Jack welch ge
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Jack Welch was the CEO of GE from 1981 to 2001. During his tenure, he grew the company from $24 billion to $74 billion. He realigned goals and motivated managers to stretch their limits. Welch also restructured GE into one of the most successful corporations in the world. He implemented an open communication strategy to disseminate information about changes to employees and allow them to provide feedback. Welch communicated changes by explaining the why, what, and how. He listened to employee concerns and took a bottom-up approach. Welch also created an executive council to address organizational issues and communicate externally. He delegated power and encouraged responsive leadership to consolidate changes rapidly across the organization.
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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.
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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.
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“The standard operating procedures include the detailed and specific actions that will be taken to execute the communication plan. The procedures include:
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· 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.
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· 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
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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.
Employee engagement, involvmemnt and empowerment (keterlibatan dan pemberdaya...
This document discusses employee engagement, involvement, and empowerment. It provides definitions and models of engagement, and discusses the differences between engagement and involvement. Employee empowerment is defined as giving workers ownership over their work and encouraging them to provide input into decisions. When employees are empowered and involved, it can lead to benefits like improved quality, productivity and motivation. However, empowerment also carries some risks like potential for ego issues or information leaks. Overall engagement is important for organizations to drive performance and achieve their goals.
Change management
Rapid changes in organizations require innovative management responses. Both external pressures like increasing competition and complexity as well as internal pressures around career development and diversity present challenges. Finding the best ways to enhance efficiency, effectiveness, morale and attitudes of healthcare workers and the organization as a whole is a formidable challenge. This requires innovative organizational and work group designs to capitalize on new opportunities and ongoing skills development for healthcare professionals.
Ob. managing change 09.10.2011
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Assessing Organizational Change
This document discusses organizational change through three main points. First, it examines three major theories of organizational change: the dialectic model, teleological model, and Burke's theory. Second, it analyzes a case study of change at Johnson & Johnson. Finally, it discusses trends in change readiness assessment and the use of digital tools to improve change management.
App7traugotte
OptumHealth, a business segment of United Health Group, underwent a major change in 2007 by moving segments of their staff from working in offices to working remotely from home. The change aimed to consolidate the workforce and realize bottom line savings in facilities costs. While communication of the change was a recurring challenge, OptumHealth did manage to transition staff to telecommuting. However, leadership could have done more to gain staff buy-in during planning and implementation stages. In the long run, the change helped leadership adapt to a new work environment and become more innovative in dealing with situations.
Change Management
This document discusses change management and how to successfully implement organizational changes. It notes that effective change management requires addressing employee adoption and resistance. Some key drivers of change include mergers & acquisitions, innovation, technology, and globalization. For change to be successful, senior leadership must visibly embrace the new approaches to motivate others in the organization. The change process goes through multiple phases and skipping steps can undermine results. Most change efforts fail because they do not engage employees or ignore existing institutions within the group. True change management requires capturing employee hearts and minds before mobilizing hands.
Basic principles of management
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images of change pp
This document outlines six images of change managers: Director, Navigator, Caretaker, Coach, Interpreter, and Nurturer. The Director, Navigator, and Caretaker represent a controlling style of management focused on directing change outcomes, while the Coach, Interpreter, and Nurturer represent a shaping style aimed at molding change through participation. Each image is associated with theoretical underpinnings and examples. The images are meant to increase awareness of change assumptions, identify dominant perspectives within organizations, and illustrate the range of options available to managers. Lines between the images can blur as situations require blending approaches.
Assignment 2 Discussion QuestionBased upon the assigned reading f.docx
Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
Employee involvement scontrinopowell
Employee involvement, also known as engagement, voice, or participation, provides opportunities for staff to directly contribute their ideas and expertise to help an organization achieve its mission. Research has shown many benefits of employee involvement, including improved decision-making, attitude, well-being, costs, productivity, empowerment, and retention. For employee involvement to be effective, employees must be given authority over substantive decisions, training in decision-making skills, and incentives to participate. Organizations can start by surveying staff with open-ended questions for improvement ideas, reviewing and sharing the results, and creating teams to implement feasible suggestions.
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