despite significant challenges to implementation.
Participants cited opportunity for job advancement as the most significant factor affecting
retention rate. For the organizations sampled without a talent management program (the
remaining 31% of those studied), while nearly all HR managers’ support talent management, the
primary reason given for the lack of a program is the absence of executive management support.
The study further revealed that job security, compensation, and opportunity for advancement
were not found to have predictive value for employee retention rates.
Keywords: Talent Management, Employee Retention, Job Security, Compensation
The Impact of Talent Management on Retention
During the last decade, a shortage has emerged of talent in the workplace (Frank &
Taylor, 2004). As organizational leaders struggle to find talented workers, leaders will be faced
with the dilemma of how to retain knowledgeable workers and replace the 70 million Baby
Boomers who will be retiring from the workforce (Frank, Finnegan, & Taylor, 2004). Companies
are now faced with the dilemma of how to address talent management and reformulate strategies
20
especially in today’s global economy where every organizational leader must continually invest
in human capital to combat the talent shortage (Temkin, 2008).
Human resources (“HR”) leaders will have to work closely with senior management to
attract, hire, develop, and retain talent. Yet, HR leaders must realize that the talent shortage
presents both socio-economic and cultural challenges as talent crosses borders (McCauley &
Wakefield, 2006).Socio-economic challenges include the changing demography, aging .
- Major factors currently impacting communication include globalization, a more diverse workforce, managing knowledge and change, and innovative communication technologies.
- Globalization has increased workforce diversity and requires organizations to overcome cultural barriers. Managing knowledge and change is also crucial for organizational sustainability.
- Flatter organizational structures and communication technologies can enable faster decision-making and relationships to better respond to internal and external changes. However, overcoming communication limitations remains important.
- Effective communication is key to addressing current impacts and allowing organizations to collaborate, adapt, and maintain competitive advantages.
Organizational performance; the role of knowledge management and performance ...AGBEDZAVUEMMANUEL
This document discusses organizational performance and the mediating roles of knowledge management and performance measurement. It begins by introducing the importance of measuring organizational performance to assess strategy and make improvements. It then explores knowledge management processes like knowledge creation, sharing, and application. Communities of practice are discussed as a way for practitioners to share knowledge. Challenges of performance measurement like top-down approaches that exclude stakeholder input are also outlined. The role of leadership, culture, and infrastructure in enabling knowledge management is emphasized.
Knowledge acquisition and organizational resilience inAlexander Decker
This document discusses a study that examined the relationship between knowledge acquisition and organizational resilience in Nigerian manufacturing organizations. The study utilized questionnaires and interviews of 128 employees from 34 manufacturing companies. The results revealed a positive and significant relationship between knowledge acquisition and organizational resilience. Specifically, knowledge acquisition was found to positively influence organizational adaptation, resourcefulness, and learning. The document recommends that organizations strengthen knowledge acquisition practices to enhance organizational resilience.
The document summarizes Dr. Shane Hodgson's presentation on sustainable approaches to human resource (HR) management. It defines sustainability and discusses how HR can both promote corporate sustainability goals and ensure the sustainability of the HR function. Specifically, it discusses how HR can: 1) Hire, develop, measure and reward employees for sustainability achievements; 2) Emphasize the strategic relevance of the HR function; and 3) Manage human capital in a sustainable way by supporting employee well-being and communities. The presentation argues that a sustainable HR approach is needed given current economic and environmental challenges.
Modern work practices have changed as a result of growing Global virtual teams (GVTs) are becoming more and more important to organizations as new working models. However, it has been noted that the difficulties in configuring GVTs have a negative impact on staff engagement, particularly in multiethnic GVTs. This paper studies the factors impacting performance in virtual team in multinational companies.
Running head: CSR BRIEF 1
2
CSR BRIEF
CSR BriefJared LinscombeMGT/426
December 6, 2017
Martin PayCSR Brief
Organizations can be responsible for the things that will affect the organization either internally or externally. Corporate Social Responsibility is a processed evaluation that initially aids the companies analyze and understand their responsibility to the society, customers, the surrounding as well as the staff of the organization. Walt Disney Company has grown to be the world largest entertainment and Information Company. In this “CSR Brief” summary, I will summarize Walt Disney Company culture. I will also display characteristics that have given Walt Disney Company the ability to be a learning organization as well as explain how Walt Disney Culture and learning organizational abilities support from a change initiative.
Review & Research
Culture is defined as the way people do things around here. It provides direction, whether intentional or in reality, on the things that should be done, how we should do them and as to why they are done that way. Culture pervades every firm, and it has the power to either sustain or wipe out even the most vital change strategies.
In the aftermath of the latest encounter regarding our organizational process, it was discovered that our organization was in fact utilizing the “Process” change model was it successful? In some ways I can say yes, and in others it was a communicational disaster. I can also truthfully state that having our delegation removed proved to be a lesson in not only humility but in Strategic Change, and once the decision was made the effects were swiftly and without recourse (Serrat, 2017).
Now that there are three other selected delegating agencies that will thoroughly review our departments’ decisions in the above three areas (personnel, contracting, technology). I then realized in that moment, our culture had changed.
My Company’s Ability as a Learning Organization
One may ask how you deal with such a drastic change. Was there a design model during this shift? And because we are all aware that creating a culture consist of various mindsets and attitude and behaviors (Serrat, 2017).
This change became not only a Power Culture but a Role Culture as well. Power cultures are known to be demanding of its leaders and its people within the organization. And the implementation of the Role Culture forced a non-existent collaboration among upper management and its leaders. And by doing so it did not allow a “processing time for staff and employees to process.
Did this Decision Support or Detract from a Change Initiative?
According to O’Connor (2017), “Firms need to change their structure in order for them to be able to accommodate internal expansions as well as have a chance to adjust and adapt to external factors,” I feel that this decision did indeed detract, meanin ...
Similar to 1CHANGES OF ORGANIZATIONS9CHANGES OF ORGANIZATIONS (20)
1Comparing Humanistic-Existential Psychotherapy with OthEttaBenton28
1
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Caroline E Sam
NRNP 6645
Psychotherapy with Multiple Modalities
Assignment week 7
01/15/2022
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
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2
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Psychologists have developed various theories on human psychology. The Humanist,
existential, and humanist existential models explain the personality changes. The models are
central in therapies as they define how people perceive and accept life challenges. The humanist
model emphasizes the innate goodness in people, while the humanist-existential psychotherapy
model argues that personalities change, and people can develop new attributes based on
circumstances.
Two models: Humanistic-existential psychotherapy and Humanist psychotherapy
Humanistic-existential Psychotherapy
Humanistic Existential Psychotherapy (HE) postulates that the human personality is
dynamic, and changes occur across the lifespan that defines personality at each point
(Hounkpatin et al., 2015). The model integrates humanistic and existentialist approaches. The
humanist perspective claims that human beings are good, while the existentialist proposes that
people are neither good nor bad (Daei Jafari et al., 2020). Integration of the two models creates a
dynamic person capable of actualizing based on situations and strengths. The model is adopted as
a transition from the traditional conception of personality as a stable element that remains
consistent throughout life. The HE models framework asserts that individuals confront and
challenge a meaningless life as they transform their lives into a personality they desire. The
person pursues self-rated health, self-efficacy, psychological turning point, and life satisfaction
that involves a subjective evaluation of an individual’s wellbeing (Hounkpatin et al., 2015).
These components keep an individual driven to improve their lives. Notably, societal norms and
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3
the pursuit of authentic individual-based life goals contribute to an individual’s personality
changes.
There is a constant drive to meet an expectation, which is addressed in the social
investment theory- an investment in institutions such as work, and marriage motivates
personality changes. Notably, the ...
1Comment by Perjessy, Caroline SubstanEttaBenton28
1
Comment by Perjessy, Caroline:
Substance use Anxiety Group Curriculum
Southern New Hampshire University
Clinical Mental Health Counseling Department, COU660
Dr. Caroline P.
Rationale for the group
In Massachusetts, we have several groups for substance use both such as AA meetings and , NA meetings that are held in most area areasjust not a sufficient amount. Some. So me groups are also held at treatment centers by alumni which is a great thing because it will provide members with great responsibility skills. Some of the groups like psychoeducation and 12 steps meetings are mainly for those who are going through andchallenges and have a past with substance use. I plan to hold a group not only for those who have been through it but also withhave family members that are looking for resources and better understanding of the disease. The need for substance use group in the Boston, MassMassachusetts community is in high demand. Although Boston is a wide community where the rent can be high and have good paying jobs, many still struggle s with the everyday life stressors that can lead to excessive drinking. In my community I believe that the need for substance use group can benefit so many specifically those in the poverty area, because they are dealing with these issues every day. Also, due to therapy being frown upon in their environment and some lack the ability to seek professional help. Although some may have the need but will not attend due to therapy being frown upon in their environment. Comment by Perjessy, Caroline: Make sure you are revising for clarity. I know you said this was a draft, so keeping that In mind Comment by Perjessy, Caroline: Revise for clarity
The purpose of substance use group is to help individuals who are have dealing with anxiety and have an underlining issue like anxiety. Substance use clients with underlining issues like anxiety lack coping skills and the ability to perform everyday tasks. Evidence by, the lack of motivation, traumatic event, exposure to violence, withdrawal, and continuing alcohol or drug use. However, the misuse of alcohol not only can lead to neurological as well as anxiety. Several individuals who are actively using have an underlining issue that has cause them to use excessively rather its depression, bipolar, or anxiety. I will be focusing mainly on anxiety. Anxiety can be something that several deal with in silent or out loud, those who have been impacted by the disease either way many are not getting the help they deservemerit. Especially those who have been impacted with the disease For example, not they feeling at time they are not good enoughenough, the uncertainty of their job,; and will they have their job back; doubts about being accepted back into their familywill they have a family after. Comment by Perjessy, Caroline: This is uinclear…how are they dealing with anxiety and have an underlying issue of anxiety?
All those factors are negative im ...
1
College Student’s Depression
Jasmin Linthicum
Course Discovery Writing
Professor Aguiar
Date Due 02/24/2022
College Student’s Depression
2
According to the World Health Organization (WHO), depression is a common and severe
health issue that affects how someone feels, thinks and acts. The most common symptoms of
depression are; having bad moods and feeling very sad, losing interest in the activities that were
once fun, loss of appetite, which in turn will lead to massive weight loss or gain that is not related
to dieting and difficulty in concentrating, thinking or making decisions (LeMoult & Gotlib, 2019).
People become depressed due to various factors; some of the significant social factors that
bring about depression include; encountering traumatic events, separation from parents or
caregivers and being bullied. Personality some people are inclined towards experiencing
depression. For instance, people who tend to hold worries, have a low-self-esteem, are
perfectionists and are very sensitive towards negative criticism naturally have a higher likelihood
of facing depression.
Depression throughout history has always been a health problem for people. According to
articles written by philosophers and writers throughout humanity's history, there is depression,
which is a health condition. The articles also include some of the continuous struggles that have
been made to find a solution on treating this condition. For instance, the ancient Greeks and
Romans had different thinking on depression. Some of the literature shows that the Greeks had a
notion that depression was a form of evil spirit possession and used exorcism techniques like;
beatings and starvation as "treatments" to cure a person. On the other hand, the Romans thought
depression was a combination of biological and psychological issues and employed gymnastics,
special diet, herbal medicine and music to treat the patients (Taquet et al., 2020).
In our present day, some of the startling statistics concerning depression are; depression
affects approximately one in fifteen adults, that is close to 6.8% annually, and a projection of an
estimated one in six persons will encounter depression at a given point in their life, that is around
Christian Aguiar
All of these statistics come from research, so you need to cite them using an in-text citation like we learned in class. Luckily, we're reviewing them again today (3/17).
Christian Aguiar
Christian Aguiar
This is another place where you need to cite your source. Which literature tells us this?
Christian Aguiar
I like the historical context, Jasmin. This could be a great way to begin the script for your video, too.
Christian Aguiar
Since this is an argument based on research - it draws on what scientists know about depression - you need to make it clear what the source is.
Christian Aguiar
Do you mean "personally, some people are inclined..." or perhaps that "some people's perso ...
This document provides instructions for a close analysis assignment on an artist's self-portrait. It lists over 200 artists and their basic information. Students are asked to select one of the artists from the list, view their self-portrait, and analyze how the artist represented themselves externally through the internal. The analysis should explore "windows and doors" of the self-portrait image.
1
CLA1
Xueyao Dong
Westcliff University
INT 501 EF Concentration:
Purchasing and Human Resources
Professor: Dr. Julia Sherm
Octomber 20, 2021
2
Learning Objectives
This was my third semester at Westcliff University, and I explored a wide range of
helpful strategies and practical techniques that benefited my overall career and life balance.
For instance, the habit of professional journaling helps me release my stress and motivate
myself to keep on track towards my goal.
From week 3, I started to prepare the professional portfolio, and I felt it was an
excellent way to keep a record of my achievements and experiences. From week 5, the
interview exercise taken with the senior manager from my department, I have learned about
her personal experiences and know a little more about strategic leadership. Another valuable
material that I learned from this class is always to be prepared. Before I interview the senior
manager, I prepare additional questions to ask my supervisor and colleagues about my
performance. I was nervous during the interview, but these extra questions helped me come
down and make the conversion more smooth.
At the beginning of this semester, my goal was to improve my communication skills
in the workplace and learn how to be more flexible in dealing with incidents. From week six
course’s video, “I Wanna Be a Human Resources Officer - A Day in the Life of a Human
Resources Officer,” made me see some perspectives of the responsibility of a Human
Resources Officer and provided me some direction to improve my interpersonal skills. I
always find ways to improve my confidence when I communicate with people and learn how
to be an active listener.
Week seven’s video about “Internship Expectations vs. Realities- the Intern Queen”
makes me think about expectations and realities at the workplace. What expectation does the
employer look for, and how should I improve my performance regarding their expectation?
3
Additionally, through this semester, I realized different ways of conveying a message
could have other effects and impact communication effectiveness. During the internship, I
utilized the benefits of a supportive and positive environment.
Taking everything into account, I believe that I made significant progress towards my
goals, and I became more efficient and productive at work.
Internship Experiences
This semester I am considering switching to a new company that will allow me to
practice my professional skills in the area of individual and corporate taxes. Therefore, I
started my journey to submit job applications and prepare for an interview. Finding an
appropriate position that matches my interests and abilities is not an easy task. I felt frustrated
for the first few weeks when I did not get many responses. However, I record all my feelings
and things that I need to work on in my resume and cover letter in my journal. Additionally, I
love to write some inspirational and motivationa ...
1CJ 550 2-2 Milestone One Southern New HaEttaBenton28
1
CJ 550 2-2 Milestone One
Southern New Hampshire University
Destiny Nance
CJ 550
September 4th, 2022
CJ 550 2-2 Milestone One
A. What are the departments or subdivisions into which your selected organization is divided, and how do these subdivisions work together as a whole in relation to the mission of the organization?
Office of Programs and Re-entry is an organization that focuses on leadership alongside rehabilitative programs ensuring better lives within the community. The organization is divided into four central departments that work together to achieve a common goal. The first department is the Bureau of program development which focuses on the various designs and implementation of risks and needs assessment tools. It also implements other processes and policies key to the restoration alongside rehabilitation of justice to the affected individual within the surrounding.
The second is the department Bureau of Education, which deals with academic and career issues, including technical education and library services (Bell et al., 2018). The third department is the Bureau of Substance Use Treatment which is helpful in dealing with services assisting in the transition period between incarceration and the return to society. The other department is the Bureau of Chaplaincy services dealing with spiritual matters on inmates and offenders. The last department is volunteering with the FDC to assist in a rewarding experience for the citizens. All the departments work together to achieve the organizational goal and mission in leadership and rehabilitation programs that assist the community. Every department has strict policies that make it possible to ensure that it helps the organization achieve its mission.
B. Describe your selected subdivision, and outline the specific goals and responsibilities of the subdivision, describing how they align with the overall mission of the agency. Consider how the goals of the selected subdivision align with the mission of the agency.
The correction officers have a specific function: protecting the community by leading and supervising offenders and reporting the individual who has failed to comply with the regulations to sentencing. Alongside the organizational mission, the correction subdivision has its designed mission. Its mission is to deliver effective service to the community by service diligently while collaborating with other agencies of the criminal justice community (Bell et al., 2018). As such, it serves the community without violating their rights. The detention department ensures people's safety within the community by protecting the surrounding society in various ways, such as establishing safe, secure, and human supervision. It also provides the confinement of inmates by making them follow the law without violation.
However, the subdivision is faced with challenges like the overpopulation of inmates. The inmates are flocked within the organization, thus posing a chall ...
1CLA 1Every organization aims at achieving a cerEttaBenton28
1
CLA 1
Every organization aims at achieving a certain level of performance when it comes to the profitability of the organization. The sales force in any organization is very instrumental towards the performance of an organization as they help push the sales of an organization to the desired level. Organizations must see the value that the salespersons bring to the organization as this impacts the motivation and the productivity of the salespersons (Kuvaas et al., 2017). When a sales team feels that there is value to an organization then they become engaged in their work and perform well. Organizations can show that they value the salespersons by involving them in decision-making, paying them well, and also recognizing achievements.
Skill sets refer to the various abilities and abilities that an individual employee has that enable them to perform according to expectations in an organization. The skill sets vary from the type of sales employee; a salesperson needs more persuasion skills while a sales manager might need more communication skills and leadership skills (Kuczmarski & Kuczmarski, 2019). An organization can ensure that it has the right skill set by ensuring that the recruitment process is thorough and looks at the practical skills of employees as well.
Global sales refer to the sales that an organization makes outside the country where it is located. Global sales skills are important in ensuring that an organization can effectively penetrate an outside market. Global sales skills include understanding the cultural differences and the language of the target nation. A sales team needs to understand what is offensive in other nations such as gestures, body language so that they do not put off customers (Cuevas, 2018). The global sales skill needed by sales managers includes effective communication and an understanding of the trade regulations in different countries. They need to be able to contact customers remotely and manage sales teams in different locations.
The performance of any organization is important as it is an indicator of growth and progress in an organization. When it comes to the performance of employees it is directly related to the rewards system in an organization. Employees need to be motivated to put in extra work in the organization and the easiest way for an organization to motivate employees is to make them feel that they are appreciated and their efforts are recognized. Employees and particularly sales employees work in teams when the performance appraisal is done, it is important that the best-performed employees are rewarded (Asaari et al, 2019). When this is done the other members of the team will be inspired and motivated to increase productivity. An increase in the productivity of an employee translates to the performance of an organization in terms of sales and profitability.
Rewards are multidimensional and exist in different forms and categories in different organizations. The two broad categ ...
1Child Development Observation and ReflectionEttaBenton28
1
Child Development: Observation and Reflection
Lua Shanks
Dr. Edwards
Child Development: Observation and Reflection
80MOD 2 ASSIGN 2
06-27-2021
Child Development: Observation and Reflection
The observation data that I gathered and the process that I used to observe significantly informed my ability to conduct observations in the field. For instance, I learned the most important steps in observation such as familiarizing myself with the subjects and taking note of all the activities that take place since they are all useful in the final analysis. The observation data made me realize the value of being keen during field observations so that no detail is left out.
Some of the questions that emerged during the observation process about the children in the media are whether children have similar developmental capabilities and whether play can be used to rectify a child’s developmental delays. The overall experience of observing made me question teachers’ ability to understand all the unique aspects of child development and how they use them to create unique and engaging learning activities. I experienced the challenge of remaining objective since my personal feelings were consistently influenced by judgments and observations.
As I reflect on the observation process and the overall experience, the question that arises is how infants and young children can exhibit an interest in problem-solving yet their mental faculties have not fully developed. The question exposes the complexity of cognitive development in children since it reveals that children develop cognition from social, emotional, and perceptual experiences.
I would like to know the cognitive capabilities of the children I observed by having one on one sessions with them so that I could test their abilities. I believe that intelligence varies not only in adults but also in children an indication that a child’s developmental milestones are unique and different from that of another child. The only similarities are the age of occurrence for each developmental milestone.
The data that I obtained during my observations deepened my understanding of children’s development and learning. I realized that the developmental domains are interlinked since the development of one domain builds onto another domain. For instance, the development of the social and emotional domains contributes to the emergence of the cognitive domain. I realized that the domains do not operate in isolation but instead strengthen each other as the child develops. I also learned that the environment plays a significant role in a child’s development. For instance, when a child grows up i ...
This patient presented with a chief complaint of headaches that started two weeks ago. On three occasions, the patient's blood pressure was high, ranging from 159/100 to 160/100. The patient reported episodes of headaches sometimes accompanied by dizziness. A review of systems was negative except for the reported headaches and dizziness. The patient has a history of hypertension but no other significant medical history.
1CHEMICAL, BIOLOGICAL, RADIOLOGICAL AND NUCLEAR (CBREttaBenton28
This document provides a historical overview of chemical, biological, radiological, and nuclear (CBRN) terrorism from the 1970s through the 1980s. It notes that while CBRN terrorism was not a major threat during this period, some terrorist groups did show interest in acquiring and using CBRN weapons. In the 1970s, there were a small number of incidents involving the use or acquisition of CBRN agents, mostly crude chemical or biological weapons. Debate emerged around terrorists' technical capabilities and motivations for CBRN use. In the 1980s, incidents slightly increased, including the first biological terrorism attack by the Rajneeshpuram Cult in 1984. However, CBRN terrorism was still not a
1CHAPTER 01G L O B A L R E P O R T O N2GEttaBenton28
This document provides a summary of a global report on ageism published by the World Health Organization in 2021. The report finds that ageism is widespread, harmful, and under-recognized. It affects people's health, well-being, and human rights. The report examines the scale, impact, and determinants of ageism against both older and younger people. It also reviews evidence on strategies to prevent and respond to ageism, such as policies and laws, educational interventions, and intergenerational contact. The report recommends investing in evidence-based strategies, improving data and research, and changing public narratives around age and aging to build a more age-inclusive world.
1Child Growth and DevelopmentYohana MangiaficoHousEttaBenton28
1
Child Growth and Development
Yohana Mangiafico
Houston Community College
TECA 1354: Child Growth and Development
Linda Jones
March 26, 2022
Linda Jones
57280000000003184
Add one more space between the title and your name.
Linda Jones
57280000000003184
Add the department name.
2
My neighbor’s son is a seven-year-old child who has progressed to second grade and is
becoming less reliant on his parents. He is a bright and athletic child who can ride a bike, roller
skate, and play badminton and table tennis. The child is attentive and can read, recount stories,
and do puzzles with ease. He is physically fit, standing 3 feet 12 inches tall and weighing 24
pounds. The body of a child grows and changes as it prepares to become an adult (Papalia &
Martorell, 2018). Seven years is a remarkable age, especially for boys, because it marks the end
of the newborn years and the beginnings of adulthood. He is, nevertheless, going through a
seven-year crisis, a period of change in which the child gains a new perspective on the world. It
enables him to advance to the next stage of his growth. Both at home and on the playground, the
observation was made. This case study is based on observing and analyzing changes in a seven-
year-old boy's physical, psychosocial, emotional, and cognitive development.
The boy spends roughly an hour and a half every day on the playground. He interacts
with the kids, runs with them, jumps, plays the ball, and hangs from the crossbar. The muscles of
the legs, arms, chest, and back are all actively developed, according to the findings. He grows
tough and robust, and he can walk for several kilometers. He can change the speed of his
movement by running slowly or swiftly. He can hop over minor barriers and shift direction
without slowing down while in motion. He can jump forward, up, to the sides, and over tiny
obstacles on one foot. He climbs up and down the stairwell and the rope ladder with ease. The
child has no developmental limitations and can readily hang from the crossbar. He also has no
trouble socializing and communicating with his classmates and other youngsters on the
playground.
Observing him on the playground, it is apparent that the child has reached a high degree
of physical development. He develops strength, endurance, and dexterity needs constant
Linda Jones
57280000000003184
Add the heading for Physical Development
Linda Jones
57280000000003184
informal
Linda Jones
57280000000003184
Yohana, the introduction should be like those in the Observation papers.
Linda Jones
57280000000003184
Title of the Paper
Linda Jones
57280000000003184
7
Linda Jones
57280000000003184
Only report what you actually see the child do, or what the parents/guardians/teacher report.
Linda Jones
57280000000003184
No opinions. Opinions are allowed in the summary portion.
3
exercise. While participating in sports, he understands and respects the rules of team games as
we ...
1
CHAPTER
2
THE EXTERNAL ENVIRONMENT:
OPPORTUNITIES, THREATS, INDUSTRY COMPETITION
AND COMPETITOR ANALYSIS
Opening remarks
Company’s strategic actions are affected by
External environment
Internal environment
External environment is the source of:
Opportunities
Threats
The need for monitoring and analyzing external environment
The pace of change
Complexity
Uncertainty
2
The general, industry and competitor
analysis
3
General environment – broader society dimensions ( 7 dimensions)
Demographic, economic, political/legal, sociocultural, technological, physical and global
Out of firm’s control so must monitor and gather information
Industry environment – factors in competitive environment
Threat of new entrants, power of suppliers, power of buyers, threat of product substitutes, intensity of rivalry among competitors
Firm must assess industry’s opportunities for profit potential
Competitor analysis or competitive intelligence – the way firm’s can gather and analyze information on the industry competitors
Identifying their actions, responses and intentions
These three analyses influence and are influenced by the firm’s vision, mission and strategic actions
The general, industry and competitor environments
4
Three External Environments include:
General
Industry
Competitor
Segments of the general environment
5
DEMOGRAPHIC
Population size
Geographic distribution
ECONOMIC
Nature and direction of the economy in which a firm competes or may compete
SOCIO-CULTURAL
Refers to potential and actual changes in the physical environment and business practices that are intended to positively respond to and deal with those changes
Age structure
Ethnic mix
Income distribution
POLITICAL/LEGAL
PHYSICAL
TECHNOLOGICAL
GLOBAL
Arena in which organizations and interest groups compete for attention, resources, and a voice in overseeing the body of laws and regulations guiding the interactions among nations as well as between firms and various local governmental agencies
Concerned with a society's attitudes and cultural values
Includes the institutions and activities involved with creating new knowledge and translating that knowledge into new products, processes, and materials
Includes relevant new global markets, existing markets that are changing, important international political events, and critical cultural and institutional characteristics of global markets
External environmental analysis
6
The objective of this analysis is identification of
Opportunities and
Threats
Opportunity – a condition in the external environment that helps a company achieve strategic competitiveness, if exploited
Threat – a condition in the external environment that may diminish company’s efforts towards achieving strategic competitiveness
The four-step process includes
Scanning
Monitoring
Forecasting
Assessing
1. Scanning
Studying all the segments of the general environment
Early signals of changes an ...
1Chapter Two Literature ReviewStudents NameName of theEttaBenton28
1
Chapter Two: Literature Review
Student's Name
Name of the Institution
Course Number and Name
Professor
Due Date
Privacy Issues in Multi-Tenant Cloud Computing
Chapter Two: Literature Review
Introduction
A multitenant cloud is a cloud computing architecture that allows customers to share computing resources in a public or private cloud. Multitenant involves different cloud computing clients using or transferring a single computing infrastructure. This arrangement exposes the clients who have agreed to various privacy issues relating to their data and information stored in the cloud (Al-Ruithe et al., 2018). Evidence indicates that some of the privacy issues involved in multitenant cloud computing include data leakage, data breach, and exposure of the private data relating to clients involved in the agreement. As the number of people using cloud computing balloon, privacy issues are becoming a significant problem for many consumers who use the same cloud computing architecture in a private or public setting. It is essential to define what multitenant cloud entails before developing a clear concept or problem that can be investigated. According to Park et al. (2018), "A multitenant cloud is a cloud computing architecture that allows customers to share computing resources in a public or private cloud" (Park et al., 2018). Each tenant's data must be isolated in this cloud computing arrangement and cannot be accessed or seen by the partner tenant. However, the recent growth in technology has made data privacy in cloud computing challenges, posing a big problem to cloud computing providers.
The theoretical foundation for the current privacy issues in multitenant cloud computing is drawn from the study done by Park et al. (2018). According to Park et al. (2018), the most significant privacy issue in multitenant cloud computing is the lack of configurability. Configurability poses a colossal privacy issue in this infrastructure because the tenants have to share the same configuration. However, there is little evidence to provide this theory, and this study will play a significant role in contributing to this theoretical framework (Meng et al., 2021). The purpose of the current study is to investigate privacy and confidentiality issues in multi-tenancy cloud computing. Specifically, in this chapter, studies that have been done in the last five years focusing on this topic will be reviewed through a professional literature review.
Chapter Outline
The current chapter will be structured using headings and subheadings to ensure that each aspect is captured during the literature review. The study will be structured in 12 different sections, of which some may have sub-sections. The twelve sections in the current chapter will include introduction, chapter outline, search strategy, introduction to cloud computing, multi-tenancy cloud computing, and cloud computing deployment models. The other sections will consist of cloud computing service models, ...
1CHAPTER 6 CHINAChinaBook ReferenceTerrill, R. J. (EttaBenton28
1
CHAPTER 6: CHINA
China
Book Reference
Terrill, R. J. (2016). World criminal justice systems: A comparative survey. Routledge.
Concepts to Know
· Kuomintang
· Cultural Revolution
· Deng Xiaoping
· National People’s Congress
· Standing Committee
· The “Mass Line”
· Ministry of Public Security
· Residents’ Committees
· Criminal Detention
· Adjudication Committees
· Political-legal Committees
· Supreme People’s Court
· Basic People’s Courts
· Procuratorate
· People’s Assessor
· Confucians
· Legalists
· Compulsory Measures
· Administrative Regulations
· Labor Camps
· Death Penalty
· Bang-jiao
Introduction
CHINA is an ancient country that has one of the oldest civilizations on earth. Its written history is almost 4,000 years old, and throughout much of its existence, its cultural traditions have had a profound impact on the entire East Asian region. China occupies much of the mainland of East Asia and shares land borders with 14 countries (Afghanistan, Bhutan, India, Kazakhstan, Kyrgyzstan, Laos, Mongolia, Myanmar, Nepal, North Korea, Pakistan, Russia, Tajikistan, and Vietnam). With a geographical area of about 3.7 million square miles, China is slightly larger than the United States (see Figure 6.1). Among the countries of the world, only Russia and Canada are larger in area. Unlike the United States, where almost 20 percent of the land is utilized for agriculture, China cultivates around 10 percent of its land on a permanent basis.
Because of rugged and inhospitable geographical conditions, particularly in the western regions, large areas of China are uninhabited. As a result, approximately two-thirds of the population live along the east coast, which represents about one-fifth of the land. China has long held the distinction of having the world’s largest population at more than 1.3 billion. This figure is greater than the combined populations of Europe, Russia, and the United States. More than 91 percent of the people belong to the Han ethnic group. All of the other ethnic minorities represent less than 1 percent of the population, with the exception of the Zhuang minority at 1.3 percent of the total population.
Approximately 31 percent of the labor force is employed in agriculture and forestry, with industrial and service ventures employing 30 and 36 percent, respectively. Iron, steel, and textiles are among the more prominent industries. In 1978, Chinese leaders initiated a program to modernize agriculture, industry, science and technology, and national defense. Their goal was to achieve a fairly advanced industrialized country by the year 2000. This program was prompted, in part, by the fact that the standard of living had been in a considerable state of decline since the 1950s.
Throughout China’s more recent political history under communism, the state essentially owned the industrial enterprises and commercial ventures of the country. Because people were guaranteed life-long employment, concerns about workforce productivity had been negl ...
1Chapter 9TelevisionBroadcast and Beyond2EttaBenton28
1
Chapter 9
Television:
Broadcast and Beyond
2
Sinclair Broadcast Group
Family run group of 173 stations in 81 markets; affiliated with Fox, ABC, CBS, NBC and Univision
Questions about corporate “must run” messages sent to affiliates brought company into the news
3
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
3
Sinclair Broadcast Group
Required broadcast of conservative commentaries
Biggest controversy was script complaining about “fake news” sent out to all stations to be recorded by local anchors
4
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
Invention of Television
Philo T. Farnsworth
1922: diagrams plans for television at age 16
1930: receives patent cathode ray tube
RCA attempted to promote its own Vladimir Zworykin as inventor of TV
1947: Farnsworth’s television patent expires just before TV starts to take off
5
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
5
Beginning of Broadcast Television
1939: NBC starts broadcasting, most sets in bars, restaurants
1942: TV manufacturing suspended for duration of WW II; most stations go off air
Licensing of new TV stations suspended 1948–1952, leaving many cities without television
6
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
6
Lucy & Desi End Live TV
1951: Lucille Ball and Desi Arnaz create I Love Lucy
One of the first sitcoms to be filmed, rather than live
Lucy and Desi hold onto syndication rights to the show, still being broadcast today
7
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
7
Color Television
1950s: early experiments in color television
1965: Big Three networks broadcasting in color
NBC peacock logo designed to tell B&W viewers show was in color
Early color TVs cost equivalent of big screen TVs today
8
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
8
Beginning of Cable Television
Community antenna television (CATV)
Early form of cable television used to distribute broadcast channels in communities with poor television reception
Relatively expensive, was source of a good TV signal, not additional programming
9
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
9
Rebirth of Cable
By mid-1970s, FCC began loosening rules on cable companies
1975: HBO starts providing programming nationwide, sending signal to local cable companies via satellite
Key point: HBO could send programming to 1,000 cable companies as cheaply as to one
10
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
10
Ted Turner – Cable Pioneer
1963: inherits failing billboard company from father
1970: buys Channel 17 in Atlanta
Buys Atlanta Braves and Hawks sports franchises to provide programming for channel
Turns Channel 17 into Superstation WTBS in 1976, takes local station national
11
Hanson, Mass Communication: Living in ...
1CHAPTER 5 RUSSIARussiaBook ReferenceTerrill, R. J.EttaBenton28
1
CHAPTER 5: RUSSIA
Russia
Book Reference
Terrill, R. J. (2016). World criminal justice systems: A comparative survey. Routledge.
Concepts to Know
· Marxism–Leninism
· Mikhail Gorbachev
· Democratization
· Constitution of the Russian Federation
· President of the Russian Federation
· Federal Security Service (FSB)
· Propiska
· Constitutional Court of the Russian Federation
· Judicial Department
· Procuracy
· Defense Counsel
· Justices of the Peace
· Jury
· Material Definition of Crime
· Measures of Restraint
· Plea Bargaining
· Ministry of Internal Affairs (MVD)
· Commission on Juvenile Affairs
Introduction
THE LONGEST-RUNNING social science experiment of the twentieth century officially ended on December 25, 1991, with the resignation of Mikhail Gorbachev as president of the Soviet Union. From the Bolshevik Revolution of 1917 until Gorbachev’s resignation, the rulers of the Soviet Union had attempted to create a communist society that would be the envy of the world. Support for this goal was continual for more than 70 years, but the sense of purpose and direction began to unravel during the late 1980s. The principal cause for this shift in opinion was Gorbachev’s alternative rationale for achieving socialism. Although his ideas were a radical departure from some of the basic tenets of Leninism, Gorbachev generally favored implementing them incrementally. Nevertheless, disaffection with these ideas became quite pronounced among devoted communists, which led to the attempted coup of August 1991. This was followed by Gorbachev’s resignation and the formal dissolution of the country by year’s end.
The Soviet Union had been composed of 15 republics: Armenia, Azerbaijan, Byelorussia, Estonia, Georgia, Kazakhstan, Kirghizistan, Latvia, Lithuania, Moldavia, Russia, Tadzhikistan, Turkmenistan, Ukraine, and Uzbekistan. Russia was not only the largest republic in terms of territory and population, but it also dominated the policies of the Soviet Union—so much so that the words Russian and Soviet were often used interchangeably when referring to the foreign and domestic policies of the Soviet Union. Today, Russia is the largest country in the world, almost twice the size of the United States. It encompasses more than 6.5 million square miles that stretch from Eastern Europe through the northern half of Asia. The population of about 139 million has become more urban over the past 50 years. In fact, it has reached about 80 percent of the population— almost an exact reversal of the urban and rural ratio at the time of the 1917 Revolution (see Figure 5.1).
Russia is a federation consisting of six categories of administrative units. These include 21 republics, nine territories, 46 provinces, two federal cities, one autonomous republic, and four autonomous regions. Among these administrative units, the republics have the greatest claim to self-government. Although Russians comprise more than 80 percent of the country’s population, there are some 126 national ...
1Chapter 6Newspapers and the NewsReflections of aEttaBenton28
1
Chapter 6
Newspapers and the News:
Reflections of a Democratic Society
2
When Is It News That an Entire City
Is Being Poisoned By Its Water Supply?
City of Flint, Mich., had high levels of lead in its water after changing from lake to river water
Local journalists say they were slow to respond because officials said water was ok
But local journalists eventually drove the story to receive national attention
3
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
National journalists saw it as heartland story, followed national stories instead
Communities depend on local journalism for news about important local occurrences
When Is It News That an Entire City
Is Being Poisoned By Its Water Supply?
4
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
Early Newspapers
1618: Curanto, published in Amsterdam, is first English-language newspaper
1622: newspapers being published in Britain, distributed through coffeehouses
Followers of church reformers John Calvin and Martin Luther among earliest publishers
5
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
5
Colonial Publishing
1690: Publick Occurrences, first paper published in American colonies
Colonial newspapers subject to British censorship
6
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
6
Colonial Publishing
1721: New England Courant
Published by James Franklin, Ben’s older brother
First paper published without “By Authority” notice; James sent to prison for doing so, Ben takes over publishing paper
7
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
7
Early American Newspapers
Audience primarily wealthy elite
Published by political parties
Focused on opinion, not news
Expensive and had small circulation
Generally bought by prepaid subscription
8
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
8
Penny Press Revolution
Benjamin Day’s idea: The New York Sun – “It shines for all”
Sold on the street for one or two cents
Supported primarily by advertising
9
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
9
Penny Press Revolution
First papers to shift focus on news
Journalistic objectivity developed as a way to appeal to larger audiences
Rise of working class supported penny press growth
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
10
10
A Modern Democratic Society
Rapidly growing number of papers
Growing number of people working for wages
U.S. transforming from rural to urban society
Expanding interest in national and global events
Newspapers promoted democratic market society
People acquire the news “habit”
11
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
11
Newspaper Wars: Hearst vs. Pulitzer
Joseph Pulitzer’s New York World
Creation of the front page
Often staged sensational ...
1CHAPTER 4 SOUTH AFRICA South AfricaConcepts to Know·EttaBenton28
1
CHAPTER 4: SOUTH AFRICA
South Africa
Concepts to Know
· Afrikaner
· Apartheid
· Natives Land Act (1913)
· African National Congress
· National Party
· Group Areas Act (1950)
· Nelson Mandela
· Freedom Charter (1955)
· Truth and Reconciliation Commission
· Ubuntu
· National Assembly
· Public Protector
· Independent Police Investigative Directorate
· S v. Makwanyana (1995)
· Judicial Service Commission
· Law Reform Commission
· Constitutional Court
· Advocates
· Assessors
· Inspecting Judge
· NICRO
· Child Justice Act (2008)
Introduction
SOUTH AFRICA encompasses the southern tip of the African continent. It is the ninth largest country on the continent and the thirty-third largest in the world. Its northern border is shared with Namibia, Botswana, Zimbabwe, Mozambique, and Swaziland. Its coastline borders the Indian Ocean on the east and south and the Atlantic Ocean on the west. In addition, South Africa surrounds the small country of Lesotho, which is approximately the size of the state of Maryland. Lesotho is a constitutional monarchy that gained its independence from the United Kingdom in 1966 (see Figure 4.1).
The population of South Africa is almost 53 million and consists of 79.5 percent black, 9 percent white, 9 percent “colored,” and 2.5 percent Asian or Indian residents. The use of the word “colored” in the South African context refers to people of mixed race and often is associated with people of African and Dutch ancestry. The principal industries of the country are minerals, mining, motor vehicles, and machinery. South Africa is a significant producer of platinum, manganese, gold, and chrome. Its major trading markets include China, Germany, the United Kingdom, and the United States.
South Africa has 11 official languages: Afrikaans, English, isiNdebele, isiXhosa, isiZulu, Sepedi, Sesotho, Setswana, siSwati, Tshivenda, and Xitsonga. With the exception of Afrikaans and English, the other languages are all Bantu languages. Bantu languages are spoken by more than 100 million Africans in east, central, and southern Africa. Afrikaans is a seventeenth-century variation of Dutch that has been considered a distinct language since the nineteenth century. Approximately 7 percent of the South African population are Afrikaners, that is, people who trace their roots to the early Dutch, French, and German settlers. Most of the English spoken is by nonwhites, along with approximately 2 million English-speaking whites who trace their ancestors to British immigrants and to the 1 million people of Asian/Indian origins.
Throughout the second half of the twentieth century South Africa was associated most with its policy of apartheid, a white supremacist ideology that emphasized white domination and racial discrimination. More will be said about apartheid shortly. First, an outline is offered of the arrival of white Europeans to this part of Africa and the pre-apartheid policies of racial segregation that had been introduced and in practice for a num ...
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
1CHANGES OF ORGANIZATIONS9CHANGES OF ORGANIZATIONS
1. 1
CHANGES OF ORGANIZATIONS
9
CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as
organizations' existence and even referenced in the bible. The
story of Moses and his father-in-law (King James Bible,
1769/2017, Exodus 18:13-27) discussing the people's judgment
is an example of how delegation of authority can be
implemented and handed down to others to complete the same
judgment that Moses was employed and responsible for. It is
2. equivalent to organizational leadership delegating authority to
make decisions and effect changes with the limited risk
involved. It is one of the first examples of a loosely coupled
system. A loosely coupled system reduces the risk that a change
made within one element will create unanticipated changes
within other elements (Tech Target, 2011). Today,
organizational changes have several factors of consideration by
an organization to reduce the risk associated with decisions to
implement changes. Those factors include the organizational
structure, the current strategy, and the environmental impact on
the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is
a prime example of recent changes that affect the changes that
impact organizational operations today. The changes included a
teleworking environment where employees considered non-
essential to the traditional in-person approach could work using
technology platforms to communicate and remain productive at
a safe distance, not infecting or becoming infected by a deadly
virus. Like anything encountered in life that is not ideal,
knowing that God has a plan already in place for us and digging
deep to persevere for a better day is essential to come out
victorious on the other side. Merida, Platt, and Akin (2015) say
“we should be reminded of the grace of God, who brings
refreshing fall-like seasons in our life (Merida, Platt, & Akin,
2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and
rapidly respond to a change to the working environment that
affected millions around the globe was a remote working
environment to continue operations. Something considered
impossible became a welcomed necessity to continue operations
and maintain the same level of service and production as before
the pandemic hit. The rise in how many organizations embraced
and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic,
approximately 50% of the European workforce worked remotely
3. compared with 12% prior to the pandemic (Ahrendt, Cabrita,
Clerici, Hurley, & Leončikas, 2020). Private sector
organizations were moving toward telework as an option to
continue operations, and the public sectors were as well. The
Department of Defense (DoD) identified non-essential or non-
critical personnel as members allowed to telework
Past Summary
Remote work or telework was always available to civilian
federal workers in the DoD, but not on a permanent or
temporary basis. It was situational and on a case-by-case basis
that depended on the situation. The main reason for this was
security concerns and the old ideology of needing to be present
to accomplish tasks and projects. However, in times of a
pandemic, where the spread of the disease is crucial, working
from home is a critical opportunity and can give a competitive
advantage to sustain and improve the performance of
organizations (Galanti, Guidetti, Mazzei, Zappalà, & Toscano,
2021).
Like many other organizations, the DoD quickly realized that
the same work could be accomplished, with even higher
proficiency levels, from home through a telework posture. The
only concerning issue that is still prevalent is how to
disseminate top-secret information, but even that hurdle became
less challenging through the installation of secure virtual
private networks (VPNs) on home computers.
Current Summary
Trust in the personnel is the only way organization's can
see the benefits of remote work. The change from the
transactional leadership style where structure, monitoring, and
micro-management embody managers to the transformational
leadership style where teams are built, trust is instilled, and
positive change for the organization and the individual is
welcomed. Job autonomy is a significant job resource for
employees, and, in the proper doses, it encourages profitable
innovations at work (Zappalà, Toscano, Polevaya, & Kamneva,
2021). Not every aspect of the DoD can be telework eligible.
4. There are necessary things that require personnel to be present
for operations to continue. Still, staying current with
certifications and training remained possible in the remote
environment. Evidence shows that eLearning can enhance
education, overcome geographic isolation and be as effective as
other training methods (Fontaine, 2019).
Possibilities included defense medical technicians
remaining certified through remote training became a reality.
This could be achieved by providing a central, secure online
resource bank, such as Defence Connect by SMOs, Training
Wings, or the Surgeon General’s staff (Hodgetts, Claireaux, &
Naumann, 2021). Web-based teaching that combines online and
in-person learning (hybrid) has synergistic benefits and is the
way of the future even after the pandemic to respond to future
crises. Learning is just one way the DoD stays current and
relevant with the world’s changes, constantly adapting to
technology and applying innovative thinking.
Multigenerational Workforce
Leaders of organizations often manage as many as five
generations at once, each with distinct preferences, experiences,
and viewpoints that pose challenges and opportunities
(Graystone, 2019). Different viewpoints from various
perspectives and life experiences will improve the organization.
Leaders across the organization need to understand how to
manage each generation under them and what motivates them to
achieve the organization’s goals and objectives. The idea of
people working for an organization until retirement is long gone
in the newer generation. Keller and Alsdorf (2012) addressed
this in the statement, “while such a line of thought might have
seemed self-indulgent to my parent's generation, we know
dozens of people for whom those questions led to a new
vocation (Keller & Alsdorf, 2012, p. 72).”
Extrinsic values in terms of status and money were preferred
more by Generation Z in comparison to the baby boomers
(Yang, Yu, & Wu, 2018). Intrinsic motivating factors such as
challenging assignments, recognition, and professional growth
5. may be attractive to both. With as many as four generations
sharing one table, age diversity in the modern workplace is a
unique phenomenon that companies are experiencing for the
first time (Glass, 2007). Leaders in the organization must be
able to manage the balance of their subordinates effectively
without compromising the mission.
Past Summary
Understanding the work value of different generations,
their convergence, divergence, and their impact on their work
behavior becomes critical with new generations entering and
older generations departing with the experience and knowledge
of an organization departing with them (Singh, Verma, &
Chaurasia, 2021). In the past, life experiences and vested
interest in an organization or company proved invaluable
compared to education and skillset for accomplishing the
organization's goals. The newer generation brings so much more
to the table, and a combined effort of multi-generations is the
recipe for success and growth. It was common practice to
promote from within and keep talent internal to the
organization, but even the promotion from within culture and
outlook did not achieve the notoriety and success without the
help and assistance from others. The bible has a passage from
Hebrews 10:24-25 that reads, “Let us consider one another to
provoke unto love and to good works (King James Bible,
1769/2017, Hebrews 10:24-25).” This passage means that
sometimes people rely more on others to accomplish their goals,
but it is challenging without the help of others.
Current Summary
Generational differences, whether a myth or reality, are
real and are prevalent in managers' heads that cause them to
respond and react to how workers interact and approach
projects, including assignments on a team (Van Rossem, 2019).
New vocations and options are plentiful for all to attain and not
feel locked in or stuck, which brings about a melting pot of
talent. Organizations are more open to receiving talent,
regardless of the pool, it pulls from. Diversity and inclusivity in
6. the workplace is a top priority to create an environment for the
employee and customer that is welcoming. Nevertheless, around
58% of the human resource (HR) professionals experience
intergenerational conflict due to differing perceptions on varied
factors such as value-based, behavior-based, and identity-based
factors. (Urick, 2017). The DoD is an organization that is as
diverse in age, gender, and race as they come, and it is the most
successful in terms of might and action.
Historical Analysis of Organizations
Management who are advised and directed with concerned,
verifiable data through observations or experience are the most
effective in executing the organization’s objective of change
and seeing the vision through to fruition. Institutional
knowledge and perspective are vital to understanding where the
organization was and how it can move to a strategic and
competitive position. Ignoring the past and not relying on the
data from the past or what did or did not work well will
inevitably result in stagnancy and increasing maintenance and
create a barrier to change. An organization that can leverage the
data collected and use it to make decisions to propel it forward
or make the necessary changes to remain current and relevant do
so without guesswork or at the expense of wasted resources.
Data-Drive Decision-Making
Data-driven decision-making is one of the most important ways
leaders within an organization can exploit its advantage.
Without data, leadership is left with only opinions and intuition
to rely upon efficient decision-making efforts. Scott (2007)
mentions that “even the most self-consciously neutral and
precise scientific exercise, ‘empirical observations’ represents
only an explicit focus (Scott & Davis, 2007, p.369).” Although
opinion and intuition are essential when applied in the right
frame, as they can steer the organization to look into significant
areas of interest, they should not be the determining factor for
the decisions made.
Personal Perspective
The most effective organizations know what is under their
7. control and what is not to affect organizational changes. These
organizations put more weight on the efforts of supporting data
that reveals the most advantageous outcome possible without
expending unnecessary means to test a decision when
considering changes. On the flip side, some organizations rely
on and follow what is successful for other organizations in the
competitive space that is out of their control and not tested
internally. Focusing efforts on changes that aim to build the
brand, redesigning a website, increasing the digital footprint,
and digital advertisements may all work well for one
organization in the same industry, but it may result in fruitless
and often painful lessons learned if followed blindly and
without supporting data.
Over the years, organizations have seen changes that would not
be possible or within the realm of possibilities to be possible
and considered a success. As organizations move into the
twenty-first century, it is more apparent than previously known
societal systems are no longer suitable (Brown, 2009). The
traditional dynamic of the workforce has changed, allowing
more opportunities, outlook, and growth, which only
strengthens the organization, not hinders. Environmental,
social, and international events have proven to be the driving
force behind the recent changes. The thought of a remote
workforce was not a reality or considered a moonshot only five
years ago. Managers have had to adapt to a change in
supervising employees, from managing time to managing
performances based on output from a remote environment.
Communication and the need for expenses on office spaces
changed, resulting in budgets being more flexible and freed up.
Adaptable and flexibly innovative organizations can be the
difference between reaching and exceeding objectives'
expectations.
Conclusion
Changes within an organization’s structure brought up positives
that were not initially forecasted. Working from home is one of
those changes not foreseen as positive outcomes upon rollout
8. and execution. Not only is telework an embedded and ingrained
part of an organization, but it is also an attractive option that
job seekers look for in an organization. Remote and hybrid
settings are now specifically sought as an option for recruiters
and potential employees seeking new opportunities. Even the
Pentagon announced that it would implement the lessons it
learned throughout the pandemic to create a more efficient and
effective workforce, and telework is here to stay to make the
DoD a more flexible and attractive employer (Maucione, 2022).
Organization’s have strategically placed younger employees in
leadership roles to steer the organization toward what is current
and trending and provide a different perspective and outlook on
the organization's future. This fresh outlook ensures that
organizations remain competitive, productive, and innovative.
The DoD has a hierarchal structure with vast generational
diversity of leadership and front-line level personnel comprised
of knowledgable and effective people strategically placed to
respond to daily and long-term tasks. Recent changes that
organizations have embraced included a multigenerational
workforce that now embodies younger leadership that brings a
fresh outlook to the organization's direction, working
collaboratively with experienced and long-term professionals
within the organization.
References
Ahrendt, D., Cabrita, J., Clerici, E., Hurley, J., & Leončikas, T.
(2020). Living, working and COVID-19. Luxembourg:
Eurofound.
Brown, T. (2009). Change by Design. Harper Collins
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2
DISCUSSION THREAD
11. Changes of Organizations
Dionna Ward-Stover
Author Note
Dionna Ward-Stover
I have no known conflict of interest to disclose.
Introduction
The first known instance of organizational change may be found
in the Old Testament. The issue was that it was too loosely
connected, and Moses was the key initiator of the change.
Following his escape from the Egyptian pharaoh's rule with
thousands of Israelites as his followers, Moses faced a
formidable array of social system problems. As the global
economic and political landscape becomes more turbulent,
organizations are being forced to undergo widespread
transformation. If organizations fail to adapt to the
technological, managerial, and environmental change, they risk
becoming obsolete. It is not only technological advances,
professionalism, competitiveness, and demography that drive
organizational adaptability in various situations. Because of
this, organizations may adjust their emphasis, modify
objectives, reorganize their roles and duties, and create new
forms. In the context of organizational transformation, adaptive
activities like technological, environmental, and material can be
achieved. Research and practice imply that organizational
change is altering and forcing managers to change their
organizations, and this discussion thread addresses these
elements of organizational change. Change in organizational
12. management, change in business ethics in an organization,
social developments in professional positions and changing
technology and demographic patterns are all examined in this
article. The work of organizational theorists, managers' actual
experience and doctrine's principles are then examined as the
foundation for organizational change and redesign while
incorporating personal and biblical perspectives.
Changes of Organizations
Organizational change refers to a transformation in the situation
inside an organization. Organizational change may be achieved
in a variety of ways, and in certain situations, a company's
structure, regulations, procedures, culture, strategy, or
technology may need to be completely restructured. Any number
of factors, from years of preparation to an unexpected shift in
the organization’s environment, might force an organization to
implement change. Changing the operations of a company may
be done in little steps or in a radical way. Regardless of the
kind of change, adapting to a new way of organizational change
entails letting go of old habits and embracing new ones, and it
is a procedure requiring adept people management.
Organizational change is imperative for every business
operating in the 21st century in order to succeed in its business
operations, and failure to adapt to organizational change might
lead to losing clout in its sector, which can harm its reputation
among rivals and allies as well as its customers and clients'
perceptions of the brand.
Environmental Conditions Driving Organizational Change
A shift in the environment, structure, technology, or personnel
of an organization is what is meant by the word change. The
manager's work would be simple if it were not for the constant
need for change so that tomorrow is no different from today in
terms of planning (Wee & Taylor, 2018). If an organization
wants to survive and grow, it must be able to live in harmony
13. with the external economic, social, and political forces that may
have an impact on an organization. This is a conclusion that has
been reached after a thorough investigation of management
theory and practice. Organizations must evolve at a tempo and
in ways that have never been seen or expected in the past to
keep up with the ever-changing environment. Organizations that
cannot change rapidly enough will either go out of business or
be replaced.
In the developed world, the most major change in an
organization's landscape has been the shift from an industrial to
an information economic perspective. In the current 21st
century, businesses invest more in computer and
communications technology than they did in agricultural,
industrial, mining, and construction equipment combined in the
19th century (Kraus et al., 2018). Even though industrialized
countries used to employ about one-half of their workers in
manufacturing, no developed country was predicted to have
more than one-eighth of its labor force engaged in traditional
manufacturing and transportation tasks by the year 2000 (Luthra
et al., 2019).
Change in Organizational Management
The notion of management has been around for thousands of
years. Basic approaches to management reach back at least 3000
years before the birth of Christ, a period in which records of
commercial deals were first documented by Middle Eastern
clerics. Socrates, approximately 400 BC, said that managing
was a capacity totally independent of having technical abilities
and knowledge (Riordan, 2019). The Romans, famed for their
legions of troops commanded by Centurions, offered
accountability via the ladder of power. The Roman Catholic
Church was structured along the lines of areas, job descriptions,
and a chain of command (Aros et al., 2020). A structure of
control and power, like that of the Catholic Church, developed
in which authority lay with the masters and flowed down to the
journeymen and apprentices.
During the late 1700s and early 1800s, the way people worked
14. and lived underwent enormous changes as a result of the
Industrial Revolution (Wallis et al., 2018). Until recently, the
majority of people lived in rural areas, where they either farmed
or worked. One of the most significant achievements of the
steam engine was its ability to automate coal mining, enabling
industries to make mass-produced commodities previously
crafted by hand, as well as train locomotives that could
transport goods and materials across countries in a timely and
efficient way. Labor needed to be directed and organized by
factories, which in turn needed workers.
As new technologies emerged, organizations' need for higher
levels of productivity and efficiency increased. The concept of
work processes in the 19th century was central to the quest for
business wisdom. Organizations' management wanted to know
how work was done and what influence it had on output. The
goal was to improve efficiency in the workplace. Frederick
Taylor was a pioneer in the field of human output measurement
(Hill, & Buren, 2018). In Taylor's view, the key goals of
management were to increase productivity while lowering
expenses. Based on a formula, Taylor's ideas focused on
determining how many units were generated in a given period of
time.
The need to coordinate the efforts of the whole organization
towards a single goal started to develop, not just in terms of
managing worker production. The concepts of organizational
rational, natural am open systems also came into existence in
the late 19 century, which is also in research executed by (Scott,
2007)) As industries grew in the 21st century, management was
forced to arrange more complicated operations. It is widely
accepted that Frenchman Henri Fayol was the first to create and
popularize the four fundamental management principles of
planning, organizing, coordinating, commanding, and managing,
which are widely used by many organizations (Edwards, 2018) .
Change In Business Ethics in an Organization
The moral ideals that drive an organization’s business activities
are referred to as its business ethics (Pelster & Schaltegger,
15. 2021). Employer-employee relations, environmental concerns,
discrimination, bribery, social responsibility, and insider
trading are key concepts that have influenced an organization’s
code of ethics since the 18th century (Boutmaghzoute &
Moustaghfir, 2021). For a code of ethics to be established inside
an organization, it is not enough to rely on legislation, and
corporate executives must take the initiative to do it. The first
significant shifts in corporate ethics occurred in the 1960s
(Deng et al., 2018). Individualism and a strong commitment to
social problems like environmental preservation and global
peace were becoming more popular. When compared to prior
generations, employees in the 1960s had a weak work ethic and
were utopian about making the world a better place. Many
employees regarded their bosses with contempt due to the
prevalence of drug use and the increased emphasis on
independence.
Business ethics were affected by the Vietnam War and a
growing feeling of conflict between bosses and workers in the
1970s and 1980s (Michaels & Grüning, 2018). After the
government tightened regulations on military contractors,
corporations revised their contracts with workers to place
greater emphasis on values rather than stringent adherence.
When it comes to managing people, employees are more
inclined to work together rather than work alone. There was a
revival of ecology in the early 90s, as well as new heights of
social responsibility and more severe legal consequences for
ethical transgressions (Kaptein, 2021). Tobacco and junk food
producers, for example, were subjected to increased scrutiny
and the filing of numerous significant lawsuits over the effects
of their goods on public health. The public was putting growing
pressure on oil and chemical firms to account for environmental
harm. Organizations were obliged to increase legal budgets as
class action lawsuits became more common.
Since the year 2000, ethical conduct in organizations has
extended to the internet (Alda-Varas et al., 2018). Cybercrime
and privacy concerns have dominated the main ethical debates
16. of the twenty-first century. If an organization or an individual
has ever done business online, he/she has been exposed to
identity theft crimes that were nearly unheard of 20 years ago
(Shahria et al., 2020). Consequently, companies are under
increasing societal and legal pressure to safeguard the private
information of their customers. A careful line needs to be drawn
between respecting customer privacy and exploiting internet
activity to gather useful marketing data since data mining and
target marketing have become more popular.
Evolution and Revolution Theory of Organizational Change
A fundamental tenet of evolutionary theory is that civilizations
evolve from rudimentary beginnings into more sophisticated
forms. Organizational cultures, according to Auguste Comte and
other early sociologists, were thought to grow along a single,
unidirectional path (McVeigh, 2020). They saw organizational
change as a sign of progress toward a better future and viewed
change as a good thing. To them, the evolutionary process
meant that civilizations would always rise to new heights.
Savagery, barbarism, and civilization were all three phases in
L.H. Morgan's view of the organizational change process
(Dykes et al., 2018). According to the three phases in the
evolution of human thinking and society, Auguste Comte's
theories constitute three main stages of social change, which
were metaphysical, positive, and theological.
A group of people who were enamored with this idea adapted it
to human civilization and concluded that organizations must
have developed from basic and primitive to sophisticated and
advanced, like the western civilization. Emile Durkheim argued
that a society's moral density is the driving force behind the
organizational social change (Kostyło, 2019). To Durkheim, the
pressure of increased organizational moral density led to a shift
in organizations toward more difference, interdependence, and
formal control. That organizations have evolved from a
relatively undifferentiated social structure with a minimal
division of labor and a kind of solidarity known as mechanical
solidarity to an even more differentiated social structure with a
17. maximum division of labor, resulting in organic solidarity.
Life-Cycle Theory
The organizational life-cycle theory is a different approach to
organizational change management (Roscoe et al., 2019). There
is a correlation between how the elements of an organization
develop over time and how well they work together. The
complexity of an organization grows as it matures, necessitating
additional coordinating mechanisms, staff, and units to keep
things running smoothly. The case studies that support the life-
cycle theory seem to have been the primary rationale for its
acceptance; however, some larger sample studies have
supported the notion of phases that represent congruent traits
but not the assumption that the order of stages is set. The
premise that there are distinct stages in an organization's life
cycle and that the elements of each phase should be consistent
with each other appears to be a reasonable starting point for the
development of prescriptive organizational change guidelines
for enhancing performance.
Using organizational norms and programs, life-cycle theory
tries to explain development by describing how certain
activities must be performed in a certain order. International
Product Life Cycle (IPLC) is an example of a particular
application for product development and marketing, which is
discussed in a scholarly article executed by (Iveson et al.,
2022). If an individual looks at how a product that was
manufactured in a Western country like the United States has
grown throughout the course of its life and finally declines,
he/she can see how this happens. The life cycle management
paradigm may also be seen in Western corporate practices. The
primary focus of life cycle theories is on a single entity, with
the growth of other entities being seen as secondary.
Personal Perspective
Management's ability to recognize and perceive the problems
that arise throughout a company's transformation may help it
enhance its design. To get a better understanding of
organizational changes, managers might examine the
18. shortcomings in their own organization's new designs. To
imitate companies who are seen as leaders, it is common for
them to alter features of their own products, such as their
designs. Comparing design and performance before and after
adjustments allows managers to learn. Several factors might
restrict the validity of these connections, which includes
cognitive and motivational biases, as well as human learning in
general, which creates difficulties. Unintended distortions at
various communication nodes and purposeful distortions by
individuals who desire to benefit from such distortions are two
examples of challenges relating to the verticality of
organizational information flows that must be addressed.
In general, managers who have been around for several design
modifications are less likely to learn through making
comparisons or averaging across different situations.
Organizational design and performance combinations are so
diverse that managers can only witness a limited fraction in
person. Vicarious learning may help managers overcome this
limitation. There is a lot of interest in organizational change
and performance pairings in the business press and among
managers and consultants who have had the chance to see
change performance pairings in action. Research on this area is
scant, but it is thought that managers might learn about new
ways of organizing by using diverse media sources.
Biblical Perspective
Hard labor is required on an ongoing basis to make
organizational changes. If people have faith and hope that
things can be changed, they are more likely to take action. As a
result of a feeling of pessimism, people are less likely to act
and are more likely to be held back from making progress.
Atheists and Christians alike agree that God has a vital role to
play in the process of change (Merida, 2015). When Moses and
his thousands of Israeli followers escaped the Egyptian Pharaoh,
the first formal record of organizational change was unearthed
(Lee, 2020). At the time, Moses had an issue with what can be
termed social networks today. In those days, there was no
19. Facebook, the Internet, or Twitter to connect with many people.
Every single one of his tens of thousands of admirers may get in
touch with him at any time. They were unable to address the
concerns of all their devotees. Reorganization and
implementation of a hierarchical pyramidal structure were
suggested to him by his father-in-low. Managers at higher levels
will only come to him with issues they cannot handle on their
own.
Conclusion
In conclusion, organizational change is imperative for every
business operating in the 21st century in order to succeed in its
business operations, and failure to adapt to organizational
change might lead to losing clout in its sector, which can harm
its reputation among rivals and allies as well as its customers
and clients' perceptions of the brand. Organizational settings
often undergo dramatic changes, which may have a significant
impact on an organization's ability to function or legitimacy.
The organization's reaction to these developments is determined
or at least influenced by how top management understands
them, typically as dangers or opportunities. Advances in
scientific knowledge have led to the development of
organizational structures and procedures that deal with
organizational learning, decision-making, and flexibility.
Organizational change and performance are being impacted
significantly by advances in scientific understanding,
professionalism, and technological capability. Society and the
workplace have undergone substantial demographic shifts,
which are affecting businesses in a subtle but important way.
The introduction of a broad range of knowledge, a decrease in
cooperation and prosocial conduct, and better interactions with
resource controllers in the company's environment may be
achieved through increasing demographic diversity in an
organization.
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