1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
Employees and changeThe implementation of the changes involves.docxSALU18
Employees and change
The implementation of the changes involves all levels of employees. The management level is the most crucial because they guide the change to its desired location while setting the atmosphere for team involvement.
Upper management is who will be planning the specifics of how the change is being manifested. Mid and lower level managers will gain the training and allocate tasks to their employees accordingly. They are also responsible for training the staff beneath them on the new operational methods being introduced.
All shift staff are responsible for executing the changes. They are on the front lines and will be the ones to report back as the changes begin to affect the daily flow of the facility. They are the best resource for determining if the changes are beneficial or not.
Organizational Structure
The strategy being used to implement change is consistent with a value driven system of decision making. The operations on a day to day basis will coincide and reflect the foundational morals set by the overseers of the company. Being that the structure was previously set into place based on the principles set at the implementing of the business, the organizational structure has not changed much from what it already is.
Standard operating procedures
“The standard operating procedures include the detailed and specific actions that will be taken to execute the communication plan. The procedures include:
1. First identify which processes are suitable for standardization.
· Communicating financial updates on a quarterly or annual
· Announcing management changes, departures and appointments, recommendations for other new hires and people changes.
· The editorial process for articles in internal media
· Distribution lists for standard internal announcements and how it is created, managed and kept up to date.
2. Then write down the main process steps for the standard process.
· Defining the appropriate target audience
· Defining relevant stakeholders
· Identify key influencers
· Outlining which supporting materials are needed to accompany the announcement or help the influencers cascade the messaging
· Outlining a countdown timeline for the process or the process cycle” (Springett, 2012)
References
Springett, D. (2012). Standard Operating Procedures in Internal Communications – Helpful or Just a Hassle? Retrieved from http://www.business2community.com/strategy/standard-operating-procedures-in-internal-communications-helpful-or-just-a-hassle-0242387#4ACbE2Gbt3ycaY2d.97
Strategic Plan Initiatives
Health care organizations struggle as they manage an ever increasing list of resource needs; financial support, quality employees, positive clinical outcomes, continuous performance improvement, patient and staff satisfaction, and anticipating regulatory changes. Managers and directors often have numerous priorities facing them at the same time, but strategic change is not possible without the support of executive lead ...
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Running head APPRECIATIVE INQUIRY 1 APPRECIATIVE INQUIRY6.docxhealdkathaleen
Running head: APPRECIATIVE INQUIRY 1
APPRECIATIVE INQUIRY 6
Appreciative Inquiry
Kristine Ruche
Leadership and Management for Nurse Executives
Capella University
April, 2020
Appreciative Inquiry
In the highly unpredictable global business environment, it is quite tempting to approach strategic decision making with a specific goal already in mind. In most cases, these strategies are aimed at mitigating the problems as they are problem-focused. Organizations typically focus on areas that are not working as intended while adopting a root cause mindset only to find themselves faced with a set of different, but related questions down the line. An appreciative inquiry model is one of the critical positive enterprise approaches to development and collective learning (Ruhe, Bobiak, Litaker, Carter, Wu, Schroeder, Zyzanski, Weyer, Werner, Fry, & Stange, 2011). An appreciative inquiry is a collaborative and strength-based approach that aims at changing the organizations and other human systems. One of the fundamental proponents behind the appreciative inquiry is that with time it has come to be increasingly adopted by organizations as to approach changes and growth from a problem-solving perspective. Form appreciative inquiry approach organizations should strongly focus on improving efficiency, surviving, and better performance and not just solving what is wrong, which is a deficit-based approach.
Appreciative inquiry in health care
The appreciative inquiry in the health care facility in which I work as a nurse will mainly focus on improving care services, especially to underserved women. The approach will focus on the positive and creativity as the driving forces for an improved future of healthcare services as is described and embraced for execution as an intervention for the achievement of behavioral health change at the individual levels. Guiding proponent for its application with clients is offered with an example of its use demonstrated in improving care services for the women of low economic status in improving their lifestyle.
Leadership skills to promote effective healthcare
Some of the qualities and skills that are useful in ensuring there is effective healthcare delivery include: great communication skills, being able to set the vision for the healthcare organization and emotional intelligence skills (Adair, 2016). The leaders should have people management skills which enables them to focus efforts of the healthcare workforce and resources towards a common goal. To make projects a success the leaders must have adequate knowledge and experience in project management such as budgetary skills and effective decision-making skills. Having effective analytical skills enable a leader to effectively analyze all possible alternatives that can make any project successful.
Strategies for healthcare teams to achieve set goals
Some of the strategies for ensuring that the healthcare teams are able to meet organizational goals include training ...
Section #2To be completed by Learner2.1 ProjectWrite app.docxkenjordan97598
Section #2
To be completed by Learner
2.1 Project
Write approximately one paragraph that describes the action research project and the basis for it being addressed.
The action research project seeks to explore pertinent leadership effectiveness issue created by the healthcare reform process in healthcare institutions across the United States. The reform process has created a dynamic environment that is in constant flux. Essentially, healthcare reform institutionalization has proven to be very beneficial when it comes to reducing the rising cost of healthcare. Additionally, it helps ensure that effective delivery of primary care is achieved so as to diminish the prevalence of chronic illnesses such as diabetes and cardiac-related health problems. The shift towards preventive care for the reduction of chronic illnesses requires more engagement between the patients and the doctors and closer follow-ups of patient outcomes. This requires effective leadership when it comes to the creation a workforce that is responsive to long-term patient needs. This means the healthcare professionals such as the physicians and nurses need effective leadership in hospital management so as to ensure they are motivated and engaged in the change process through teamwork and partnerships within hierarchical structures. Nonetheless, the purpose of this action research is assess Micheal E. DeBakey VA Medical Center of Houston’s leadership so as to provide a leadership model that includes the most appropriate leadership qualities that can be adopted by the organization to create a dynamic healthcare environment. Essentially, the action research project will involve a qualitative analysis of case studies related to leadership mechanisms within the institution and how they influence employee and patient outcomes. Based on the findings of the studies conducted, the possibility of using the proposed leadership model to improve outcomes will also be gauged. Comment by Nita Stika: What example would you use to demonstrate how this is true? Comment by Nita Stika: Management, observation or as Dr. Z suggests. Comment by Nita Stika: To assess Comment by Nita Stika: Current administrative structure so as to construct a leadership model that includes the most compatible qualities to be adopted? Comment by Nita Stika: Again, a forgone conclusion, could.
Reference
Thompson, J.M. (2007). Health Services Administration. Sudbury, MA: Jones and Bartlett.
Dageling, P. and Carr, A. (2004). Leadership for the systemization of health care: the unaddressed issue in health care reform. Journal of Health Organization and Management, 18(6), 399 – 414.
2.2 Contribution to Society
Using citations, answer the following questions in order:
1. How does your project improve a current practice?
2void . If your action research project is successful, how could your project impact your field of interest?
3. What are the practical implications of your project? For example, what will be the impa.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
Employees and changeThe implementation of the changes involves.docxSALU18
Employees and change
The implementation of the changes involves all levels of employees. The management level is the most crucial because they guide the change to its desired location while setting the atmosphere for team involvement.
Upper management is who will be planning the specifics of how the change is being manifested. Mid and lower level managers will gain the training and allocate tasks to their employees accordingly. They are also responsible for training the staff beneath them on the new operational methods being introduced.
All shift staff are responsible for executing the changes. They are on the front lines and will be the ones to report back as the changes begin to affect the daily flow of the facility. They are the best resource for determining if the changes are beneficial or not.
Organizational Structure
The strategy being used to implement change is consistent with a value driven system of decision making. The operations on a day to day basis will coincide and reflect the foundational morals set by the overseers of the company. Being that the structure was previously set into place based on the principles set at the implementing of the business, the organizational structure has not changed much from what it already is.
Standard operating procedures
“The standard operating procedures include the detailed and specific actions that will be taken to execute the communication plan. The procedures include:
1. First identify which processes are suitable for standardization.
· Communicating financial updates on a quarterly or annual
· Announcing management changes, departures and appointments, recommendations for other new hires and people changes.
· The editorial process for articles in internal media
· Distribution lists for standard internal announcements and how it is created, managed and kept up to date.
2. Then write down the main process steps for the standard process.
· Defining the appropriate target audience
· Defining relevant stakeholders
· Identify key influencers
· Outlining which supporting materials are needed to accompany the announcement or help the influencers cascade the messaging
· Outlining a countdown timeline for the process or the process cycle” (Springett, 2012)
References
Springett, D. (2012). Standard Operating Procedures in Internal Communications – Helpful or Just a Hassle? Retrieved from http://www.business2community.com/strategy/standard-operating-procedures-in-internal-communications-helpful-or-just-a-hassle-0242387#4ACbE2Gbt3ycaY2d.97
Strategic Plan Initiatives
Health care organizations struggle as they manage an ever increasing list of resource needs; financial support, quality employees, positive clinical outcomes, continuous performance improvement, patient and staff satisfaction, and anticipating regulatory changes. Managers and directors often have numerous priorities facing them at the same time, but strategic change is not possible without the support of executive lead ...
Essay about Change Management Assignment
Change Management Essay
Essay about Change Management
Essay about Leadership in Change Management
Change Management
Change Management Essay
Essay about Change Management
Change Management Essay example
Change Management Theory Essay
Essay On Change Management
Management Of Change Essay
What Is Change Management Essay
The Change Of Change Management
Change Management Essay
Essay on Change Management
Change Management Essay
Critical Review On Change Management Essay
Essay on Organizational Change Management
Change Management Essay
Change Management Essay
Running head APPRECIATIVE INQUIRY 1 APPRECIATIVE INQUIRY6.docxhealdkathaleen
Running head: APPRECIATIVE INQUIRY 1
APPRECIATIVE INQUIRY 6
Appreciative Inquiry
Kristine Ruche
Leadership and Management for Nurse Executives
Capella University
April, 2020
Appreciative Inquiry
In the highly unpredictable global business environment, it is quite tempting to approach strategic decision making with a specific goal already in mind. In most cases, these strategies are aimed at mitigating the problems as they are problem-focused. Organizations typically focus on areas that are not working as intended while adopting a root cause mindset only to find themselves faced with a set of different, but related questions down the line. An appreciative inquiry model is one of the critical positive enterprise approaches to development and collective learning (Ruhe, Bobiak, Litaker, Carter, Wu, Schroeder, Zyzanski, Weyer, Werner, Fry, & Stange, 2011). An appreciative inquiry is a collaborative and strength-based approach that aims at changing the organizations and other human systems. One of the fundamental proponents behind the appreciative inquiry is that with time it has come to be increasingly adopted by organizations as to approach changes and growth from a problem-solving perspective. Form appreciative inquiry approach organizations should strongly focus on improving efficiency, surviving, and better performance and not just solving what is wrong, which is a deficit-based approach.
Appreciative inquiry in health care
The appreciative inquiry in the health care facility in which I work as a nurse will mainly focus on improving care services, especially to underserved women. The approach will focus on the positive and creativity as the driving forces for an improved future of healthcare services as is described and embraced for execution as an intervention for the achievement of behavioral health change at the individual levels. Guiding proponent for its application with clients is offered with an example of its use demonstrated in improving care services for the women of low economic status in improving their lifestyle.
Leadership skills to promote effective healthcare
Some of the qualities and skills that are useful in ensuring there is effective healthcare delivery include: great communication skills, being able to set the vision for the healthcare organization and emotional intelligence skills (Adair, 2016). The leaders should have people management skills which enables them to focus efforts of the healthcare workforce and resources towards a common goal. To make projects a success the leaders must have adequate knowledge and experience in project management such as budgetary skills and effective decision-making skills. Having effective analytical skills enable a leader to effectively analyze all possible alternatives that can make any project successful.
Strategies for healthcare teams to achieve set goals
Some of the strategies for ensuring that the healthcare teams are able to meet organizational goals include training ...
Section #2To be completed by Learner2.1 ProjectWrite app.docxkenjordan97598
Section #2
To be completed by Learner
2.1 Project
Write approximately one paragraph that describes the action research project and the basis for it being addressed.
The action research project seeks to explore pertinent leadership effectiveness issue created by the healthcare reform process in healthcare institutions across the United States. The reform process has created a dynamic environment that is in constant flux. Essentially, healthcare reform institutionalization has proven to be very beneficial when it comes to reducing the rising cost of healthcare. Additionally, it helps ensure that effective delivery of primary care is achieved so as to diminish the prevalence of chronic illnesses such as diabetes and cardiac-related health problems. The shift towards preventive care for the reduction of chronic illnesses requires more engagement between the patients and the doctors and closer follow-ups of patient outcomes. This requires effective leadership when it comes to the creation a workforce that is responsive to long-term patient needs. This means the healthcare professionals such as the physicians and nurses need effective leadership in hospital management so as to ensure they are motivated and engaged in the change process through teamwork and partnerships within hierarchical structures. Nonetheless, the purpose of this action research is assess Micheal E. DeBakey VA Medical Center of Houston’s leadership so as to provide a leadership model that includes the most appropriate leadership qualities that can be adopted by the organization to create a dynamic healthcare environment. Essentially, the action research project will involve a qualitative analysis of case studies related to leadership mechanisms within the institution and how they influence employee and patient outcomes. Based on the findings of the studies conducted, the possibility of using the proposed leadership model to improve outcomes will also be gauged. Comment by Nita Stika: What example would you use to demonstrate how this is true? Comment by Nita Stika: Management, observation or as Dr. Z suggests. Comment by Nita Stika: To assess Comment by Nita Stika: Current administrative structure so as to construct a leadership model that includes the most compatible qualities to be adopted? Comment by Nita Stika: Again, a forgone conclusion, could.
Reference
Thompson, J.M. (2007). Health Services Administration. Sudbury, MA: Jones and Bartlett.
Dageling, P. and Carr, A. (2004). Leadership for the systemization of health care: the unaddressed issue in health care reform. Journal of Health Organization and Management, 18(6), 399 – 414.
2.2 Contribution to Society
Using citations, answer the following questions in order:
1. How does your project improve a current practice?
2void . If your action research project is successful, how could your project impact your field of interest?
3. What are the practical implications of your project? For example, what will be the impa.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
Organizational Change Models
Introduction
Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important
aspects
in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.
The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).
In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.
An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
Module 4- M4 Assignment 2RA 5
B7401:AO1 Organizational Behavior
Sharon Reed
Argosy University
Dr. Kemp
April 5, 2015
Abstract
In this paper a problem was defined in an organization and behavior theory was use. Theory was use to bring about a change in the organization, including climate and employee motivation. The organization is a non-profit human service organization.
Today’s organizations need to experience changes almost continually if they are to stay viable. Some changes may be somewhat minor as in the situation of putting in new software program or fairly major, as in the circumstances of refocusing a complete marketing plan, fighting off an aggressive takeover, or altering an organization in the face of unrelenting foreign competition. Organizational change frequently arises out of problems faced by an organization. In various cases, though, organizations change under the momentum enlightened leaders who recognized that there was a problem.
Schmid (2010) describes organization change as “the process which occurs in the Human Service Organization as an end result of interior stress that cause changes and alterations in the organization’s main going on, strategies, structures , goals, and service programs.” Furthermore, precisely, planned organizational change contains leadership and the gathering of workers to reposition the organization to a wanted future situation by using change procedures which includes both human and technological features of the organization.
The organization that called the Brockton Multi Service Inc., (BAMSI) which is a large Non- Profit Human Service Agency. The human services business is multifaceted and includes choices made by government, social and company leaders. A product is not vended, but instead a service is provided to adults with disabilities in a residential setting. Many of the individuals in residential services have severe and mild to moderate disabilities and problematic behaviors. The workers play an essential part for adults with problematic behaviors. They assume an array of tasks which includes giving medications, helping individuals with do it yourself needs, escorting individuals to and from a variety of community events.
Challenging behaviors are behaviors that are described as being difficult or inadequate adaptation by others showing the behavior or by the person showing the behavior. Challenging behaviors are those conducts that come into struggles with what is expected in the person’s community. Problematic behaviors are behaviors which frequently separate the individual from their community or are behaviors that can be obstacles to the person living or remaining in a particular community. Problematic behaviors differ in seriousness and intensity. What is decided to be a problematic behavior can vary depending on what is allowed by the person, a community or by ...
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
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Organizational Change Models
Introduction
Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important
aspects
in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.
The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).
In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.
An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
Module 4- M4 Assignment 2RA 5
B7401:AO1 Organizational Behavior
Sharon Reed
Argosy University
Dr. Kemp
April 5, 2015
Abstract
In this paper a problem was defined in an organization and behavior theory was use. Theory was use to bring about a change in the organization, including climate and employee motivation. The organization is a non-profit human service organization.
Today’s organizations need to experience changes almost continually if they are to stay viable. Some changes may be somewhat minor as in the situation of putting in new software program or fairly major, as in the circumstances of refocusing a complete marketing plan, fighting off an aggressive takeover, or altering an organization in the face of unrelenting foreign competition. Organizational change frequently arises out of problems faced by an organization. In various cases, though, organizations change under the momentum enlightened leaders who recognized that there was a problem.
Schmid (2010) describes organization change as “the process which occurs in the Human Service Organization as an end result of interior stress that cause changes and alterations in the organization’s main going on, strategies, structures , goals, and service programs.” Furthermore, precisely, planned organizational change contains leadership and the gathering of workers to reposition the organization to a wanted future situation by using change procedures which includes both human and technological features of the organization.
The organization that called the Brockton Multi Service Inc., (BAMSI) which is a large Non- Profit Human Service Agency. The human services business is multifaceted and includes choices made by government, social and company leaders. A product is not vended, but instead a service is provided to adults with disabilities in a residential setting. Many of the individuals in residential services have severe and mild to moderate disabilities and problematic behaviors. The workers play an essential part for adults with problematic behaviors. They assume an array of tasks which includes giving medications, helping individuals with do it yourself needs, escorting individuals to and from a variety of community events.
Challenging behaviors are behaviors that are described as being difficult or inadequate adaptation by others showing the behavior or by the person showing the behavior. Challenging behaviors are those conducts that come into struggles with what is expected in the person’s community. Problematic behaviors are behaviors which frequently separate the individual from their community or are behaviors that can be obstacles to the person living or remaining in a particular community. Problematic behaviors differ in seriousness and intensity. What is decided to be a problematic behavior can vary depending on what is allowed by the person, a community or by ...
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
Case Study Scenario Part 3IntroductionThis media piece exp.docxdrennanmicah
Case Study Scenario Part 3
Introduction
This media piece explains four ethical theories in order to prepare you for the Unit 3 assignment,
Case Study Resolution
. This media piece also includes parts 1 and 2 of the case study videos for your review.
Part 3
Deontology
The ethical position to do what is right out of duty or obligation. It is often called rule-based ethics.
Deontology has been described as "absolutist," "universal," and "impersonal" (Kant, 1785/1959). It prioritizes absolute obligations over consequences. In this moral framework, ethical decision making is the rational act of applying universal principles to all situations irrespective of specific relations, contexts, or consequences. This reflects Immanuel Kant's conviction that ethical decisions cannot vary or be influenced by special circumstances or relationships. Rather, a decision is "moral" only if a rational person believes the act resulting from the decision should be universally followed in all situations. For Kant, respect for the worth of all persons was one such universal principle. A course of action that results in a person being used simply as a means for others' gains would ethically unacceptable.
With respect to deception in research, from a deontological perspective, since we would not believe it moral to intentionally deceive individuals in some other context, neither potential benefits to society nor the effectiveness of participant debriefing for a particular deception study can morally justify intentionally deceiving persons about the purpose or nature of a research study. Further, deception in research would not be ethically permissible since intentionally disguising the nature of the study for the goals of research violates the moral obligation to respect each participant's intrinsic worth by undermining individuals' right to make rational and autonomous decisions regarding participation (Fisher & Fyrberg, 1994).
Utilitarianism
The ethical position depends on the consequences of the action with the goal being producing the most good.
Utilitarian theory prioritizes the consequences (or utility) of an act over the application of universal principles (Mill, 1861/1957). From this perspective, an ethical decision is situation specific and must be governed by a risk-benefit calculus that determines which act will produce the greatest possible balance of good over bad consequences. An "act utilitarian" makes an ethical decision by evaluating the consequences of an act for a given situation. A "rule utilitarian" makes an ethical decision by evaluating whether following a general rule in all similar situation would create the greater good. Like deontology, utilitarianism is impersonal: It does not take into account interpersonal and relational features of ethical responsibility. From this perspective, psychologists' obligations to those with whom they work can be superseded by an action that would produce a greater good for others (Fisher, 1999).
A ps.
Case Study RubricYour case study will be assessed as follows•.docxdrennanmicah
Case Study Rubric
Your case study will be assessed as follows:
• Clarity: Are major points clearly presented? Does the writer present a coherent and succinct argument?
• Completeness: Are any points missing? Does the writing accomplish each task set forth in the assignment?
• Thoroughness: Are all major points illustrated adequately? Are there parts that need more explanation or evidence?
• Organization: Are the main points in the right order? Are there any overlapped or repeated points? Are there any irrelevant detail?
• Language: Are there problems with grammar, spelling, and punctuation? Are the sentences overly-complex? Choppy? Are the tone and word choice appropriate?
C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s leading
energy companies. Chevron’s headquarters are in San Ramon, California.
The company has more than 62,000 employees and produces more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In
2012, Chevron was number three on the Fortune 500 list and had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better support all
facets of its global operations, the company is always focused on improving
its infrastructure [GALL12]. Chevron faces new challenges from increased
global demand for its traditional hydrocarbon products and the need to
develop IT support for new value chains for liquid natural gas (LNG) and the
extraction of gas and oil from shale. Huge investments are being made
around the world, particularly in Australia and Angola on massive projects of
unprecedented scale. Modeling and analytics are more important than ever
to help Chevron exploit deep water drilling and hydrocarbon extraction in
areas with challenging geographies. For example, advanced seismic imaging
tools are used by Chevron to reveal possible oil or natural gas reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic imaging
http://www.chevron.com/
C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors spread
throughout the facilities to maintain safe operations and to alert operators to
potential safety issues before they ever become safety issues. Data from the
sensors is also used to optimize the way the refineries work and to identify
opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end
operations are dependent on advanced sensors, supervisory control and data
acquisition (SCADA) systems, and other digital industrial control systems
[GALL12].
SCADA systems are typically centralized systems that monitor and
control entire sites and/or complexes of system.
Case study RubricCriterionOutstanding 3.75Very Good 3 .docxdrennanmicah
Case study Rubric
Criterion
Outstanding 3.75
Very Good 3
Good 2.5
Unacceptable 1
Score
Completeness
Complete in all respects; reflects all requirements
Complete in most respects; reflects most requirements
Incomplete many respects; reflects few requirements
Incomplete in most respects; does not reflect requirements
Understanding
Demonstrates excellent understanding of the topic(s) and issue(s)
Demonstrates an accomplished understanding of the topic(s) and issue(s)
Demonstrates an acceptable understanding of the topic(s) and issue(s)
Demonstrates an inadequate understanding of the topic(s) and issue(s)
Analysis
Presents an insightful and through analysis of the issue (s) identified
Presents a thorough analysis of most of the issue(s) identified
Presents a superficial analysis of some of the issue(s) identified
Presents an incomplete analysis of the issue(s) identified.
Evaluation
Makes appropriate and powerful connections between the issue(s) identified and the concept(s) studied
Makes appropriate connections between the issue(s) identified and the concept(s) studied
Makes appropriate but somewhat vague connections between the issue(s) identified and the concept(s) studied
Makes little or no connection between the issue(s) identified and the concept(s) studied.
Opinion
Supports opinion with strong arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
Supports opinion with reasons and evidence; presents a fairly balanced view; interpretation is both reasonable and objective
Supports opinion with limited reasons and evidence; presents a somewhat one-sided argument
Supports opinion with few reasons and little evidence; argument is one-sided and not objective.
Recommendations
Presents detailed, realistic, and appropriate recommendations clearly supported by the information presented and concepts studied
Presents specific, realistic and appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation with little, if any, support from the information and the concepts studied.
Grammar and Spelling
Minimal spelling and grammar errors
Some spelling and grammar errors
Noticeable spelling and grammar errors
Unacceptable number of spelling and grammar errors
APA guidelines
Uses APA guidelines accurately and consistently to cite sources
Uses APA guidelines with minor violations to cite sources
Reflects incomplete knowledge of APA guidelines
Does not use APA guidelines
Total
.
CASE STUDY RUBRIC MICROBIOLOGY For the Case Study assig.docxdrennanmicah
CASE STUDY RUBRIC MICROBIOLOGY
For the Case Study assignment the current pathogen selections may be requested by sending
an email to your instructor!
Assigned Case Study Problem:
You will create a case study for a microbial infection selected from the current pathogen list. Your case
study will be assembled using a detailed rubric (see below). Upon completion, you will submit your
case study to the Blackboard gradebook in Unit 5 and to SafeAssign.
How to create a case study
The case studies are meant to be an enjoyable, interesting, and informative assignment. This is your
chance to show that you understand the key teaching points about a microbe and to communicate
these points in a written format.
What information belongs in my case study?
Have at least 3-4 key referenced points in each of the five areas shown in the Case Study Information
Chart (see below). The left-hand heading in the chart suggests the type of information requested for the
pathogen. Outlines can be in whatever form you prefer (bullets/charts/outlines/diagrams or a mix). Be
sure to include two discussion questions (and provide complete answers) that you can incorporate
into your case study (place them at the end of your write-up). These questions should help connect your
case to other material in the course. For example, what other microbes have an A-B toxin? What other
viruses are transmitted by fecal-oral spread?
How much information should I provide for my case study?
For the Case Study, you are asked to provide at least the information requested in the chart below. The
boxed questions are suggestions for the minimum amount of information within each category. The
more detailed the information, the better the study. You may consult your textbook, CDC, WHO, Access
Medicine, Google Scholar, NCBI, WebMD, etc. to find the information. For example, if you perform a
Google search using the name of the pathogen and the word ‘vaccine’, you will find information on
current vaccines (if any), those in clinical trials, vaccines used only in animals, etc.
Case Study Information Chart
Typical Case What does a typical case look like? Use the standard format for a
patient presentation with chief complaint (CC), history of present illness
(HPI), key physical exam details (PE), lab findings, signature signs, and
any other important findings.
Description of the infectious
agent
If it is a bacterium, how is it classified? If it is a virus, what kind of
nucleic acid does it have? Does it target specific cellular types
(tropism)? Does it form a spore? Is it aerobic? Is it intracellular? Can it
only be grown in a specific type of media? How is it distinguished from
other members of the species? Does the pathogen have a significant
history with humans or animals?
Epidemiology What do you feel are the most important points about the
epidemiology of the disease? Incidence? Portal of entry? Source? Is it a
normal microb.
Case Study Rubric Criteria / Score
Distinguished
Competent
Basic/Pass
Poor
Failing
Content Knowledge
20
18
15
13
0
Case is addressed expansively in reference to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions but does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is addressed but does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is not addressed and/or does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Use of Evidence
10
9
8
6
0
Ideas are supported with evidence and demonstrate a clear understanding of the research and theory behind the topic.
Ideas are somewhat supported with evidence to demonstrate a basic understanding of the research and theory behind the topic.
Ideas are not fully supported with evidence and demonstrate some confusion about the research and theory that support the case study topic.
Ideas are not fully supported with evidence and lack understanding of the research and theory behind the topic.
Ideas are not supported with evidence.
Writing
10
9
8
6
0
Assignment is well written and well organized. Mechanics (spelling and punctuation) and grammar are excellent.
Assignment is well written and well organized and contains few minor errors in mechanics and/or grammar.
Assignment is well written and well organized but contains some minor errors in mechanics and/or grammar.
Assignment is not clear and/or lacks organization and/or contains several errors in mechanics and/or grammar.
Assignment lacks evidence of clear, organized scholarly writing and needs extensive additional work to meet assignment needs.
Standard Writing Style
6
5
4.5
4
0
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style and contains few minor formatting errors.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style but contains some minor formatting errors.
Assignment does not provide either in-text citations (where appropriate) or reference sources and/or contains several formatting errors.
Timeliness
4
3.5
3
2.5
0
*Students who initiate communication regarding individual circumstances for lateness will be graded at instructor’s discretion.
Assignment submitted on time.
Assignment submitted one day late.
Assignment submitted two days late.
Assignment submitted three days late.
Assig.
Case Study ReflectionWrite a 4-5 page paper. Your written assi.docxdrennanmicah
Case Study Reflection
Write a 4-5 page paper. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure that in- text citations and reference list are correct. Submit your assignment to the Dropbox by the end of this Unit.
In 2007 San Francisco began its Healthy San Francisco Plan designed to provide health care for all San Francisco citizens. In 2007, it was estimated that San Francisco had 82,000 uninsured citizens. Under the plan, all uninsured citizens residing in San Francisco can seek care at the city's public and private clinics and hospitals. The basic coverage includes lab work, x-rays, surgery, and preventative care. The city plans to pay for this $203 million coverage by rerouting the $104 million the city currently spends treating the uninsured in the emergency rooms, mandating business contributions, and requiring income-adjusted enrollment fees. The plan requires all businesses with more than 20 employees to contribute a percentage toward the plan. Many business owners consider this a burden and warn they will not stay in the city. The Mayor sees universal health access a moral obligation for the city.
Take one of the following positions.
San Francisco has an obligation to provide its citizens with health access.-OR-
San Francisco does not have an obligation to provide its citizens with health access.
Discuss the following in your assignment
:
What is the government's role in regulating healthy and unhealthy behavior?
Has the balance between personal freedom and the government's responsibility to provide health and welfare of its citizens been eroded? Why or why not?
.
Case Study Questions (Each question is worth 6 marks)1. Defi.docxdrennanmicah
Case Study Questions (Each question is worth 6 marks)
1. Define the term ‘gastronomy’ and provide some examples to demonstrate your understanding.
2. What benefits and opportunities exist for the local indigenous community of the Dja Dja Wurrung Clans with Bendigo newly designated as a creative city of gastronomy?
3. How may the regional city of Bendigo incorporate gastronomy into its destination branding? Provide some examples.
4. Discuss some potential issues and considerations associated with using gastronomy in destination branding activities.
5. Outline some potential creative network collaborations which may result from Bendigo now being admitted to the Creative Cities Network.
.
Case Study Reorganizing Human Resources at ASP SoftwareRead the.docxdrennanmicah
Case Study: Reorganizing Human Resources at ASP Software
Read the ASP Software case (Anderson, 2005a) and consider the following questions:
How does the client feel about how the change has been managed at this point?
How do you think the management team or employees feel?
What has McNulty done well in managing the change to this point?
What could she have done differently?
What intervention strategy and intervention activities would you recommend to McNulty?
How would you structure these activities?
What roles would McNulty, the management team, and the consultant play?
.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
Case Study Project Part I Declared JurisdictionTemplate Sta.docxdrennanmicah
Case Study Project Part I: Declared Jurisdiction
Template Statement of Action Research Intent
The (Memphis Shelby County, Tennessee United States) will be examined to determine the current status of economic development. The resources for this study initially will come from public administrator generated information. The data will be assessed using S.W.O. T. Analysis. “Smart” Action Research will then be conducted to determine what specific economic development strategies may be employed to address areas of concern required for enhancing economic development prospects in the above jurisdiction. Using published scholarly resources and pertinent analytics, the action research efforts will turn to identifying options available to decision makers. This action research will result in a final report that provides both the criteria by which economic developments strategies may be weighed and a discussion of recommended actions, each uniquely assembled to improve the economic prospects for (Memphis Shelby County, Tennessee United States).
PADM 530
Case Study Project Part 2: Economic Development Analysis and Proposal Instructions
You will submit an Economic Development Analysis and Proposal Plan, consisting of 15-20 pages, not including the title page, abstract, or reference page. In order to complete this assignment, you must choose a specific locale that you want to use for your case study. You may wish to select the community in which you currently live or a hometown as the focus of this report. A case must be a “bounded system” with definable parameters (Stake, 1995). Thus, you must choose a locale that you can define and limit. For example, you should not use New York City. Its size is far beyond what you will be able to accomplish in this course. Likewise, you would not want to choose Huston, Idaho, as it is far too small to have a need for a cohesive economic development plan. In this assignment, you will target the specific situations found in an American city, town, or county. This assignment will require that you address the following six specific areas:
Locale
When choosing your locale, make sure that you will be able to find demographic and economic information. You will want to choose an area with which you are familiar or an area where there is obvious need. Attempt to pick a city or a town that is not extremely large (i.e., New York City, however, Staten Island could be a viable project). Choosing wisely will make your research more focused so that you can complete the research by the time the course has finished.
Economic Situation
You must detail the specific economic situation facing this location. For example, if you were to choose Flint, MI, you would have to discuss the impact of the auto industry moving away from the city and the subsequent economic and social conditions of the city. How has the economic shift impacted the city and how has the city responded in the last 30 years? Additionally, what initiatives.
Case Study Peer Comments In each case study, you are expected.docxdrennanmicah
Case Study Peer Comments:
In each case study, you are expected to respond to at least two peers’ postings in the classroom. Comments should add new information to the discussion or provide an assessment of your peer's posting. Peer comments are due by Sunday midnight
Mary Post:
#2: To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
The software purchase option that myIoT, Inc. should pursue would be a SaaS application. This is an Internet based service where the software is accessed online and there is no need to have it installed on site. This is a less expensive option than purchasing software and licenses, and it allows access to the outside vendors. It is also cheaper than hosted software. Based on the cloud location, the setup time is faster, which is what myIoT needs for a two-month turnaround.
#3: What types of technology implementation challenges might myIoT face? How can these risks be minimized?
Application integration would pose a challenge. Since there is a short time-frame, ensuring all partners are “up and running” could be their biggest issue. There will need to be a training period for all that access the data. Should any of their vendors not have the same capabilities, this could throw off their entire operation. Also, due to the variety of systems organizing and sharing information might be a problem. MyIot would need to work with its supply chain partners and vendors to ensure they are all capable using the chosen TMS and begin to implement it right away. This will allow extra time to make changes and enforce training sessions.
Desmond Post
2. To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
My Iot should pursue a well designed TMS software system. This system specializes in planning the flow of materials across the supply chain. It's the core of routing, rating, and, executing shipments across multiple modes tracking, load tracing, and freight settlement. The capabilities and scope of TMS expands the software to a much more integrative system. It provides support for transportation strategic, tactical, and operational planning, as well as delivery execution, in transit visibility and performance evaluation. TMS also supports appointment scheduling, metrics monitoring, and freight bill auditing.
3. Whats types of technology implemenation challenges might my iot face? How can these risks be minized?
My Iot could potentially loose time in wages, delay of shipment, and possibly loose business with customers, but these risks could be minimized by implementing better planning, develop training within your team, create effective structure and monitor the technology program by following these simple steps below to correct system and human error as they occur:
· Secure the commitment of senior management
· Remember .
Case Study ProblemLeadership appears as a popular agenda it.docxdrennanmicah
Case Study Problem:
Leadership appears as a popular agenda item in police executive training. Go to Google and search “police executive training courses.” Other than the Covey program discussed in this chapter, what are the other programs that are offered for police chiefs? What are the topic areas assigned under the heading of “leadership”? Be sure to use the graduate case study format.
attached is graduate study case analysis format
.
Case Study Planning for GrowthKelly’s Sandwich Stop is one of t.docxdrennanmicah
Case Study: Planning for Growth
Kelly’s Sandwich Stop
is one of the best-known and most loved sandwich concessions in town. In business for about five years, she sells sandwiches and other lunch items made from locally produced food from her mobile food trailer. Kelly’s passion and talent for creating reliably fresh, tasty lunch fare popular among a business clientele (largely employees and shoppers) has made her small enterprise a booming success.
In the last year, Kelly added a bicycle-towed concession that travels to different strategic locations in town, selling her popular sandwiches to customers who work beyond walking distance of
Kelly’s Sandwich
Stop
. She now has a total of four employees, all part-time, working both concessions. Because she caters to urban customers, her concessions operate on week days from 10 am to 2 pm. To promote word-of-mouth advertising, Kelly uses Facebook to publish her daily menus and the locations of the bicycle concession.
As a sole proprietor, Kelly has been pleased with her lunch business success. Now it’s time to get serious about the future of her business. In the short and medium term, she wants to see it grow into a potentially more lucrative enterprise, implementing a greater variety of food products and services, and increasing her competitive edge in the region. Ever the ardent entrepreneur, Kelly’s long-term dream is to develop her creative, health-conscious culinary skills and services into a wider clientele outside the region.
An opportunity has arisen to lease restaurant space about 10 miles away from her trailer concession location, close to a mall and the suburbs and nearer to her local food producers. Kelly has jumped at the chance. While she has hired professional business consultants to help her set up the space, design the menu, and implement the opening of the restaurant, she must also consider the short- and long-term financial, HR, and management needs of such an expansion. Kelly is particularly sensitive to her relationship to her customers, employees, and the community.
Directions for paper below:
In this paper, students will analyze and discuss small business growth in terms of growth strategy, business forms, short and medium term goals, financing assistance, organizational structure and staffing needs, customers and promotion, and ethics and social responsibility. Students are expected to apply business and management concepts learned in our course.
By completing this assignment, students will meet the outcome(s):
identify the critical business functions and how they interact in order to position the organization to be effective in the current business environment;
explain the importance of the integration of individuals and systems to organizational effectiveness;
describe the ethical and social responsibilities that confront a business.
Required Elements of the Final Project:
Read critically and analyze the case below,
Planning for Growth
;
Review the project descripti.
Case Study People v. Smith, 470 NW2d 70, Michigan Supreme Court (19.docxdrennanmicah
Case Study: People v. Smith, 470 NW2d 70, Michigan Supreme Court (1991)
Case Study
1) In a narrative format, using a minimum of 750 words, outline the case of People v. Smith. Give the facts, issue and court holding of the case.
Case Analysis
2) Give an overview of expunged records for juveniles, its importance and the reasoning of it being necessary.
Case Analysis
3) What are your state's laws concerning the expungement and use of juvenile convictions to sentence them as an adult?
Executive Decisions
4) When does the law in TN say you can transfer a juvenile to adult court? If you were a state senator, what is your opinion of trying our minors as adults, and are there any other crimes or occasions that juveniles should be prosecuted as adults?
http://www.sagepub.com/upm-data/15994_Chapter_1___Juvenile_Justice_in_Historical_Perspective.pdf
.
Case Study OneBMGT 464 Portfolio Activity TwoPurposeIn thi.docxdrennanmicah
Case Study One:
BMGT 464 Portfolio Activity Two
Purpose:
In this case the committee is looking to see how you can apply communication skills to obtain the maximum job performance of the employee in each of the short scenarios. After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
Outcomes:
The students will demonstrate understanding of the following outcomes:
· How to manage, organize, and lead employees;
· To identify the organizational theory related to increasing job performance to raise company effectiveness;
· How to communicate effectively to affect change or motivation; and
· Writing for persuasiveness.
Scenarios and Questions:
After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
1) “RLI Home Builds a Castle on Communication”
Since the outset the owner Ralph Lorean has prided himself on focusing the culture of the company on excellent customer service. Managers know that a culture like this would only work if the company’s employees enjoyed their work and the company. He wanted to build a company where every employee felt they owned the castle. Ralph believed that communication was essential to making an employee feel a part of the group, so he often said that he never wanted employees to “read about their company in the media and learn something new.”
Because RLI is international in scope it is possible that on any given day or time two thirds of its 2,000 employees are outside an office. To conquer the communication this problem imposes Ralph is surveying his managers to see if they think a new, but very expensive, “dashboard” intranet system would be worth the expenditure. The system would ensure optimal communication strategies allowing every employee remote access from wherever they are. Regardless, of location every employee can share information on the dashboard from their cell phone. However, it does not offer a “SKYPE” feature. Management has sent a short questionnaire to you asking the following questions:
A) How would the new tool influence job performance positively in RLI?
B) Could dependence on a program which does not permit access to verbal or face to face communications hinder job performance in a global setting? If so why?
C) If the dashboard was only presented in English would this be a factor in its intracompany success?
D) One of the biggest reasons suggested for purchasing the system is that it allows information to flow both from top down to bottom up. Do you see this as possible if the company is not structured in a similar way? If so why, if not why not?
2) Email Over All! Richard Burton is one of the production supervisors at Lighting R Us a branch of RLI. Richard supervises 25 employees and has been performing well in this same job for 5 years. Burton wants a promotion in the foreseeable future but feels it unlikely. Burton is always “on”. He has 24/7 email access, texts al.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Digital Tools and AI for Teaching Learning and Research
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docx
1. 1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this
report is intended to be one paper (two parts) – please combine
your Part I and Part II into a single document when you re-
submit.
Executive Summary
Organizational change is the process in which any organization
brings or desires to bring changes in its organizational culture,
structure, strategies, functions or technologies to cause the
change within the company to achieve certain goals and
improve the overall performance of the company. This study is
based on proposing a change management model for Ronald
Reagan UCLA medical Medical center Center which is located
in Los Angeles. UCLA medical Medical center Center is
focused on continuously improving its services by implementing
the concept of “True North” which suggests to improve and
idealize different aspect of services including quality, equity,
care experience, safety, financial stewardship, and workforce
2. development and care.
This change management proposal recommends the use of
Kotter's 8-step change model to bring the change in the
organizational culture of the UCLA Health System. This
proposal also highlights the role of communication in bringing
change in the organization. Moreover, this study suggests the
strategies to motivate employees to embrace the process of
change and recommends the training strategies that can be used
to implement the process of change successfully. This study
also provides a guideline of how the change process can be
evaluated and measured on the basis of organizational and
individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed
facility, is a medical service providing organization located in
Los Angeles. It was founded in 1955 and initially started as
UCLA medical Medical center Center but, later it became
Ronald Reagan UCLA Medical center Center in 2008. The
medical center has highly qualified staff which provides 24
hours of medical services. This center offers many clinical
services including cancer services, cardiovascular services,
pediatric services, transplantation facilities, men and women
health services, and weight management programs, etc. the
facility has about ten 10 floors, and every floor contains
dialysis storage, satellite pharmacy, respiratory therapy
workrooms, and restrooms for doctors and residents. What is
your resource for this information? Comment by Dr. Steve: Run
on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and
leading research, education, and patient care. It is aimed at
healing humankind by providing medical services and acts of
kindness. UCLA Health is focused on providing the best health
care services through the latest medical technology. Staff
3. including physicians, nurses, doctors, and other members are
supervised by competent leadership including Johnese Spisso
who is president of UCLA health and CEO UCLA hospital
system, and John Mazziotta who is CEO UCLA health and Vice-
Chancellor at UCLA health system (UCLA HEALTH, 2019).
Comment by Dr. Steve: Same caution as before regarding
use of actual namesDesired Organizational Changes
The leadership of the medical center is now focused on further
improvement by bringing change by implementing and applying
a handful of the metrics at the organization level that is
explained as "True North." The concept of “True North” means
that all the functions within the company should be performed
in an ideal way. Some of the aspects of the functions and
services that need to be idealized in medical Centre center
include quality, equity, care experience, safety, financial
stewardship, and workforce development and care (citation?).
The efforts started with implementing DMS (daily management
systems) (DMS) for urgent care unit, emergency department,
and pediatric services. DMS helps engage team members in
identifying and resolving issues. Implementation of DMS led to
measurable improvements including quality improvement and
increase in capacity to see clients in urgent care clinic, reducing
wait times in pharmacies, and decrease decreasing in cycle
times for patients in the emergency department. DMS is yet to
apply in other services. UCLA Health is also aimed at
developing leader traits which truly support the philosophy of
enabling, aligning, and improving at all levels of management
in all departments.(citation?) Comment by Dr. Steve: Yasmin –
this is unclear – how does DMS connect with “True North?”
The way you have it written, I cannot tell if it is part of this
initiative or a separate information technology initiative.
Driving force that is demanding changes
The driving force behind bringing the change in UCLA health
Health is to gain sustainable competitive advantage. The only
competitive advantage in today’s world is the ability to adapt,
4. change, and evolve better than the competitors. It is the
requirement of the advanced world to have an improved system
for bringing change and an understanding of important issues
which guide change management (Salman & Broten, 2017).
Patient safety needs means more than just preventing,
eliminating, and complying the situation. So, it is crucial to
ensure that the healthcare system is resilient to a larger extent,
and everyday functions have more probability of succeeding
than they fail. Thus, the motivation behind implementing this
model is that this paradigm would help facilitate flexibility and
increase the capacity of UCLA health to deliver more healthcare
more effectively. This change will also make the system
flexible which can adapt changes under different situations.
Comment by Dr. Steve: This is not clear Comment by Dr.
Steve: Your explanations of the forces driving this change are
not clear. You begin by discussing gaining a competitive
advantage, then you go into patient safety, then to
organizational resilience. You need to describe succinct,
discreet reasons why the organization has chosen to make this
change. Expected Resistance
Bringing change requires the leadership challenge the already
existing practices, norms, and habits of established behaviors. It
requires time and commitment on the part of the leader. All the
staff needs to be well involved to implement the changes at the
organizational level. Otherwise, there can be many difficulties
to implement these changes. All the stakeholders may not accept
these changes in case these changes are imposed on them. So, it
is necessary to properly convey the need for the change to all
staff and persuade them.
Implementing the new policies too fast can also face resistance
as no one will be ready to adapt to this innovation too quickly.
Employees can also resist if they are not fully aware of
organization goals and mission. So, it is the role of the ethical
leadership to lead from the front and develop interpersonal trust
among the leaders and staff. Lack of interpersonal trust can also
cause resistance in the process of bringing change (Lewis,
5. 2019). Comment by Dr. Steve: This is vague; please provide
specific examples of the resistance expected to this change; who
will resist the change and why will they resist it.
Organizational Change Model (Kotter’s 8-step Model)
Change management refers to how organizations implement
organizational change. There are many approaches to bringing
change in the organization. One of the models is Lewin’s model
which breaks change process into three smaller stages including
unfreeze, change, and refreeze (citation?). Unfreezing eases the
process of bringing change. Another model is AKDAR model
which uses a people-focused approach to bring change. It
involves creating awareness and desire for change, educating
people, enabling, and reinforcing to sustain change (Ford,
2018). Comment by Dr. Steve: Why aren’t these models
appropriate for this change?
Kotter’s 8-step Model
But, here weThe leadership of UCLA Health will use the
Kotter’s 8 step change theory or model to implement the desired
change in UCLA facility. This model was developed by John
Kotter in 1996. The eight steps are classified in three broad
categories which are discussed step by step and clarifies how
the change process can be accompanied in every stage as shown
in figure 1 (Small et al., 2016).
A. Creating a climate for change
Many initiatives do notn’t succeed because organizations may
lack interest in the desired change or put insufficient efforts to
bring change. Some of the steps required for creating climate
change are discussed below.
1. Increasing Urgency
In this step, change leaders need to create a sense of urgency
about the desired changes. This includes identifying the crisis
which requires change. In the case of UCLA, the factors like a
competitive advantage of competitors, rising costs due to
routine practices, and reimbursement problems due to lack of
6. competitive services can be identified to create the sense of
urgency among workers (citation?).
2. Build a strong coalition
After creating a sense of urgency, UCLA must bring the right
team members together. It includes forming the right team
having commitment and trust to perform the required task. This
step also includes confronting problems which are normally
avoided. The team should be emotionally honest and capable of
speaking the unspeakable, persuading the others, and perform a
job without any fear of reprisal(citation?).
3. Form a vision
This step needs to define a vision of change and identify the
desired changes. In this step, UCLA needs to define all changes
including implementing DMS, developing leader traits which
truly support the philosophy of enabling, align, and improve at
all levels, and idealizing the functions including patient safety
and care, workforce development and care, equity, and
continuous improvement in quality(citation?).
Figure 1.: Kotter’s 8-step Organizational Change model
(citation?)
7. B. Enabling and engaging the organization
This stage involves communicating the strategy and vision.
Some of the steps involved in this stage are discussed below.
4. Communicate for Buy-in
The objective of the change is to have as many individuals on
side, i.e. working for the shared goal. So, iInformation provided
to all the staff should be relevant, and they should be allowed to
ask frequent questions about the change. Good communication
is not just about transferring the data. Change can lead to
conflict, so, honest and open dialogue is essential at this stage.
If there remains a gap between deeds and words, the destructive
force of mistrust may grow. This situation can cause difficulties
in bringing the change. So, the behavior of the change
leadership should be consistent with the defined
vision(citation?). Comment by Dr. Steve: This is not clear
Communication should be simple and relevant. The message
should be conveyed after understanding the mood of the
audience. Anxieties, anger, and distrust of the people should be
addressed if there are any issues. Clear communication channels
like seminars or face to face meeting can be conducted to make
sure that messages are highly understood and visible(citation?).
5. Remove the barriers
This step involves identifying the individuals, processes, or
structures which are resisting the change. Obstacles to change
should continuously be checked, and appropriate measures
should be taken to remove the obstacles to empower the people
in order to execute the vision(citation?).
6. Creation of short-term wins
Change at organizational scale requires a sense of achievement,
momentum, and optimism. So, it is necessary to achieve quick
results by setting small targets. Short-term wins can provide the
leaders with feedback regarding the validity of strategies. These
achievements reduce mistrust and motivate those who are not
actively participating(citation?).
8. C. Implementing and sustaining the organizational change
7. Sustain acceleration
This step is about maintaining progress and momentum. Many
projects related to change fail because they declare their victory
too early. Short-term wins should only be considered the
beginning and the real change should be brought that runs deep.
Success should not be declared unless all the objectives are
achieved and the change process should continue with the same
momentum(citation?).
8. Anchor the changes
This step requires making changes part of the organization. The
values behind the vision should be depicted in daily routine.
Members of the change team should be recognized publicly.
Change values and ideals should be included while hiring new
staff. The members who act in accordance with new norms
should be given visible and influential positions. The most
important thing is to reinforce the new culture through coaching
and training(citation?). Why Kotter’s Model
The reason behind suggesting Kotter's 8-step change model for
the UCLA health Health system System is that this model
focusses more on stakeholders experiencing the changes in the
organization rather than the changes themselves. It is believed
that successful change happens if there is a sense of urgency,
commitment, stakeholder engagement, clear vision, openness,
good communication, innovative leadership, and well-planned
plan. Kotter's 8 step model determines each of these factors
during the process of bringing change(citation?).
Strategies to affect organizational change
To affect organizational change leadership should be more
visionary and innovative. The administration should encourage
individuals to take risks by giving them new challenges. People
should be held accountable. Accountability and flexibility at the
workplace promote innovation culture that can help adapt the
change. Real-time decisions should be made, and action
9. learning should be encouraged. Top management should quit the
bureaucratic leadership style and respect the staff. Empowering
staff will help in implementing the change in the organizational
culture. Past performances should be used as the standard to
measure future success which will motivate the staff to adopt
change. Comment by Dr. Steve: Yasmin, you need to more
clearly identify what your three strategies are, then describe
each strategy. You also need to identify and describe at least
one innovation that could be implemented to effect
organizational change. Please cite your resources.
Role of communication in bringing change
As already discussed in the change model presented above,
communication is the most important tool to cause a change in
the culture of any organization (Elving, 2005). Change in the
organization is directly related to the behavior of employees,
and communication plays an important part in making these
efforts successful. Explaining the purpose of change to
employees is the first stage of change before it is brought
directly in the company. So, cCommunication prevents
resistance to the process of change as it alters the behavior of
the employees. The behavior of employees affect the
functioning of the organization, and once these behaviors are
changed, real change can be brought into an organization
(citation).Strategies to motivate the stakeholders
All the stakeholders should be convinced about the personal and
professional benefits of the change process before motivating
them towards the “change process.”. As discussed earlier in the
change management model, small targets should be set. Once
these targets are achieved in short intervals, employees get
motivated. Employees should be allowed to express their ideas
and views. They should be encouraged if they make mistakes
while adopting the change (Wright, Christensen, & Isett, 2013).
Different aspects of change should be discussed together as a
team rather than dictating them. Comment by Dr. Steve:
Yasmin, you need to identify at least three strategies for
motivating stakeholders to accept, embrace, and sustain the
10. organizational change. Then you need to describe these
strategies and provide a rationale for why you selected these
strategies. You also need to identify key groups that might
benefit from targeted motivation strategies. Provide rationale.
Cite resources
Training and Support
Coaching or training is an important part of implementing a
change in the organization as discussed in Kotter’s change
model. Employees can be trained to learn new practices in many
ways. Different sSeminars can be conducted to make employees
aware of new methods. Practical demonstrations can also be
given to make the employees understand the new practices.
Leadership should conduct workshop and classroom training
sessions at regular intervals to make employees learn
continuous improvement strategies. New employees can be
hired after training them before joining (Kroll & Moynihan,
2015). Comment by Dr. Steve: Good start, but your
recommendations for training need to be specific for successful
implementation of the organizational change you are discussing
and you need to provide a rationale for your recommendations.
Comment by Dr. Steve: Learning Objective 4.5:
Recommendation of strategies for sustaining an organizational
change is missing. Comment by Dr. Steve: Learning Objective
4.6:
Explanation of how stakeholders are involved in and held
accountable for organizational change is missing.
Ways to measure the success of organizational change
The success of organizational change can be measured in two
ways. Comment by Dr. Steve: Please write this in narrative
form
1. Measuring organizational performance
This category includes measuring the desired outcomes of the
organization including adherence to change plan, the speed of
execution, adherence to timeline, Benefit benefit realization,
and performance improvement (quality of healthcare, speed of
delivery), etc. (citation?)
11. 2. Measuring individual performance Comment by Dr.
Steve: Please write this in narrative form
This category measures whether the individual involved in
change are making progress or not. As the individuals are units
of change, individual progress can be thought of as a leading
indicator in overall success (Al-Haddad & Kotnour, 2015).
Some of the parameters of his category include adoption
metrics, proficiency measures, results of employee satisfaction
surveys (employee development and care), number of
complaints, adherence reports, and observations of changes in
individual behaviors (staff’s behaviors towards patients)
(citation?).
Summary or conclusion
References Comment by Dr. Steve: Good job with reference
formatting
Al-Haddad, S., & Kotnour, T. (2015). Integrating the
organizational change literature: a model for successful
change. Journal of Organizational Change Management, 28(2),
234-262.
Elving, W. J. (2005). The role of communication in
organizational change. Corporate communications: an
international journal, 10(2), 129-138.
Ford, T. L. (2018). Resistance to Acceptance in Project
Stakeholders: An Exploratory Study in Change
Management(Doctoral dissertation, Capella University).
Kroll, A., & Moynihan, D. P. (2015). Does training matter?
Evidence from performance management reforms. Public
Administration Review, 75(3), 411-420.
Lewis, L. (2019). Organizational change: Creating change
through strategic communication. Wiley-Blackwell.
Salman, Y., & Broten, N. (2017). Leading Change. Macat
Library.
Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C.,
& David, D. (2016). Using Kotter's change model for
12. implementing bedside handoff: a quality improvement
project. Journal of nursing care quality, 31(4), 304-309.UCLA
HEALTH. (2019). Retrieved from HYPERLINK
"https://www.uclahealth.org/reagan/about-the-medical-center"
https://www.uclahealth.org/reagan/about-the-medical-
centerhttps://www.uclahealth.org/reagan/about-the-medical-
center
Wright, B. E., Christensen, R. K., & Isett, K. R. (2013).
Motivated to adapt? The role of public service motivation as
employees face organizational change. Public Administration
Review, 73(5), 738-747.
1
Running head: ORGANIZATIONAL LEADERSHIP
DEVELOPMENT REPORT
8
ORGANIZATIONAL LEADERSHIP DEVELOPMENT REPORT
Organizational Leadership Development Report Comment by
Dr. Steve: Yasmin – this report is intended to be one paper (two
parts) – please combine your Part I and Part II into a single
document when you re-submit.
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University
Organizational Leadership Development Report
Introduction
13. Ronald Reagan UCLA medical Medical center Center is a
medical service providing organization which was founded in
1955. It initially started as UCLA medical Medical center
Center but, later it became Ronald Reagan UCLA Medical
center Center in 2008. This medical center is located in Los
Angeles. The medical center has highly qualified staff which is
always ready to provide medical services to the people of the
area. Staff including physicians, nurses, doctors, and other
members are supervised by competent leadership including
Johnese Spisso who is acting as president of UCLA health and
CEO UCLA hospital system, and John Mazziotta who is CEO
UCLA health and Vice-Chancellor at UCLA health system
(UCLA HEALTH, 2019). Comment by Dr. Steve:
Capitalize proper names Comment by Dr. Steve: I recommend
that unless you have written consent that you not use actual
names of leaders, but refer to them by position Comment by
Dr. Steve: Yasmin, your description of leadership traits
exhibited by senior leadership is missing. Your response should
describe two leadership traits for at least four members of the
leadership team. You also need to provide specific examples of
how identified traits promote success in effecting change are
discussed.
Additionally, you need to describe the tool(s) used in
identifying and evaluating these leadership traits and explain
how the tool(s) led to conclusions. The NCHL Model in your
learning resources is a good option. Your response is not
supported by academic/professional resources, please provide
relevant resources for the leadership traits and other aspects of
leadership you discuss.
.
The advanced medical services are provided in a welcoming
atmosphere. Every floor of the center is equipped with all the
required supplies and equipment. The leadership of the medical
center is now focused on further improvement by bringing
14. change in the overall philosophy of the organization. The
leadership is focused on implementing and applying a handful
of the metrics at the organization level that is explained as
"True North." The philosophy of “True North” suggests that all
the functions and operations within the company should ideally
be in a way these are supposed to be. Some of the aspects of the
functions and services that should be idealized in any medical
Centre center and hospital include quality, equity, care
experience, safety, financial stewardship, and workforce
development and care. This report discusses some of the traits
of leaders of creative and high performing teams and analyzes
the leadership of UCLA health system for these traits. This
study also suggests some of the ways which any leadership can
adapt to change organizational culture.Traits of the leadership
of high performing teams Comment by Dr. Steve: Please address
your spacing issues
The leadership must be capable of preparing high performing
teams to change the organizational culture. Some of the traits of
the leadership which are necessary to achieve top performances
include purposefulness, interpersonal trust, and shared
accountability (citation?).
The leadership of high performing teams have a clear sense of
purpose. Every member understands the shared vision which is
aligned with their daily responsibilities and broader vision of
the organization. The purposefulness of the leadership of high
performing teams makes all member energetic and aligns their
contribution to achieve the common goals (Irving, 2018).
Interpersonal trust can be thought of as one of the crucial
aspects of leadership of high performing teams because it is the
basic requirement of a productive relationship at personal or
professional levels. Trust among the leadership and team
members can help enhance the productivity and quality of the
services as everyone reinforces the contributions of others. Lack
of trust among the leadership may ripple across the organization
and ultimately damage the reputation of the company (Kumar &
15. Khiljee, 2016). Comment by Dr. Steve: Good
Shared accountability is another attribute of the leadership of
high performing teams. In this setup, every team member owns
and understands individual responsibilities. Leadership makes
team members committed to their accomplishments as well as
the overall performance of the team. Leaders of high performing
teams achieve mutual objectives by holding themselves as well
as others accountable. They lead from the front and assume
higher responsibilities, which further expands the scope of the
commitments (Kim, Park, & Miao, 2017). Comment by Dr.
Steve: This sentence is not clear Comment by Dr. Steve:
Good
Traits of the leadership of Creative teams Comment by Dr.
Steve: Please adjust your spacing to comply with APA
formatting
Leadership should have qualities like willingness, humility,
curiosity, and perseverance to bring change in the organization.
These qualities represent the desire of bringing innovation in
the organization. Comment by Dr. Steve: In APA, a
paragraph needs to have at least three sentences – ideally 3 to 5
sentences
The critical element that enables personal change and cultivates
the other dimensions of behavior is first recognizing and
considering that change is required. This recognition of change
then leads to the willingness to bring change. Leaders cannot
manage unproductive traits of an organization (autocracy,
redirected blame, etc.) without removing these traits from their
personality (Chaudhary & Panda, 2018). So, any positive
transformation needs a state of readiness to bring the personal
change which allows the leadership to improve their
interactions with others.
Humility is another leadership trait which is crucial for bringing
innovation and leading high performing team (citation?). Team
members may have better knowledge than leaders in a specific
16. area. Modest leaders believe that they do not know everything
and are convinced to "go see.” They are willing to be present on
field and respect workers and staff by seeking input through
open-ended questions. This behavior helps promote the culture
of innovation in the workplace (citation?). Comment by Dr.
Steve: I think a better word here would be – Humble –
indicating a leader that reflects humility. Comment by Dr.
Steve: This phrase is not clear – what do you mean?
Perseverance is another quality which innovative leaders
possess. Perseverance is the determination of any leader to
address any issue, and the belief that no issue is unsolvable
(citation?). Changing someone’s philosophy needs persistence
and psychological resilience to address all the problems.
Innovative Leaders learn to continuously improve themselves.
An innovative leader also learns to "go see" rather than learning
"go tell.” (citation?).
Does UCLA Leadership exhibit the traits of creative and
innovative leaders
I had a chance to work as a volunteer at Ronald Reagan UCLA
medical Medical center Center for a few weeks. I was given an
opportunity to serve in all the departments of the medical
center. I was able to closely observe the leadership of the
Centre center at all the levels. The leadership of the hospital
possesses all the traits which the leaders of highly productive
teams possess. Leadership and all the team members are quite
capable of bringing change in the culture of the Medical
medical Centrecenter. The philosophy of “True North” is being
implemented in steps. The leaders have created a high
performing and innovative atmosphere which is supposed to
adopt the changes within a few years.
How the ability to be creative was assessed
During my daily routines at UCLA, I found the leadership of the
medical center to be creating high performing and the creative
environment through their traits including purposefulness,
17. shared accountability, interpersonal trust, humility, willingness
to bring change, and perseverance. Whatever task the leadership
of the medical center performed during my stay was not for
self-promotions but for the advancement of their team. They
always recognize the performance of every individual. The
result of the effective leadership is that every individual is
eager to perform for the whole organization not just for himself
or herself. The administration of the hospital has created an
atmosphere of trust, and whenever any conflict arises, team
members speak honestly without worrying about disturbing each
other’s feelings. The leadership of the Ronald Reagan UCLA
medical Medical center Center empowers each other to
encourage valuing other’s contribution, and open
communication. The leadership of the medical center was found
to be entirely ethical which is always open to accountability,
and the leaders consider themselves as accountable as the other
team members.
The leadership addresses every issue through the curiosity-
driven approach of problem-solving that shows their ability to
be willing to resolve any issue. This approach uses a worksheet
which is filled by workers to explain the problem and its
background, current state, root cause, and suggestions to solve
the problem (citation?). The leadership also takes guidance from
the members who have expertise in the specific problem area.
This approach shows their modesty and willingness to include
others in the decision-making process. The leadership of the
facility also believes in a feedback system, and they ask for
workers' feedback regarding different decisions to judge their
performance. This way of being open to criticism or suggestions
has made the overall atmosphere of medical center highly
creative and productive (citation?). Comment by Dr. Steve:
Again, I think you are talking about - humility
How these traits differ from classical leadership
The attributes of innovative leaders differ from traditional
leadership styles in many ways. The conventional leaders lead
from the top and direct their orders whereas the creative leaders
18. at UCLA lead from the front by keeping themselves at the same
level and inspire their workers. Conventional leaders treat their
staff as subordinates, whereas the innovative leaders consider
the staff members their colleagues. Classical leadership styles
suggest to check and control whereas the innovative styles
encourage to trust their team members (Kumar & Khiljee,
2016). Conventional leaders are decisive without any prior
consultation whereas the creative leaders take inputs and
suggestions from concerned team members and include them in
the decision-making process. Unlike classical leaders,
innovative leaders hold themselves accountable to ensure the
ethical aspects of leadership. Innovative leaders, unlike
traditional leaders, take calculated risks, empower their
colleagues and harness the abilities of their team members
without promoting themselves. Comment by Dr. Steve: Do
you mean classical leaders? What style of classical leadership
are you referring to here? Authoritarian? Autocratic? Laissez
Faire? Please be specific in making your comparison
Comment by Dr. Steve: What contemporary leadership
style are you describing here – transformational? Democratic?
Transactional? – you need to identify and describe the specific
styles you are contrasting Comment by Dr. Steve: What classical
style is characterized by this? Comment by Dr. Steve: What
classical style is characterized by this? Comment by Dr.
Steve: What conventional style is characterized by this?
Comment by Dr. Steve: Yasmin, your description of how
leadership traits that foster innovation might differ from the
traits of classical leadership styles is unclear and incomplete.
Please see my comments. You need to identify and describe the
classical and contemporary styles you are contrasting and
explain your rationale for selecting these styles to contrast –
usually because they are reflective of the styles of the leaders in
the organization. Also, you need to cite your academic/scholarly
resources.
Recommendations
There can be various ways to lead in order to create an
19. innovative workplace. Leaders should have divergent styles of
leading. They may adopt different approaches in different
situations. Flexibility helps leaders achieve their goals in
different circumstances. Leaders should optimize their skills to
adapt to the changing healthcare environment. Leaders must be
self-disciplined because excellent results depend on creating a
culture containing self-disciplined people who perform every
task in a disciplined way. Such a culture can only be created by
following effective leadership standards.
Leadership should condition itself to a practice of self-
discipline in action and thoughts. Effective leaders should not
let their bad days affect their efforts to improve the experience
of patient or client. Innovative leaders must reinforce their
commitment to bring change in their organizational culture.
They should observe their behavior and encourage the staff to
give feedback. The innovative leader should believe in
continuous learning because continuous learning will make
them think deeply and exercise their curiosity regarding the
problem before finding a solution. Being curious means being
ready to “go see” (Schaefer, 2019). Comment by Dr. Steve: You
do not need to make recommendations for this Part – just
provide a short summaryReferences
Chaudhary, R., & Panda, C. (2018). Authentic leadership and
creativity: The intervening role of psychological
meaningfulness, safety, and work engagement. International
Journal of Productivity and Performance Management, 67(9),
2071-2088.
Irving, J. A. (2018). Leader Purposefulness and Servant
Leadership. In Practicing Servant Leadership (pp. 25-42).
Palgrave Macmillan, Cham.
Kim, M. Y., Park, S. M., & Miao, Q. (2017). Entrepreneurial
leadership and organizational innovation: Improving attitudes
and behaviors of Chinese public employees. In Public Service
Innovations in China (pp. 151-184). Palgrave, Singapore.
Kumar, R. D., & Khiljee, N. (2016). Leadership in
healthcare. Anaesthesia & Intensive Care Medicine, 17(1), 63-
21. Describe leadership
traits exhibited by
leadership at a specific
organization that
promote success in
effecting change in an
organization.
Description of leadership
traits exhibited by senior
leadership is missing.
Response identifies fewer
than two leadership traits
for at least four members
of the leadership team, or
identifies traits for fewer
than four members of the
team.
Examples of how these
traits promote success in
change management are
not relevant or not
discussed.
Response is not supported
by academic/professional
resources or the resources
are not relevant.
Response describes two
leadership traits for at
least four members of the
leadership team.
Specific examples of how
22. identified traits promote
success in effecting change
are discussed.
Response identifies the
tool(s) used.
Response explains how the
tool(s) led to conclusions.
Response is supported by
relevant
academic/professional
resources.
Demonstrates the same
level of achievement as
“2” plus the following:
Response explains how
these traits can catalyze
change in the workplace
by using examples of why
these traits are successful
based on evidence from
literature or other
organization case studies.
Learning Objective 1.2:
Evaluate leadership
traits and factors that
contribute to high
performing teams at a
24. 2
Meets Expectations
3
Exceeds Expectations
specific organization. missing. Response does not
thoroughly explain how
traits and factors were
identified and/or rationale
for their inclusion.
Response provides
rationale for why these
traits and factors translate
to success in working with
teams.
Response is supported by
relevant academic
resources.
examples of leadership
traits in action that
contribute to high
performing teams that are
supported by literature or
experiences of other
organizations.
Learning Objective 1.3:
Evaluate leadership
traits and factors that
25. promote a culture for
creativity and
innovation within a
specific organization.
Evaluation of leadership
traits and factors that
promote a culture for
creativity and innovation
within a specific
organization is missing.
Response identifies fewer
than three leadership
traits and factors that
promote a culture of
creativity and innovation
in the workplace.
Response is incomplete
and/or unclear.
Response identifies three
leadership traits and
factors that promote a
culture of creativity and
innovation in the
workplace.
Response explains why
these traits and factors
26. might foster innovation.
Response is supported by
relevant academic
resources.
Demonstrates the same
level of achievement as
“2” plus the following:
Response describes
leadership traits and
factors used successfully in
other organizations or
supported in literature.
Learning Objective 1.4:
Recommend specific
strategies the
leadership could apply
for working
successfully with teams
and effecting change
within the
Description of how
leadership traits that
foster innovation might
differ from the traits of
classical leadership styles
is missing.
Response is insufficient
and/or inaccurate or
28. organization.
rational for selecting these
examples.
Response is supported by
relevant academic
resources.
innovative today than in
the past?
Rationale is provided for
the response.
Part II: Change Management Proposal
Sub-Competency 2: Apply change management theory to
practical scenarios.
Learning Objective 2.1:
Describe an
organization and the
change that is taking
29. place.
Description of the
organization and its
change is missing.
Description of the
organization and its
change are incomplete or
insufficient in detail.
Response clearly identifies
the organization including
the size, mission, and
location.
Response clearly describes
the change taking place in
the organization.
Demonstrates the same
level of achievement as
“2” plus the following:
Response includes a
description of the
organizational culture or
community factors as they
relate to size, mission, and
location.
Learning Objective 2.2:
Analyze drivers of
change in a specific
31. 2
Meets Expectations
3
Exceeds Expectations
examples from literature
or similar organizations.
Learning Objective 2.3:
Summarize resistance
to an organizational
change within a
specific organization.
Summary of resistance to
an organizational change
within the context of the
selected organization is
missing.
Summary of resistance
that might be expected is
insufficient, unsupported,
and/or unclear.
Summary of resistance
that might be expected
reflects in-depth analysis.
Summary shows critical
analysis of the reason for
the resistance.
32. Demonstrates the same
level of achievement as
“2” plus the following:
Summary describes a
change experienced
previously in the
workplace that resulted in
resistance and discontent.
Summary explains how the
resistance was eventually
resolved.
Learning Objective 2.4:
Apply an appropriate
change management
theory or model to a
specific change within
an organization.
Application of an
appropriate change
management theory or
model to a specific change
within an organization is
missing.
Response
insufficiently and/or
inaccurately describes why
a change management
theory or model would be
33. appropriate for this
organizational change.
Response
identifies the change
management theory or
model that would be
appropriately applied to
the organizational change.
Response explains why this
theory or model was
chosen for the change and
the benefits that are
expected.
Response is supported by
relevant academic
resources.
Demonstrates the same
level of achievement as
“2” plus the following:
Response identifies an
additional change
management model and
briefly explains why it
would be less appropriate
for this organizational
change.
35. organization.
Applying systems thinking,
the response describes the
impact of change expected
throughout the
organization.
Response describes how
other aspects of the
organization might be led
to embrace the change.
Demonstrates the same
level of achievement as
“2” plus the following:
Response briefly explains
the benefit of a systems-
thinking approach to
organizational change.
Sub-Competency 4: Analyze strategies, innovation, and
techniques for effecting change.
Learning Objective 4.1:
Recommend strategies
and innovations that
could be implemented
to effect organizational
change.
Recommendation of
strategies and innovations
36. that could be implemented
to effect organizational
change is missing.
Fewer than three
strategies and one
innovation are
recommended.
At least three strategies
and one innovation that
could be implemented to
effect organizational
change are recommended.
Recommendations are
clearly explained, including
rationale for their
selection.
Demonstrates the same
level of achievement as
“2” plus the following:
Two or more innovations
are presented.
Examples from other
relevant organizations’
experiences are included
in the analysis.
Learning Objective 4.2:
Explain the role of
communication in a
change management
38. 1
Needs Improvement
2
Meets Expectations
3
Exceeds Expectations
arise due to lack of
appropriate
communication.
Learning Objective 4.3:
Recommend strategies
for motivating
stakeholders to accept,
embrace, and sustain
organizational change.
Recommendation of
strategies for motivating
stakeholders to accept,
embrace, and sustain
organizational change is
missing.
Response recommends
fewer than three strategies
for motivating
stakeholders to accept,
embrace, and sustain the
organizational change.
39. Response is incomplete
and/or unclear.
Response recommends at
least three strategies for
motivating stakeholders to
accept, embrace, and
sustain the organizational
change.
Rationale is provided for
selection of these
strategies.
Response categorizes key
groups that might benefit
from targeted motivation
strategies. Rationale is
provided.
Response is supported by
relevant academic
resources.
Demonstrates the same
level of achievement as
“2” plus the following:
Response describes an
example of an
organizational change that
was generally well
accepted, embraced, and
40. sustained. Response
describes to what this
acceptance was attributed.
Learning Objective 4.4:
Recommend training
and support required
for the successful
implementation of an
organizational change.
Recommendation of
training and support
required for the successful
implementation of an
organizational change is
missing.
Response describes fewer
than two examples of
training and support.
Response is incomplete
and/or unclear.
Response describes two
examples of training and
support needed for
successful implementation
of the organizational
change.
Rationale is provided for
42. Learning Objective 4.5:
Recommend strategies
for sustaining an
organizational change.
Recommendation of
strategies for sustaining an
organizational change is
missing.
Fewer than two strategies
for sustaining
organizational change are
recommended.
Strategies are unclear
and/or insufficiently
addressed.
Response provides a
recommendation of at
least two strategies for
sustaining the
organizational change.
Response explains why
these strategies will be
successful for this change
in the organization.
Response is supported by
relevant academic
43. resources.
Demonstrates the same
level of achievement as
“2” plus the following:
Response describes one
reason why an
organizational change
might not be sustained.
Learning Objective 4.6:
Explain how
stakeholders are
involved in and held
accountable for
organizational change.
Explanation of how
stakeholders are involved
in and held accountable
for organizational change
is missing.
Response insufficiently or
unclearly explains
approaches for involving
and holding accountable
stakeholders in the
organizational change.
Response explains two
approaches for involving
stakeholders in the
organizational change.
45. Meets Expectations
3
Exceeds Expectations
Recommend ways to
measure success of
organizational change.
to measure success of
organizational change is
missing.
discussed in insufficient
detail and are limitedly
related to
transformational change
are clearly explained and
related to
transformational change.
Response is supported by
relevant academic
resources.
level of achievement as
“2” plus the following:
More than three measures
of success are explained
and related to specific
aspects of
transformational change
using supporting evidence
from industry.
46. PS001: Written Communication: Demonstrate graduate-level
writing skills.
Learning Objective
PS 1.1:
Use proper grammar,
spelling, and
mechanics.
Multiple major and minor
errors in grammar,
spelling, and/or mechanics
are highly distracting and
seriously impact
readability.
Multiple minor errors in
grammar, spelling, and/or
mechanics are distracting
and negatively impact
readability.
Writing reflects competent
use of standard edited
American English.
Errors in grammar,
spelling, and/or mechanics
do not negatively impact
readability.
Grammar, spelling, and
mechanics reflect a high
47. level of accuracy in
standard American English
and enhance readability.
Learning Objective
PS 1.2:
Organize writing to
enhance clarity.
Writing is poorly organized
and incoherent.
Introductions, transitions,
and conclusions are
missing or inappropriate.
Writing is loosely
organized. Limited use of
introductions, transitions,
and conclusions provides
partial continuity.
Writing is generally well-
organized. Introductions,
transitions, and
conclusions provide
continuity and a logical
progression of ideas.
Writing is consistently
well-organized.
Introductions, transitions,
and conclusions are used
effectively to enhance
clarity, cohesion, and flow.
49. Needs Improvement
2
Meets Expectations
3
Exceeds Expectations
generally cited
appropriately and
accurately.
consistently cited
appropriately and
accurately.
Learning Objective
PS 1.4:
Use appropriate
vocabulary and tone
for the audience and
purpose.
Vocabulary and tone are
inappropriate and
negatively impact clarity of
concepts to be conveyed.
Vocabulary and tone have
limited relevance to the
audience.
Vocabulary and tone are
generally appropriate for
the audience and support
communication of key
50. concepts.
Vocabulary and tone are
consistently tailored to the
audience and effectively
and directly support
communication of key
concepts.
PS005: Critical Thinking and Problem Solving: Use critical-
thinking and problem-solving skills to analyze professional
issues and inform best
practice.
Learning Objective
PS 5.1:
Analyze assumptions
and fallacies.
Analysis of assumptions is
missing.
Response is weak in
assessing the
reasonableness of
assumptions in a given
argument.
Response does not
adequately identify and
discuss the implications of
fallacies or logical
weaknesses in a given
argument.
Response generally
51. assesses the
reasonableness of
assumptions in a given
argument.
Response identifies and
discusses the implications
of fallacies and/or logical
weaknesses in a given
argument.
Response clearly and
comprehensively assesses
the reasonableness of
assumptions in a given
argument.
Response provides a
detailed and compelling
analysis of implications of
fallacies and logical
weaknesses in a given
argument.
Learning Objective
PS 5.2:
Generate reasonable
and appropriate
assumptions.
Assumptions are missing. Response does not
adequately present and
discuss key assumptions in
an original argument.
Response presents and
53. Missing
1
Needs Improvement
2
Meets Expectations
3
Exceeds Expectations
perspectives and
alternatives.
alternatives. alternatives. others.
Learning Objective
PS 5.4:
Use problem-solving
skills.
Problems and solutions are
not identified.
Response presents
solutions, but they are
ineffective in addressing
the specific problem.
Response presents
solutions that are practical
and work in addressing the
specific problem.
Response presents
compelling supporting
54. arguments for proposed
solutions.
PS006: Information Literacy: Apply appropriate strategies to
identify relevant and credible information and data in order to
effectively
analyze issues and make decisions.
Learning Objective 6.3:
Synthesize data to
create an effective
graphic interpretation.
Graphic is missing. Graphic is incomplete or
ineffective in its
presentation of data.
Data are synthesized
appropriately and
presented in an effective,
informative graphic.
Data are synthesized
critically and presented in
an effective, informative,
and visually impactful
graphic.