This document summarizes a critical evaluation of change management in practice. It discusses implementing changes to improve the safety of lone community health workers. The changes were initiated to address risks to staff safety while working alone. A team meeting was held where the vision for change was shared and ideas were discussed. The team agreed to implement a system where staff would check in by phone at the end of their shifts. The document reflects on applying leadership and change management theories, including situational leadership and Lewin's three-stage model of change. It discusses facilitating participation, overcoming resistance, and future evaluation plans to solidify the changes.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docxphilipnelson29183
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
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.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docxphilipnelson29183
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
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.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
Table of Contents1Introduction32Reflective Ob.docxmattinsonjanel
Table of Contents
1 Introduction 3
2 Reflective Observation 3
3 Abstract Generalisation 5
4 Application 6
5 Conclusion 8
6 References 9
Introduction
Nowadays, change is inevitable for most organizations, and applying effective organizational change could direct organizations to reach a competitive advantage (Armenakis & Harris, 2009; Clegg & Walsh, 2004). In most cases the effort in achieving success in organizations fails due to the lack of people’s commitment and misdiagnosis of change (Armenakis & Harris, 2009; Oreg, 2003). Therefore, in relation to my previous experience and relevant studies, I will argue that leaders support in leading the change, Human Resource Management (HRM) intervention and the process of building commitment in organizations will enhance the success probability of change. The outline of the reflective journal will be as follows. The first section will be highlighting reflective observations of these three topics, and the second section will give an abstract generalisation where it shows the relationship between these three topics in the change management context. Subsequently, the application of the principles in my future career will be discussed. Finally, conclusion will be provided in the final section. Reflective Observation
HRM planning and intervention are encompassing all steps of the change process framework adopted from Härtel and Fujimoto (2010). Molineux (2013) found that the implementation of systemic HRM is considered to have a strategic function in change management. The ideas of systemic HRM have not been applied in my organization where the HR practices are not integrated well. Strategic HRM intervention could enhance the change enablers in the organization in an effort to increase the probability of success (Al-Haddad & Kotnour, 2015). Jiang et al. (2012) in their research construct the HR system and define the relationships within the system which is influencing employees’ abilities, motivation and opportunities. The relationships within the HR system have gained comprehensive understanding of how the process works and how it aligns with business strategy. Nowadays, strategic HRM intervention from transactional to transformational activities has made HR professionals gain more strategic values which also relates to organizations’ performance (Buller & McEvoy, 2012). In my opinion, E-HRM and/or outsourcing HR role play important roles in supporting the shift, as it is provide time for HR practitioner to work more in strategic role. From my experience, the application of E-HRM is not as easy as it seems, due to the lack of knowledge, skills and readiness with new technology. Therefore, Parry (2014) suggests that organisations should carefully design and implement E-HRM to adjust with the condition of members in organizations.
The second topic is leading change. Leaders’ support in change process is needed to influence the willingness to change among employees (Bass, Avolio, Jung, & Berson, 20 ...
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...IAEME Publication
Concept of organizational change could be better understood on several grounds. Firstly, organizational change includes variety of change which may not always be planned and whose objectives may not be very much clear. Secondly, organizational change also includes those changes which may occur with the passage of time. Besides being gradual and steady, these changes are necessary for the survival of organization. Thirdly and finally, organization change may not be measurable. Organization results in organizational development. This study helps to identify the various positive or negative outcome of change, preparedness of employees to accept change, various ways of communicating the changes to the employees; various support factors to employees during organizational change. Data’s were collected from 122 employees. Analysis used was Percent Analysis, Chi-Square and ANOVA.
Abstract
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Purpose - The purpose of this article is to analyze the commonalities of various change and transition models developed over time to assist with and support managing organizational change. Design/methodology/approach - The article provides an examination of change and transition models through a review of relevant literature and the comparison of different models. Findings - Each change and transition model has similar methods of handling change. Their unique methods and strategies provide additional insights into possible applications to most organizations. In some cases, models could be combined to form new models to best fit the circumstances of the organization. Practical implications - This comparison can assist individuals in evaluating and selecting the model based on organizational need while remembering to focus on both the physical and the emotional changes in an organization. Originality/value - The article shows that human resource managers can benefit from learning the commonalities between change and transition models when considering what will work for their organization in conjunction with the review of a number of well known and relevant models.
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Introduction
Change is evident everywhere from th.
1. What is qualified immunity 2. What is the rule regar.docxpaynetawnya
1. What is qualified immunity?
2. What is the rule regarding review of summary judgment on appeal after a final
judgment is rendered?
3. What is the rule applied to litigants that fail to timely object to evidence at trial and
attempt to raise an objection to such evidence on appeal?
4. What is the rule regarding leave to amend as it applies to the discretion of the
district court? Note underlying purpose of Fed. R. Civ. P. 15 (2015).
5. What is the rule regarding federal judges supervising trials, and how does that rule
apply to a trial judge’s behavior/rulings?
6. What is the test applied when a lawyer asserts that a member of the jury engaged in
juror misconduct by purposefully withholding information during voir dire (the
questioning of a jury panel to determine the fitness to serve on the jury) indicating bias?
7. What is the rule regarding an appellant seeking a reversal based on their own
evidentiary errors?
8. What is the rule regarding a judge participating in the examination of witnesses?
9. What is the rule regarding the authority of a federal judge to determine the extent
and nature of a post-trial evidentiary hearing?
You are limited to no more than 5 pages of text, Times Roman 12 point, 1-inch margins on
all sides, 1.5 spacing. Put the sources you use to document your responses on a separate
page as “endnotes” not footnotes.
1.Introduction- Change.docx
1 Introduction to Book 7
(Author: Jeni Grubb, with revisions by Ingrid Brooks)
In this book we introduce the important issue of change which, for Carlopio and Andrewartha (2008) is the most common activity that demonstrates leadership in organisations. In Yoder-Wise and Menix’s (2003) words: “Change is a natural social process of individuals, groups, organizations, and society” (p.322).
As we have seen in previous discussions, organisations can be conceptualised as open systems, with the forces for change coming from both inside the organisation and outside. They are essentially processes and are composed of people in relationships with other people; nothing more than relationships and social contracts between people. All organisational change therefore “requires personal change in an organisational setting” (Carlopio & Andrewartha, 2008, p.496). However personal change is not easy – it takes effort, persistence and time. With change we adapt, learn and grow although there can be a sense of loss as old ways of doing things become redundant.
Change is a generic term, which, for our purposes, can refer to macro change in the overall health care system, changes at organisational level, or micro change within your specific work unit or department. Indeed it is likely that a macro change, such as a change in the direction of health care policy by the government, can create a ripple effect throughout the health care system (including the private sector), right down to micro changes in actual service delivery. For example, if the gov ...
Taxonomy of change models slideshare 201703Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference. We have used four types of classification:
Contextual – broader strategic or macro models that can be helpful in understand a context of change, or support for change - Nadler and Tushman, congruence model being an example
High level change model – change specific models, but at a broader, sometimes even conceptual model - Carnall, change management model as an example
Actionable Model – detailed, with defined stages and actions, for example Accelerating Implementation Methodology (AIM) Change Management Methodology
Supporting – models that underpin our approach to change, they can apply to specific elements of change or help to understand certain elements, for example - Beckhard and Harris, change formula
BioMed CentralPage 1 of 9(page number not for citation p.docxjasoninnes20
BioMed Central
Page 1 of 9
(page number not for citation purposes)
Implementation Science
Open AccessDebate
A theory of organizational readiness for change
Bryan J Weiner
Address: Department of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina Chapel Hill,
Chapel Hill, North Carolina, USA
Email: Bryan J Weiner - [email protected]
Abstract
Background: Change management experts have emphasized the importance of establishing
organizational readiness for change and recommended various strategies for creating it. Although
the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for
change, organizational readiness for change has not been subject to extensive theoretical
development or empirical study. In this article, I conceptually define organizational readiness for
change and develop a theory of its determinants and outcomes. I focus on the organizational level
of analysis because many promising approaches to improving healthcare delivery entail collective
behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing,
work flow, decision making, communication, and reward systems.
Discussion: Organizational readiness for change is a multi-level, multi-faceted construct. As an
organization-level construct, readiness for change refers to organizational members' shared resolve
to implement a change (change commitment) and shared belief in their collective capability to do
so (change efficacy). Organizational readiness for change varies as a function of how much
organizational members value the change and how favorably they appraise three key determinants
of implementation capability: task demands, resource availability, and situational factors. When
organizational readiness for change is high, organizational members are more likely to initiate
change, exert greater effort, exhibit greater persistence, and display more cooperative behavior.
The result is more effective implementation.
Summary: The theory described in this article treats organizational readiness as a shared
psychological state in which organizational members feel committed to implementing an
organizational change and confident in their collective abilities to do so. This way of thinking about
organizational readiness is best suited for examining organizational changes where collective
behavior change is necessary in order to effectively implement the change and, in some instances,
for the change to produce anticipated benefits. Testing the theory would require further
measurement development and careful sampling decisions. The theory offers a means of reconciling
the structural and psychological views of organizational readiness found in the literature. Further,
the theory suggests the possibility that the strategies that change management experts recommend
are equifinal. That is, there is no 'one best way' to increase organizational readiness for c ...
Impact of business model change onorganizational successMalikPinckney86
Impact of business model change on
organizational success
Steven H. Appelbaum, Edmiela Profka, Aleksandra Monika Depta and Bartosz Petrynski
Abstract
Purpose – The purpose of this paper is to investigate the impact of organizational change, more specifically
business model change, on corporate employees’ motivation and, consequently, performance.
Design/methodology/approach – The main approaches and managerial frameworks on organization
change implementation, as well as the assessment methods on whether the company is ready to implement
the change, were identified by reviewing the current literature on the subject between 1940 and 2016.
Findings – Reviewed individual behavioral reactions and provided steps to encourage favorable individual
employee perceptions.
Research limitations/implications – Existing gaps in supporting empirical data on the subject and a
limited number of direct case studies and real-life scenarios. The research was primarily focused on employee
motivation during the initial planning phase of organizational change, with lesser focus on motivation
throughout and especially after the change process.
Practical implications – To benefit from the change, organizations must avoid improvising and should
follow specific and formal change management procedures which take employee motivation and individual
response towards change under consideration.
Social implications – By providing real-life illustrations of successful business model change
implementations, current and future companies facing this type of change in the future can learn from
these specific scenarios.
Originality/value – The distinction of business model change as a sub-type of organizational change and the
study of employee motivation under a business model change specifically is the novel contribution of the paper.
Keywords Performance, Change management, Business model change, Employee motivation,
Organizational change
Paper type General review
Background and objective
To survive and grow in today’s economic climate, organizations need to react quickly to changes
occurring on a national or global level. They are forced to make changes by updating their
technology, remodeling strategies or, in certain cases, even changing their business model. Per
Womack et al. (1990), the demands for organizational change grow mainly due to the increasing
speed of technological development and international competition (Antoni, 2004).
Edmonds (2011) states that change takes time and effort, leaving employees and managers
unsure on how to adapt to new working practices. Adapting to change is not an easy transition;
moreover, organizations failing to meet their stated objectives can pay a high price. “Failure can
lead to loss of market position and credibility with stakeholders as well as decreased morale
among management and staff resulting in a demotivated workforce, or worse still, the loss of key
employees” (Edmonds, 2011).
Porras and Robertson (1992) recognized the ...
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.
Implementing an Employee PerformanSystem Experience Tradition/tutorialoutlet...pinck2339
FOR MORE CLASSES VISIT
www.tutorialoutlet.com
Implementing an Employee
Performance Management
System in a Nonprofit
Organization
Karen Becker, Nicholas Antuar,
Cherie Everett
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
Table of Contents1Introduction32Reflective Ob.docxmattinsonjanel
Table of Contents
1 Introduction 3
2 Reflective Observation 3
3 Abstract Generalisation 5
4 Application 6
5 Conclusion 8
6 References 9
Introduction
Nowadays, change is inevitable for most organizations, and applying effective organizational change could direct organizations to reach a competitive advantage (Armenakis & Harris, 2009; Clegg & Walsh, 2004). In most cases the effort in achieving success in organizations fails due to the lack of people’s commitment and misdiagnosis of change (Armenakis & Harris, 2009; Oreg, 2003). Therefore, in relation to my previous experience and relevant studies, I will argue that leaders support in leading the change, Human Resource Management (HRM) intervention and the process of building commitment in organizations will enhance the success probability of change. The outline of the reflective journal will be as follows. The first section will be highlighting reflective observations of these three topics, and the second section will give an abstract generalisation where it shows the relationship between these three topics in the change management context. Subsequently, the application of the principles in my future career will be discussed. Finally, conclusion will be provided in the final section. Reflective Observation
HRM planning and intervention are encompassing all steps of the change process framework adopted from Härtel and Fujimoto (2010). Molineux (2013) found that the implementation of systemic HRM is considered to have a strategic function in change management. The ideas of systemic HRM have not been applied in my organization where the HR practices are not integrated well. Strategic HRM intervention could enhance the change enablers in the organization in an effort to increase the probability of success (Al-Haddad & Kotnour, 2015). Jiang et al. (2012) in their research construct the HR system and define the relationships within the system which is influencing employees’ abilities, motivation and opportunities. The relationships within the HR system have gained comprehensive understanding of how the process works and how it aligns with business strategy. Nowadays, strategic HRM intervention from transactional to transformational activities has made HR professionals gain more strategic values which also relates to organizations’ performance (Buller & McEvoy, 2012). In my opinion, E-HRM and/or outsourcing HR role play important roles in supporting the shift, as it is provide time for HR practitioner to work more in strategic role. From my experience, the application of E-HRM is not as easy as it seems, due to the lack of knowledge, skills and readiness with new technology. Therefore, Parry (2014) suggests that organisations should carefully design and implement E-HRM to adjust with the condition of members in organizations.
The second topic is leading change. Leaders’ support in change process is needed to influence the willingness to change among employees (Bass, Avolio, Jung, & Berson, 20 ...
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...IAEME Publication
Concept of organizational change could be better understood on several grounds. Firstly, organizational change includes variety of change which may not always be planned and whose objectives may not be very much clear. Secondly, organizational change also includes those changes which may occur with the passage of time. Besides being gradual and steady, these changes are necessary for the survival of organization. Thirdly and finally, organization change may not be measurable. Organization results in organizational development. This study helps to identify the various positive or negative outcome of change, preparedness of employees to accept change, various ways of communicating the changes to the employees; various support factors to employees during organizational change. Data’s were collected from 122 employees. Analysis used was Percent Analysis, Chi-Square and ANOVA.
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Purpose - The purpose of this article is to analyze the commonalities of various change and transition models developed over time to assist with and support managing organizational change. Design/methodology/approach - The article provides an examination of change and transition models through a review of relevant literature and the comparison of different models. Findings - Each change and transition model has similar methods of handling change. Their unique methods and strategies provide additional insights into possible applications to most organizations. In some cases, models could be combined to form new models to best fit the circumstances of the organization. Practical implications - This comparison can assist individuals in evaluating and selecting the model based on organizational need while remembering to focus on both the physical and the emotional changes in an organization. Originality/value - The article shows that human resource managers can benefit from learning the commonalities between change and transition models when considering what will work for their organization in conjunction with the review of a number of well known and relevant models.
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Introduction
Change is evident everywhere from th.
1. What is qualified immunity 2. What is the rule regar.docxpaynetawnya
1. What is qualified immunity?
2. What is the rule regarding review of summary judgment on appeal after a final
judgment is rendered?
3. What is the rule applied to litigants that fail to timely object to evidence at trial and
attempt to raise an objection to such evidence on appeal?
4. What is the rule regarding leave to amend as it applies to the discretion of the
district court? Note underlying purpose of Fed. R. Civ. P. 15 (2015).
5. What is the rule regarding federal judges supervising trials, and how does that rule
apply to a trial judge’s behavior/rulings?
6. What is the test applied when a lawyer asserts that a member of the jury engaged in
juror misconduct by purposefully withholding information during voir dire (the
questioning of a jury panel to determine the fitness to serve on the jury) indicating bias?
7. What is the rule regarding an appellant seeking a reversal based on their own
evidentiary errors?
8. What is the rule regarding a judge participating in the examination of witnesses?
9. What is the rule regarding the authority of a federal judge to determine the extent
and nature of a post-trial evidentiary hearing?
You are limited to no more than 5 pages of text, Times Roman 12 point, 1-inch margins on
all sides, 1.5 spacing. Put the sources you use to document your responses on a separate
page as “endnotes” not footnotes.
1.Introduction- Change.docx
1 Introduction to Book 7
(Author: Jeni Grubb, with revisions by Ingrid Brooks)
In this book we introduce the important issue of change which, for Carlopio and Andrewartha (2008) is the most common activity that demonstrates leadership in organisations. In Yoder-Wise and Menix’s (2003) words: “Change is a natural social process of individuals, groups, organizations, and society” (p.322).
As we have seen in previous discussions, organisations can be conceptualised as open systems, with the forces for change coming from both inside the organisation and outside. They are essentially processes and are composed of people in relationships with other people; nothing more than relationships and social contracts between people. All organisational change therefore “requires personal change in an organisational setting” (Carlopio & Andrewartha, 2008, p.496). However personal change is not easy – it takes effort, persistence and time. With change we adapt, learn and grow although there can be a sense of loss as old ways of doing things become redundant.
Change is a generic term, which, for our purposes, can refer to macro change in the overall health care system, changes at organisational level, or micro change within your specific work unit or department. Indeed it is likely that a macro change, such as a change in the direction of health care policy by the government, can create a ripple effect throughout the health care system (including the private sector), right down to micro changes in actual service delivery. For example, if the gov ...
Taxonomy of change models slideshare 201703Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference. We have used four types of classification:
Contextual – broader strategic or macro models that can be helpful in understand a context of change, or support for change - Nadler and Tushman, congruence model being an example
High level change model – change specific models, but at a broader, sometimes even conceptual model - Carnall, change management model as an example
Actionable Model – detailed, with defined stages and actions, for example Accelerating Implementation Methodology (AIM) Change Management Methodology
Supporting – models that underpin our approach to change, they can apply to specific elements of change or help to understand certain elements, for example - Beckhard and Harris, change formula
BioMed CentralPage 1 of 9(page number not for citation p.docxjasoninnes20
BioMed Central
Page 1 of 9
(page number not for citation purposes)
Implementation Science
Open AccessDebate
A theory of organizational readiness for change
Bryan J Weiner
Address: Department of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina Chapel Hill,
Chapel Hill, North Carolina, USA
Email: Bryan J Weiner - [email protected]
Abstract
Background: Change management experts have emphasized the importance of establishing
organizational readiness for change and recommended various strategies for creating it. Although
the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for
change, organizational readiness for change has not been subject to extensive theoretical
development or empirical study. In this article, I conceptually define organizational readiness for
change and develop a theory of its determinants and outcomes. I focus on the organizational level
of analysis because many promising approaches to improving healthcare delivery entail collective
behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing,
work flow, decision making, communication, and reward systems.
Discussion: Organizational readiness for change is a multi-level, multi-faceted construct. As an
organization-level construct, readiness for change refers to organizational members' shared resolve
to implement a change (change commitment) and shared belief in their collective capability to do
so (change efficacy). Organizational readiness for change varies as a function of how much
organizational members value the change and how favorably they appraise three key determinants
of implementation capability: task demands, resource availability, and situational factors. When
organizational readiness for change is high, organizational members are more likely to initiate
change, exert greater effort, exhibit greater persistence, and display more cooperative behavior.
The result is more effective implementation.
Summary: The theory described in this article treats organizational readiness as a shared
psychological state in which organizational members feel committed to implementing an
organizational change and confident in their collective abilities to do so. This way of thinking about
organizational readiness is best suited for examining organizational changes where collective
behavior change is necessary in order to effectively implement the change and, in some instances,
for the change to produce anticipated benefits. Testing the theory would require further
measurement development and careful sampling decisions. The theory offers a means of reconciling
the structural and psychological views of organizational readiness found in the literature. Further,
the theory suggests the possibility that the strategies that change management experts recommend
are equifinal. That is, there is no 'one best way' to increase organizational readiness for c ...
Impact of business model change onorganizational successMalikPinckney86
Impact of business model change on
organizational success
Steven H. Appelbaum, Edmiela Profka, Aleksandra Monika Depta and Bartosz Petrynski
Abstract
Purpose – The purpose of this paper is to investigate the impact of organizational change, more specifically
business model change, on corporate employees’ motivation and, consequently, performance.
Design/methodology/approach – The main approaches and managerial frameworks on organization
change implementation, as well as the assessment methods on whether the company is ready to implement
the change, were identified by reviewing the current literature on the subject between 1940 and 2016.
Findings – Reviewed individual behavioral reactions and provided steps to encourage favorable individual
employee perceptions.
Research limitations/implications – Existing gaps in supporting empirical data on the subject and a
limited number of direct case studies and real-life scenarios. The research was primarily focused on employee
motivation during the initial planning phase of organizational change, with lesser focus on motivation
throughout and especially after the change process.
Practical implications – To benefit from the change, organizations must avoid improvising and should
follow specific and formal change management procedures which take employee motivation and individual
response towards change under consideration.
Social implications – By providing real-life illustrations of successful business model change
implementations, current and future companies facing this type of change in the future can learn from
these specific scenarios.
Originality/value – The distinction of business model change as a sub-type of organizational change and the
study of employee motivation under a business model change specifically is the novel contribution of the paper.
Keywords Performance, Change management, Business model change, Employee motivation,
Organizational change
Paper type General review
Background and objective
To survive and grow in today’s economic climate, organizations need to react quickly to changes
occurring on a national or global level. They are forced to make changes by updating their
technology, remodeling strategies or, in certain cases, even changing their business model. Per
Womack et al. (1990), the demands for organizational change grow mainly due to the increasing
speed of technological development and international competition (Antoni, 2004).
Edmonds (2011) states that change takes time and effort, leaving employees and managers
unsure on how to adapt to new working practices. Adapting to change is not an easy transition;
moreover, organizations failing to meet their stated objectives can pay a high price. “Failure can
lead to loss of market position and credibility with stakeholders as well as decreased morale
among management and staff resulting in a demotivated workforce, or worse still, the loss of key
employees” (Edmonds, 2011).
Porras and Robertson (1992) recognized the ...
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.
Implementing an Employee PerformanSystem Experience Tradition/tutorialoutlet...pinck2339
FOR MORE CLASSES VISIT
www.tutorialoutlet.com
Implementing an Employee
Performance Management
System in a Nonprofit
Organization
Karen Becker, Nicholas Antuar,
Cherie Everett
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
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Critical Evaluation of Change Managed in Practice.docx
1. Critical Evaluation of Change Managed in Practice Essay.
Critical Evaluation of Change Managed in Practice Essay. The Government has clearly
outlined the need for nurses to develop leadership skills at all levels within the workforce in
order to deliver the NHS modernisation programme (DH [1] 1998; DH 1999). The
leadership role expected of community practitioners is evident in 'Shifting the Balance of
Power' (DH 2001a) and 'Liberating the Talents' (DH 2002) with the expectation that health
visitors will lead teams which will deliver family-centred public health within the
communities they work (DH 2001b).Critical Evaluation of Change Managed in Practice
Essay.ORDER A PLAGIARISM-FREE PAPER HEREThe change I was to lead however was not
initiated primarily to support clients, but instead to protect staff working in the community
to ensure they were safe and supported in their public health work as a large proportion of
the time is spent working alone. The issue of lone worker safety is particularly topical after
the recent murder of a mental health support worker during a home visit (BBC News
2006).Critical Evaluation of Change Managed in Practice Essay.To support this proposal,
Baulcomb (2003) asserts that any change management initiative should not only yield
benefits for patients but also for staff and the wider organisation.The Health and Safety
Executive (HSE 2005) reports that nurses and other health care workers are 2.8 times more
at risk of an injury [2] than clerical workers and the vulnerability of health care workers
increases significantly if they are working alone [3] (Chappell and Di Martino 2000). It was
a particularly pertinent time to examine mechanisms for risk reduction as they had still not
been reviewed despite a member of staff being off sick [4] due to an adverse incident
involving lone work. As health visiting frequently requires lone work, it was clear that lone
working practices needed reviewing to reduce the likelihood of a similar or more serious
incident recurring.Further drivers for change were identified as a result of observations of
workers in practice. I noted the following areas of concern: up-to-date whereabouts of staff
not always provided (or out of date) and a lack of a reporting-in system which would
identify whether staff had finished work safely for the day. I discussed these issues with the
community nursing manager who wholly supported any attempts to introduce mechanisms
that would improve lone worker safety. A further driver for change was the obligation to
implement health and safety legislation. Due to limitations in report length, this information
has been provided in Appendix One.Critical Evaluation of Change Managed in Practice
Essay.If changes are to be implemented which lead to increased worker safety, this will
have a positive (although indirect) effect on clients because if staff feel safer and more
supported in their roles, they will be less likely to be off sick with stress or injuries (Mahony
2. 2006) which would impact on the team's ability to deliver the public health agenda. As
workers who contribute to the implementation of health and safety measures are known to
be healthier and safer than those who do not (HSE 2005), it was felt that this would be an
appropriate area for the team to examine and implement change.It was after consideration
of these anteceding factors that the need for change was established and a vision created:To
improve the safety of lone workers within the health visiting team.Implementing the change
was a dynamic and multidimensional process with many facets too abundant to detail fully
here, however pertinent examples will be selected and analysed. The following study will
detail a reflective evaluation of my application of leadership and management theory to
effect a change in practice. The successes and difficulties encountered will be given
throughout with reference to the literature.Critical Evaluation of Change Managed in
Practice Essay.Change management requires well-developed leadership and management
skills (Marquis and Huston 2000). A combination of these skills is necessary to ensure that
the job is done not only efficiently, i.e. new mechanisms are put in place and embedded into
the team's practice (the management dimension) (Stewart 1996) but that it is achieved in
such a way that motivates and inspires staff to change their practice- the leadership
dimension (Stewart 1996). To guide the changes, a change management model was
selected. Deegan et al (2004) report that such models provide a theoretical sequence, which
will be instrumental in helping the change manager to choose, develop, and order activities
which are required during planned change episodes.Critical Evaluation of Change Managed
in Practice Essay.As the change was planned (as opposed to emergent), a suitable model
was Lewin's three-stage model of planned change (Lewin 1951) [5] . The use of this model
in the National Health Service (NHS) is widely documented and has underpinned the
successful changes in many of the research papers read [6] . It is also a simple model which
is not overly prescriptive and so does not restrict individual practitioner creativity
(Cameron and Green 2005). The three stages of planned change according to this model are:
unfreezing the existing equilibrium (Unfreezing); moving to a new point (Movement) and
refreezing the changes into practice so that they become embedded in practice (Refreezing).
My change management project is currently part way through the 'Movement' stage as the
change has not been fully implemented or evaluated yet I continue to lead this
project [7] .Critical Evaluation of Change Managed in Practice Essay.Lewin (1951) suggests
that in the change's preliminary stage, factors which will drive or resist the change should
be identified. This process is known as Force Field Analysis (FFA) and will identify the
change enthusiasts, the potential objectors and the undecided (Turner, 2001) (see
Appendix Three for the FFA carried out at this stage). Lewin (1951) asserted that change
occurs as a result of a shift in the equilibrium between the opposing forces (those which
resist change) and the driving forces and is thought to be more likely to occur successfully if
restraining forces are removed rather than by simply increasing the driving forces. Hussey
(1998) exercises a word of caution at this juncture warning that an increase in the driving
forces may lead to an increase in the restraining forces, however if the driving forces
outweigh the restraining forces, there is a positive climate for change (Cameron and Green
2005). After analysing the force field I could see that the driving forces outweighed the
resisting forces and so confirmed that the change was needed and realistic.Leaders
3. motivate their staff by inspiring vision and encouraging followers to share in that vision
(Bennis 1997, Davidhizar 1993) and like in Kassean & Jagoo's study (2005), the unfreezing
stage was initiated by facilitating people's thoughts on the current situation (Greaves
1999)- stimulating ideas for how to change the current situation [8] . As people can only be
empowered by a vision that they understand (Sheldon and Parker 1997), it is paramount
that strategies are used to foster inclusion and participation so that all team members are
fully aware of the impetus for change. For change to be successful and enduring, Kouzes and
Posner (1987) say that it is imperative that the leader encourages team ownership of the
vision by encouraging their participation in the project. Without participation failure is
likely to result due to resistance from team members. It is vital to the success of the change
that it is perceived to be needed by those that will be affected by the change (Marquis and
Huston 2000) and so to raise awareness of the issue and create dissatisfaction with the
current state (Lewin 1951), I introduced my ideas at a team meeting. On reflection, I can
identify aspects of transformational and situational leadership in how I shared my ideas and
interacted with the team.Most team members agreed that risks to lone working needed to
be reduced and willingly offered their ideas (see Appendix Four). Encouraging team input
and facilitating problem solving are key features of the supportive behaviours exhibited by
the situational leader (Northouse 2004). Situational leadership was developed by Hersey
and Blanchard (1977) and assumes the leader adapts their style according to a given
situation [9] . This style has two main types of intervention: those which are supportive and
those which are directive. The effective situational leader is one that adjusts the directive
and supportive dimensions of their leadership according to the needs of their subordinates
(Northouse 2004). As most team members were highly motivated in the project, freely
offering suggestions and ideas, a directive role was not needed. The supportive behaviours I
employed encouraged a participative approach characterised by the use of finely tuned
interpersonal skills such as active listening, giving feedback and praising (Marquis and
Huston 2000) which can be likened to a Skinnerian approach of positive reinforcement.In
retrospect I can identify my correct use of this leadership style by looking at a later
development of this model which introduced a further dimension to the leadership style:
the developmental level of the participants. This is ascertained by assessing worker's
competence and commitment to completing the task. The member of staff that appeared to
take little interest and was not able to offer ideas displayed a lower developmental level
compared to other team members and hence I directed her more using the coaching
behaviours advocated by Hersey and Blanchard (1977). This coaching promoted inclusion
and participation by: giving encouragement, soliciting input and questioning the participant
on what they thought of the proposals and the changes they would like to see. This was
done to increase levels of commitment and motivation (Northouse 2004) and thus integrate
that team member into the change process. On reflection this can also be identified as an
example of reducing the resisting factors to the change within the force field as by adapting
to the needs of that team member, she was encouraged to take part and share ideas rather
than hinder progress and potentially thwart the change.Critical Evaluation of Change
Managed in Practice Essay.A model which places great importance on the needs, values and
morals of others is transformational leadership (Northouse 2004; RCN 2005) and elements
4. of this could be identified in my leadership. The needs of staff could be regarded as the need
to stay safe, and values may be their desire to get home to their families at the end of the
day. I was aware that on face value, looking at improving safety for lone workers would
perhaps not appear to be an issue that would provoke much excitement, or according to
Kotter (1999) 'light a fire'. However, I articulated my vision in terms of getting people to
consider the impact of what the consequences could be if we were to be a victim of an
adverse incident. When discussing the impact of this with staff and getting them to consider
the impact of not changing practice, of how their lives and their families lives could
potentially be affected, I created motivation within the team to examine working practices.
This was confirmed to me as many of the staff showed their interest by their offering of
ideas to meet this challenge. By tapping into the moral dimension of a proposed change i.e.
promoting the need to contribute in order to protect the safety of not just themselves but
also the wider team, the transformational leader further inspires staff to change by
motivating followers to transcend their own self-interest for the sake of the team and
organization (Bass 1985).Once the vision had been shared and accepted by the team,
several strategies were discussed that could contribute to risk reduction (Appendix Four).
At this stage it was realistic to focus on a single change. A reason for this was because
McIntosh (2000) highlights that many changes focus on the needs of the organisation (e.g.
to provide certain services or to implement Government policy) and often overlook the
needs of the employees. Applied to this case, there was an organisational need to manage
risk but this had to be balanced with not overwhelming the team with too many changes at
once [10] .At the meeting it was decided by the team members present [11] that the
simplest intervention to implement would be to phone into the clinic base administrators
when finishing their shift to notify that they had finished work for the day and were
safe [12] . Although the proposed change would not eliminate the risk of an adverse
incident occurring, it would ensure that should an incident occur, it would be identified and
acted upon as swiftly as possible and thus the risk would be managed more
effectively.Critical Evaluation of Change Managed in Practice Essay.Vroom and Yetton
(1973) propose five types of considered decision-making ranging from that which may be
expected of an autocratic manager i.e. a decision is made by the leader entirely alone,
through to a democratic approach whereby the matter is discussed with the whole team
and a consensus decision is made. When analysing my own management stance it was clear
that my style had been distinctly democratic as I had sought to include everyone and
promote consensus decision-making. I demonstrated sensitivity and appreciation of the
pressures that others were under by ensuring that those not present at the meeting were
included in the decision-making process as open consultation with key stake holders often
leads to the successful introduction and adoption of change (Phair and Good 1998, cited in
Deegan et al 2004). This contributed to creating a climate of a learning organisation. A
learning organisation is one where all members are encouraged to increase their capacity to
produce results they care about (Karesh 1994) and one which promotes the exchange of
information between members in order to create a knowledgeable workforce. I was
determined that those who could not attend the meetings still be part of the decision
making process. However there were difficulties with this as due to being in practice just
5. two days a week meant that it was unrealistic to consult each absent worker individually
and so I emailed out meeting minutes from the meeting and invited feedback [13] . Although
the use of email to communicate ideas is one of the least popular ways to receive
information, it was one of only a few methods available to me and hence justified its use.
Without using this medium, communication with the team would have been compromised
and could have led to some team members feeling they had been excluded from the
decision-making process. Further analysis of this point reveals my own concern that all the
follow up and meetings needed to be done by myself when perhaps this could have been
delegated to someone else. With regard to situational leadership, if team members are
motivated and committed to the change, the leader can assume a more passive role where
they let team members take responsibility for doing the job and refrain from giving
unnecessary support (Northouse 2004). This perhaps reveals 'Theory X' management style
traits (McGregor 1960) whereby the manager feels the need to keep a tight grip on staff
perceiving them to need coercion to achieve tasks, deeming them to possess little capacity
to explore and solve problems spontaneously without direction. This approach may convey
distrust of the team (McGregor 1960) and was therefore not an ideal management style in
the actual situation I was in. Rather than viewing this as a weakness however, it must be
viewed as an opportunity to explore my assumptions of the team, assessing whether my
assumptions had any grounding in reality or whether this style was assumed due to my
inexperience leading and hence insecurities about the role.Reaching a consensus on the
change to implement was an example of how in situational leadership, decision-making can
be shared between the leader and motivated followers (Hersey and Blanchard 1977). From
a management point of view, this participative approach facilitates the process of
completing the task but it is also an example of how leaders empower their teams by
transferring some of their power to the follower to enable them to be active participants in
the decision-making process. After confirming the change intervention, the safety plan was
devised (see Appendix Six). This was a contingency plan detailing the steps to take should a
team member fail to report in. The team agreed that I should draw this up due to my
previous experience of using one. As the manager is responsible for ensuring a task is
completed on time and is done efficiently (Stewart 1996) there was no reason for this task
to be delegated elsewhere as this would have taken up time and hence been an
inappropriate use of resources.During the movement stage, I positively reinforced the
importance of the change by acting as a role model. Role modelling is a key feature of
transformational leadership whereby the leader demonstrates specific types of behaviours
that they want their followers to adopt (Northouse 2004). Stewart (1996) also reports that
the 'greatest power as a leader is the example that you set' (p.25) and so I did this by
ensuring that I implemented the proposed changes i.e. I always reported into base on
finishing work even before the agreed implementation date. The change is currently in the
latter stages of the 'Movement' phase with implementation and evaluation still required to
complete the phase [14] . Refreezing is the final stage of Lewin's model and involves the
change agent (myself) supporting staff to integrate the change into practice so that it
becomes part of the 'status quo' (Marquis and Huston 2000) ensuring that over a period of
time everyone's practice changes and there is no chance of reversion to former ways.A
6. strategy for the future development of the change and to conclude the refreezing stage
would be to carry out an evaluation to determine the change's effectiveness. A summative
(or outcome evaluation) could be conducted to investigate: whether the intervention is
effective in reaching planned goals; what happens to the participants as a result of the
change and whether it is worth continuing with the change intervention (Robson 2003).The
first question could be assessed by carrying out a risk assessment of the hazards faced by
lone workers including strategies in place to reduce risk. The HSE (2005) detail a five-step
risk assessment guide that can be carried out to assess the extent of risk post-intervention.
Ideally a risk assessment should have been carried out in the unfreezing stage and thus
provide a baseline to compare against.Critical Evaluation of Change Managed in Practice
Essay.Another strategy to obtain objective data would be to keep a copy of all reporting-in
records which should identify those failing to report in [15] . Although this appears to be a
policing measure which may imply distrust for staff (typical of a 'Theory X' manager,
McGregor 1960), it may be the only way of conclusively being able to tell if people are
actually putting the new change into practice. If an audit of these records revealed certain
team members were not engaging in the process and were having to be chased by
administrators to ascertain whether they had finished work safely, I would use responsive
leadership skills incorporating effective interpersonal communication to work with these
staff members to identify what the problems and issues were. It is vital that this is done as if
ignored these resisting factors could impede the change and failure could result (Hussey
1998). A key goal of refreezing is supporting those involved so that the change remains in
place (Marquis and Huston 2000) and so this audit may reveal those who need further
support [16] .The change detailed in this case study has first and foremost considered the
needs of the employees (i.e. to be safe in their lone work) yet has many benefits for the
wider organisation and staff: potentially decreased litigation due to decreased adverse
incidences affecting staff, increased recruitment and retention due to the organisation's
increasing attractiveness as a supportive employer and many more. This highlights effective
use of a combination of leadership skills to inspire and motivate staff coupled with the
ability to function in a management capacity by directing changes necessary in order to
meet the organisation's requirements (Marquis and Huston 2000).Change management
requires well-developed leadership and managerial skills (Marquis and Huston 2000).
However as a student health visitor many of these skills were far from being well developed
and rather than use and manipulate models as I went along, elements of models such as
transformational and situational were recognised retrospectively. However in doing so my
knowledge of the theoretical underpinning has been developed and consolidated arming me
with a plethora of skills to draw on in future.Northouse (2004) states that leadership style
refers to the behaviours shown by an individual who attempts to influence others. I felt this
was a daunting task as in my student role I felt very much the subordinate as opposed to the
leader. However, Government papers such as 'Making a Difference' (DH 1999) stress for the
need to develop leadership at all levels meaning it is not an activity reserved for the upper
echelons of an organisation (Garvin 1996).Critical Evaluation of Change Managed in
Practice Essay.I found it hard at times to reconcile the requirement to develop leadership
skills with the need to embrace evidence-based practice as the two often clashed due to the
7. fact that there is little empirical evidence of the effectiveness of many leadership models
(Northouse 2004) including those I used. To further illustrate this point Wright and Doyle
(2005) conclude 'it is impossible to say how effective transformational leadership is with
any degree of certainty and it is not possible to say here that another approach would have
been more effective without trying it'. Northouse (2004) also criticises other models of
leadership including situational leadership, and questions their validity commenting that
they are under-researched and with few published research findings.Critical Evaluation of
Change Managed in Practice Essay.I had not viewed myself as a 'born leader' and coupled
with my student status, I felt nervous embracing a leadership role. Marriner-Tomey (1996)
however asserts that leadership skills can be developed over time, indicating that skills can
indeed be learnt, dispelling the myth that leaders are born not made. This provides me with
reassurance that with further experience of leading in practice, along with a deeper
knowledge of leadership theory, I may become a more effective and inspiring leader.Critical
Evaluation of Change Managed in Practice Essay.