Change and Culture Essay Example for Free

Change and Culture Essay To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity in order to facilitate the ability to service their respective consumer base. It is the purpose of this paper to re-examine the fictional organization created in the week number four Culture Case Study I, and determine the means to facilitate a redesign in workforce brought on by a mandated reduction in work force. This paper will examine the concept of the universal worker as part of the proposed redesign, with further evaluation of the communications and organizational process that will have to be implemented in order to facilitate successful achievement of administrative goals and employee adoption of their new roles. Case Study In an attempt to achieve increased cost containment, six months after the merger of Charles Drew and Florence Nightingale Hospitals, the managerial hierarchy has proposed a significant reduction in workforce. Subsequently, a decision was made that the best way to facilitate continued safe patient care was to redesign the patient care delivery workforce. As recommended by the administration, the initial proposal for redesign was that of the universal worker. As understood, the paradigm of the universal worker would allow remaining employees to be cross trained in different job duties; thus, allowing more flexibility in staffing and personnel assignments (web. Answers. com, 2011). Through examination and implementation of the concepts of the universal worker, along with consideration of other strategies, the thought is that assigning additional duties to remaining personnel would allow continued adequate delivery of many support services. Past experiences in attempt to implement this type of change has proven to be met with resistance by personnel, and difficult to implement when introduced at other organizations; nevertheless, the administration has charged the mid-level management team with successful achievement of the proposed redesign in order to meet organizational objectives. The Change Process When beginning the process of job redesign within this organization, it will be important for those who are responsible for implementation of the change to understand the overall mission and goals of the organization and the global ramification of the change within the institution. It will be important to understand that a change in one area can have either a positive or negative impact on other areas within the organization (Leadership and Motivational Training, 2012). Thus, in viewing the potential upheaval that a reduction in workforce can create, and the subsequent potential for feelings of job insecurity that may be experienced by the remaining workforce, it will be important to allay these fears and allow enhanced empowerment of employees being affected by this process. This can be facilitated through inclusion of employees in the redesign process (i. e. implementation of work teams) and establishment of clear channels of communication within the system. Managing this process of job redesign and change can be successfully implemented through the initiation of a defined process to guide the change and an assigned change leadership team (Resnick, 2012). Through this process not only will the affected employees be allowed to have input to the process that will affect the their individual stake in the organization, they will also have the opportunity to implement substantial and lasting change for the overall system and the culture of then organization. As described by Peter Senge in his postulates regarding organizational culture, this inclusion, empowerment and open communication among those in leadership and front-line employees will work to facilitate what he described as the learning organization and systems thinking (Smith, 2001). Inclusion of work teams into the change process, and the subsequent implementation of the cross training of employees into various departmental roles, the concept of the universal worker among the care provision staff will allow the reshaping of the organization into one that has the flexibility to adapt to the rapid change that may be incurred, and foster an atmosphere of collegiality – where people are continually learning to see the whole together (Smith, 2001). Measuring Processes and Expectations Post Redesign  Once the redesign process has been completed it will be very important to implement measures to review the process of performance and if the predetermined goals of the change are being met. Since employees will potentially be relied on to increase performance and acquire additional employment duties, it will be important to examine how the implementation of change will impact employee satisfaction. It can be said that if an organization can meet the need for a satisfying work environment, then the employee will have a greater propensity to be more motivated and productive. As a consequence the satisfaction will have a greater correlation to improved outcomes and patient satisfaction. Examination of outcomes can be achieved through the â€Å"utilization of the creation of a balanced scoreboard-or dashboard- of the key internal and external measures that provide a comprehensive view of the organizations performance, with as much insight as possible regarding the implication of the change for the future† (Resnick, 2012). Examples of these tools could include utilization of employee satisfaction surveys, provision of strategically placed employee eedback boxes to solicit employee input to parameters for ongoing improvement, and implementation of employee councils to examine how to best meet the needs for improving overall workplace satisfaction and employee morale. With completion of the tools for review of performance, the organization will have a balanced understanding as to how the implementation of the job redesign has impacted organizational goals and desired outcomes -i. e. decreased attrition rates of employees, decreased sick leave utilized, increased patient safety and patient satisfaction scores – (Ugboro, 2006) . Creation of a Learning Organization As the paradigm begins to change in the organization, and implementation of change becomes manifest within the organization, it will be important to foster structures that will provide for a cohesive and well-rounded workforce. As a result, it will be important that all employees have a thorough understanding of what is meant by a learning organization, and how this concept will be imperative e to the ongoing success of current and future change. As described by Peter Senge, the learning organization can be viewed as a structural environment in which the employee is empowered to create the outcomes that they truly desire. In this type of environment, the employee is allowed the room of creativity to redefine not only themselves within their organizational role, but also the organization itself. This paradigm shift differs from the previous downstream constricted organizational structures in that it moves the process for acquiring new organizational traits and skills from learning a means of survival to one that embraces learning that enhances the capacity to create and innovate (Smith, 2001). As such, this paradigm allows progress of the employee to have a greater role in obtaining self-actualization through growth of objectively understanding how change and the end-results of proposed change will affect the organization and the system as a whole. Additionally, it changes the view of management from one of overseer, to one of fostering learning opportunities and helping employees develop systemic understanding (Smith, 2001). In relation to the mandated job restructuring that will take place within this merged organization this change will be facilitated through the creation of interdisciplinary teams of care providers that will comprise the teams that will be responsible for the redesign of the care delivery model. In context of the proposed reduction of staff, it can be assumed that the employees affected by the ensuing change will be instrumental in facilitating this change if allowed to be part of the redesign of priorities and duties. Consequently, with each group bringing their individual and collective spheres of knowledge, there will facilitation of the exchange of ideas, expansion of personal mastery, enhancement of mental models, and a building of a shared vision. All of which are characteristic of the described learning organization. In this case, enactment of the concept to the universal worker will require cross training of employees into potentially new areas of responsibility, or areas in which personal mastery has not been achieved. As such, training can be perceived by employees as a measure of the organizations commitment to them. Subsequently, training is one of the most powerful vehicles for an organization to create change. As stated by Resnick (2012), â€Å"First, it builds alignment to the desired change. Second, it provides individuals with the knowledge and skills to implement the change. Third, it creates the opportunity for cross-functional communication in the implementation of company-wide initiatives†. As this process evolves, management can ensure that continual educational opportunities exist for employees to grow technically and professionally in their respective duties. As these opportunities are allowed, evaluation of individual mastery should be evaluated and opportunities for individual employees to become mentors or resources for fellow employees should be encouraged. By facilitation of this process of collaborative self-management, satisfaction within the process will be enhanced and peer-to-peer sharing can take place. This will allow greater cohesiveness among the teams and a greater sense of inclusion among all team members. As stated by Smith (2001), â€Å"when teams learn together, not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise†. Measurement of Individual Satisfaction Measurement of individual employee satisfaction can be facilitated through many means. Standard traditional measurement tools could include employee surveys, employee feedback solicitation, and input gained during annual performance reviews. Although these means may allow the management team to gain greater insight to employee satisfaction with change, they are primarily founded in anecdotal response, and may be difficult of quantify. Thus, alternative measurements of satisfaction can be employed. These include monitoring of employee retention rates, review of utilization unscheduled employee leave, and patient provided satisfaction surveys. As indicated by Plowman (2009), â€Å"many studies suggest that the cost of turnover is on-and-a-half times an employee’s salary, when considering recruitment, selection, and training costs. Therefore, to monetarily measure the impacts of reduced turnover, one can calculate the expected cost of replacing employees who chose not to leave as a result of increased employee satisfaction†. Furthermore, enhanced patient satisfaction and outcomes may have a direct correlation to enhanced satisfaction in that increased individual productivity may be a sign of an employee who has taken ownership of his or her role in relation to change. Conclusion In today’s environment of organizational change, and redefining of traditional job functions and roles, it is imperative to create new paradigms within the organizational structure. Along with the changing responsibilities for employees, management must provide the means to promote atmospheres of renewed learning and assist the empowerment of employees in actualizing the larger systemic needs of the organization, and their role in the facilitation of making lasting change. Successful implementation of these concepts, along with meeting the needs for maintaining employee fulfillment and satisfaction will be essential for the economic longevity of all business organizations that provide essential services to the public.

Philosophy Examined :: Detrminism Conflicts

Assignment: Comment on the Following Statements 1)  Ã‚  Ã‚  Ã‚  Ã‚  Out of the people edited in Abel or discussed by Palmer, the following are hard determinists†¦ Well, Palmer only discusses two hard determinists: B.F. Skinner, and Sigmund Freud. Out of the texts read in Abel, Abel discusses Skinner and D’Holbach as hard determinists. 2)  Ã‚  Ã‚  Ã‚  Ã‚  Hard determinism conflicts with some of our ordinary beliefs and experiences. For example: On the one hand, we are raised to believe that we are free, that we posses freedom of thought and action. If we come to a fork in the road, we can either go left or right, either choice is a free choice. A hard determinist would have us believe that our actions are determined, hence, unfree. If the hard determinists theory were in fact true, then, if we were to come to a fork in the road, what use would it be to choose the right, or the left path? For out decision has already been determined, according to the hard determinist point of view. Frankly, I find the idea of hard determinism utterly ridiculous, and incredibly hard to defend. 3)  Ã‚  Ã‚  Ã‚  Ã‚  If hard determinism is true, then people cannot be held responsible for their actions. This statement is true. For if hard determinism is true, then our actions are determined. Meaning that we have no control over our own actions. Therefore, we cannot be held responsible for out actions, because, we are not responsible for them, for they were determined. If this is indeed true, then the worlds judicial systems have been making mistakes for several thousands of years. 4)  Ã‚  Ã‚  Ã‚  Ã‚  It is possible to interpret Freud as being committed to hard determinism. It is also possible to interpret Freud as believing in freedom. This statement is making two claims, which may be interpreted differently by different people. Thus needing some explanation. It is true that Freud was committed to hard determinism, for he believed that the majority of a person’s actions are motivated through the subconscious mind, the subconscious being a driving force in the decision. Subconscious decisions are not free, for the person is not aware of the force of the subconscious. The second part of the above statement is in a sense, true. Freud, being committed to hard-determinism, could not believe it direct freedom. However, Freud did believe that a person could change, thus gaining some control over their actions, and that in a sense, is freedom (i.e. the case of the woman who kept choosing partners who beat her).

Differences of Radical Behaviorism, Experimental Analysis of Behavior and Applied Behavior Analysis Essay

The phrase â€Å"radical behaviorism† can either be applied to a philosophy which was created by B. F. Skinner and can also be used to refer to a particular school which became known during the time when behaviorism was in power. It considers behavior as a natural science and that the behavior of animals can be understood and studied beneficially, comparable to the behavior of humans (Chiesa, 1994). On the other hand, â€Å"experimental analysis of behavior† can also refer to a school of psychology founded by B.  F. Skinner or to a philosophy that is basically from the philosophy of radical behaviorism. Data-driven examination of functional relations is one of the central principles which are incorporated in the experimental analysis of behavior. It also includes inductive examination and can be considered in contrast to the kinds of hypothetico-deductive learning theory (Skinner, 1963). â€Å"Applied behavior analysis† is an applied research of behavior and is one of the four domains in the analysis of behaviors. Furthermore, it is the science in which strategy or procedures are derived from the main philosophies of behavior are applied systematically and uses the natural science perspective in terms of its applications. The applied behavior analysis makes the technology for application in a variety of settings available. The diversity of its settings starts from individuals who have autism up to organizational improvement. In addition to this, it is mainly used to enhance the significant social behaviors and that experimentation is employed in determining the variables responsible for modifications or changes (Cooper et al, 2006). These three philosophies under psychology, though they seem to be similar to one another, may also have certain dissimilarities among them. In terms of their underlying principles and philosophy, certain dissimilarities or differences, though somehow related, can already be noticed. The radical behaviorism gained interest because of two proposals or philosophies, one is that all organismic action is determined and not free. Second is that, it refers to the consideration of the â€Å"anti-theoretical†. While on the other hand, the principles or premises utilized as basis for the experimental analysis of behavior includes that â€Å"everything that organisms do is behavior† and that â€Å"all behavior is lawful†. Central to this is the utilization of a Four-term contingency which are utilized to illustrate functional relationships in controlling behavior. The Four-term contingency are motivating operations, discriminative stimulus, behavior as response and consequences. On the other hand, in the applied behavior analysis, it considers behavior as a subject, rather than a natural science and that it is composed of an antecedent, behavior, and consequence (Cooper et al, 2006). While in radical behaviorism, no recognition is given still tat work in traditional psychology has any value or that it can be useful in a unification with behaviorism (Weiner and Freedheim, 2003). The methods, techniques, purposes and service delivery of the three philosophies in psychology also differ from one to the other. In the experimental analysis of behavior, operant conditioning chambers, which are enclosures specifically designed for holding and testing animals, and cumulative recorders, an instrument that graphically records responses from animals or subjects, are used. In the applied behavior analysis, the techniques employed include task analysis, chaining, prompting and fading. On the other hand, radical behaviorism uses operant psychology. Operant psychology is an alternative or replacement for classical conditioning which was observed by Skinner to be non-functional in accounting for behaviors which individuals are most interested of. In the operant conditioning, positive reinforcements and negative reinforcements are utilized and are used to increase the re-occurrence of a behavior. In contrasting an emphasis on the experimental analysis of behavior with an emphasis on interpretive practices in characterizing the heart of radical behaviorism does not involve a denigration of the long-range value of laboratory research (Modgil and Modgil, 1987).

Importance Of Writing, Speaking And Listening On...

Importance Of Writing, Speaking And Listening In International Business Communication Communication is one of the basic thing in life. People may buy product and using services with communication. In the business world, communication become more and more important. It is the essence of organisation to lead forward among its competitor. According to Mary Ellen Guffey by good communication in organisation one may be able to work successfully in all team environments especially if members do not meet face to face (Guffey, 2007). Therefore, communication skills are very important in business. Writing is the most popular method being used in business activity such as meeting, writing report and presentation. But there are also other communication skill that are important while doing business such as listening, speaking skills and other non-verbal communication. This essay aims to elaborate and analyse which communication skills are more important in business rather than writing in international business communication. It is undeniable that writing is very important in international business communication especially in other businesses include email, Internet websites, letters, proposals, telegrams, faxes, postcards, contracts, advertisements, brochures, and news releases. All of this can be evidence because it is detail and can become an evidence in legal cases to proof something. 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