...Design for Change Allison Hunt LDR 625 Design for Change Organizational design is more complex and inclusive of more elements than organizational structure. Organizations must consider design capabilities and flexibility during growth periods for design change to be effective (Spector, 2013). If the organization simply attempts to imitate the design of other successful businesses or fails to realign resources for new value in a changing environment, the expected outcomes of the design change will likely not be met. While many design challenges are common among all organizations, each firm must still design and implement design features appropriate to growth strategy (Spector, 2013). High commitment work systems possess design elements that are highly effective for employee engagement, productivity, and overall firm profit. An organization with a high commitment work system has highly engaged, productive employees personally invested in the success of the company and flexible enough to appropriately embrace, and contribute to, change (Lawler, 1986). Common Design Challenges for All Organizations All organizations face common design challenges in functionality, collaboration, and leadership. The degree of specialization in the organization impacts the complexity of the division of labor, level of differentiation, and authority of relationships (Cotton, 1996). Cross-functionality can be difficult to establish in companies with higher divisions of labor and can contribute...
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...Design for Change in Practice Dustin Ashenfelter Chamberlain College of Nursing Capstone in Nursing NR 451 Professor Linda Fry Winter 2011 Design for Change in Practice The increasing prevalence of Hospital Acquired Pressure Ulcers (HAPU) is a problem that is plaguing hospital’s across the nation. The estimated added expense in managing a single full thickness pressure ulcer can be as high as $70,000.00, and the total cost to hospitals across the nation could be as high as $11 billion/year (Lynch & Vickery, 2010). Initial identification of at risk patients has been one of the keys to successfully reducing stage 3 and 4 reported pressure ulcers. The Braden scale for predicting pressure sore risk is a universally accepted tool used to help nurses identify patients who are at risk of developing pressure ulcers. The scale evaluates each patient in the following six areas exposure to moisture, sensory perception, activity, and ability to change positions, nutrition, and exposure to shear (Rosenfeld, 2010). The identification of unit specific champions is a key strategy for the continued reduction of the prevalence of pressure ulcers. These leaders on the units serve as the educators for the remaining staff on the unit. These champions would be part of a multidisciplinary team, which reviews all new research, assistive devices, and evidence-based practice concerning the treatment and prevention of pressure ulcers. The multidisciplinary team would focus on key...
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...Organizational Design and Change Recommendation Melvyn Lopez University of Phoenix GMGT/591: Seminar in Global Management James B. Jordan August 17, 2006 Organizational Design and Change Recommendation The formal structure of a company, a component of the company's internal environment, determines how its activities are conducted. The formal structure also determines how authority and communications flow from management to employees. An integral part of the expansion of Riordan Manufacturing to Germany involves the selection of an organizational structure that allows the firm to operate effectively in the new environment. Variations in structure are determined by the tasks a company performs, how management wishes to perform them, and external factors. External determinants include customer demands, competitors' strategies, and government regulations. Implementation of the structural change in Riordan Manufacturing can be assisted by change in the structure of the organization as reflected in its organizational chart. The company’s managers can greatly facilitate the implementation of new strategies by changing reporting relationships, creating new departments or business units, and providing the opportunity for autonomous decision making. Because no single organizational design suits all circumstances, managers at Riordan Manufacturing must carefully consider their company's situation, strategy, environment, age, size, and technology, in Germany before...
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...VA 0500 DESIGN CHANGE AND CONFLICT W11026064 - Samuel Rubin Figure 1. Screenshot of the clip http://www.markallencam.com/AndyEatingaBurger.jpg Figure 1. Screenshot of the clip http://www.markallencam.com/AndyEatingaBurger.jpg The very first subject that intrigues us is a scene from a documentary “66 Scenes of America” to which Andy Warhol is seen eating a hamburger. Why does it captivate our imagination and sparked interest? Maybe because it was layered, to ordinary viewer it might have looked like a simple scene of a man slowly eating a hamburger, but deep down there’s message that the director want to get across that can be analyzed through various theorem taught in the class. The group chose “Post-Modernism”, “Barthes’s semiotics” and “Baudrillard’s Simulacra and Simulation” theorem to analyze the subject in matter. Perhaps we chose these 3 are because the content of the clip is laden with subdued symbols and signs and the relationship between objects in the clip. The segregation of art, between high and low. A model where cultural, political and social progress defines art. A movement that flourished from post world war development and growth in society. The entire characteristic above signifies Modernism, and Postmodernism is standing opposed of that. Postmodernism rises from time of peace, it does not dictate rules or narratives, instead it focuses on contradiction, reality and disorder. Postmodernism mixes the high and low art from the Modernist period as a...
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...As a set and/or lighting designer, what effects would you want to create for your audience in Act 1 and Act 2? Explain how your set design/lighting design would change from Act 1 to Act 2. A Doll’s House by Henrick Ibsen is an iconic play expressing harsh truths on social rules and etiquette in the late 1800’s. The play allows a simple yet symbolic set and lighting design – forcing the audience to think and question the play writes intentions as well as the interpretation of the director. The play is over a period of three days; Act 1 is on Christmas Eve and Act 2 being over Christmas day –the set changes over both acts in small but significant ways allowing the audience to understand the detrition of the perfect reality in which Nora lives by. As a set or lighting designer, I would want the audience to experience a tense, chilling and abrupt atmosphere that illuminates the distorted reality, which is being broken slowly. As women during the late 1800’s where not meant to become involved with the dealings of money and business – it was the man’s job. By doing this Nora has brought on a sense of shame and disgrace to her family, as Helmer is lead to believe by the influence of society that he can no longer control his wife. In Act 1, Ibsen indicates to the set and lighting designers how he wishes the play to be set up. From the stage directions I am able to understand that the atmosphere within the opening scene of the play should be ‘comfortable and tasteful’ but ‘not...
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...Can Design Improve Construction Safety?: Assessing the Impact of a Collaborative Safety-in-Design Process Marc Weinstein1; John Gambatese, M.ASCE2; and Steven Hecker3 Abstract: This paper analyzes the impact of a large-scale safety-in-design initiative during the design and construction of a semiconductor manufacturing facility in the Pacific Northwest of the United States. Drawing on multiple data sources including individual interviews, group interviews, construction documentation, and an expert panel involved in the initiative, the writers identify 26 potential design changes on the project and assess the importance of timing, trade contractor involvement, and the type of design change in determining whether a proposed design change was ultimately integrated into the final construction plans. The writers further consider whether adopted design changes would have occurred in the absence of the safety-in-design initiative and whether the accepted design changes ultimately impacted construction site safety on the project. This analysis of a full-scale safety-in-design initiative provides important insights into how injury prevention efforts in the construction industry can begin upstream by involving designers, engineers, and trade contractors in preconstruction processes. DOI: 10.1061/ ASCE 0733-9364 2005 131:10 1125 CE Database subject headings: Construction management; Design; Safety; Injuries; Accident prevention. Introduction The notion that the safety of construction...
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...Logical Design and Physical Design CMGT 555/ Systems Analysis and Development Throughout the whole process of system development, there are designs that take place before any coding or setup takes place. During this time, phrases like logical design and physical design get tossed around a lot, but what are they and what do they mean? In short, the logical design defines what must take place, not how it is accomplished. The logical design is like a set of blue prints, it describes the actual processes of entering, verifying, and storing data. In this paper we will explain when logical designs and physical designs are used, what design information a logical design and physical design contain and any similarities or differences. Figure 1. Example of Logical Model and Physical Model for an ERD Relationship Diagram (Compare Logical and Physical ERD, 2009) The direct definition of a logical design “is the Conceptual Blueprint of a software application, illustrating entities, relationships, rules, and processes (Thibeault, 2011)”. So what is the logical design is used for? The logical design contains all the business entries, what each entries attributes are, and relationships among entries. Now the logical design to some is misleading because they often confuse it with detailed technical design, even though the goals for these two are not similar at all. Now when do we use the logical design? That question is simpler to answer; it usually starts during the requirements...
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...Transformational Change Characteristics of Tranformational Change - Radical changes in how members behave at work. • Change is triggered by environmental and internal disruptions (Industry discontinuities , Product life cycle shifts, and Internal company dynamics) • Change is aimed at competitive advantage (Uniqueness, Value, Difficult to imitate) • Change is sytemic and revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions)...
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...The particular design challenge I would like to focus on is (corporate) organization design per a specific and new strategy (e.g. launch of a new subsidiary, new product line/Business unit, M&A), with a particular attention on people side of the change management (individual change management). A systematic approach to organizational change management is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting vision/expectations, employing concrete tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it. Yet, it is to bear in mind that a specific framework might be needed for each kind of system to compute or predict its behavior. The more complex the system the more we depend on empiric findings to establish a specific framework/model. Any prediction can only be an approximation. No framework for organizational change can be universally applicable to more than a limited set of change processes. Besides, the majority of the models are presented as a linear model (step by step), which assumes predictability and manageability of change processes. This does not relate to the complexity theory (organization/structure is complex & adaptive and can be self-organizing) used for strategic management & organizational studies. Furthermore...
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...Design Responsibility under Design and Construct Contracts: Some issues for Principals Introduction There are a number of reasons design and construct (D&C) contracts are attractive to principals and lenders. There is a single point of responsibility for both design and construction aspects of the project, the principal is able to fast track the project although not all aspects of the construction are complete, there is greater certainty of price and the contractor is involved from the earliest stage in planning design and programming. In consequence, the principal will need to accept a higher price for the contractor to take on this additional risk compared to more traditional construct only contracts. This paper will identify some issues for principals to consider when allocating design responsibility to contractors within a D&C project. These issues arise as the design and construct process involves a fundamental conflict of interest. Principals desire to have constructed a product of the best quality for the lowest possibly price. The contractor on the other hand is more likely to make a higher profit if the product is of a lower quality (and therefore cost) and a higher price (as opposed to costs). In addition, although a greater proportion of design risk is placed on the contractor, this passing of risk is often accompanied by the abrogation of responsibility and loss of control. The paper will refer to the approaches of 3 standard form contracts -...
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...The design of any experiment is of utmost importance because it has the power to be the most rigid type of research. The design, however, is always dependent on feasibility. The best approach is to control for as many confounding variables as possible in order to eliminate or reduce errors in the assumptions that will be made. It is also extremely desirable that any threats to internal or external validity be neutralized. In the perfect world, all research would do this and the results of research would be accurate and powerful. In the real world, however, this is rarely the case. We are often dealing with human subjects, which in itself confounds （puzzles） any study. We are also dealing with the restraints of time and situation, often resulting in less than perfect conditions in which to gather information. There are three basic experimental designs, each containing subsets with specific strengths and weaknesses. These three basic designs include: (1) pre-experimental design; (2) quasi-experimental design; and (3) true experimental design. They will be discussed below and as you will discover, are addressed in order of effectiveness. Pre-Experimental Design Pre-experimental designs are so named because they follow basic experimental steps but fail to include a control group. In other words, a single group is often studied but no comparison between an equivalent non-treatment group is made. Examples include the following: The One-Shot Case Study. In this arrangement...
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...organizational design specifies and describes the formal and the informal structures and processes within an organization through which the organization pursues its mission and objectives. An organizational design, thus, is the framework within which an organization functions. Both internal forces and external forces influence the character of an organization’s design. An organizational design tends to be defined in terms of structure, processes, and size (Chatain & Zemsky, 2007; Knoll, 2007; Zismer, 2011). The findings of a description and an assessment of organizational design of a group practice family medicine clinic are presented in this paper. The description and assessment include the identification of the internal forces and the external forces that have influenced the nature of the organizational design of the clinic. The effects of these forces on organizational structure, organizational processes, and organizational size are addressed in the paper. Specific consideration is given in the discussion to the effects of accountability mandates on the organizational design of the clinic. The Internal Forces and the External Forces Affecting the Organizational Design of the Clinic The external forces that act on the organization in this case, a group practice family medical clinic, exerted a greater effect on reshaping the organizational design of the practice than has been true of the internal forces that also drive changes in organizational design. The two...
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...Grid, an individual’s style can best be described as which of the following: | | | | a) the way he or she dresses | | b) his or her concern for production and people | | c) how he or she interacts with management | | d) the way he or she deals with problems | | Question 2:- As the QWL movement evolved, it fostered a new phase of activities known asmanagement are _______________ and _____________. | | | | a) large group interventions | | b) reward system changes | | c) employee involvement | | d) team building | | Question 3:- Which of the following areas do OD practitioners need to be familiar with to carry out strategic change? | | | | a) competitive strategy and team building | | b) finance | | c) marketing | | d) all of the above | | Question 4:- Which of the following is not one of the “stems” of OD? | | | | a) laboratory training | | b) environmental analysis | | c) action research/survey feedback | | d) participative management and quality of work life | | Question 5:- The consultant-centered...
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...important to have a system or methodology to follow to ensure you account for the necessary and critical aspects of the design process that will provide the best possible network solution for your company. The first step is considering the needs of the business. This is accomplished by understanding what the company does, how they currently function and operate to generate revenue, as well as having a good understanding of the company's business model. Once you have a good understanding of the company's business requirements, you can then determine specific design requirements. The second step then is defining the technical requirements of the network based on the information gathered from assessing the needs of the business. In this step of the planning process, technical considerations such as performance requirements, availability, scalability, standards compatibility, and rapid deployment are evaluated (Hummel). Only when these first two steps are followed in this order will you succeed in designing a network that best suits the customer and the specific needs of their business. The third step is assessing the current network infrastructure. Information is collected and then reviewed for trends, problems and issues that are negatively affecting the present network. "This information is then utilized for making effective strategy recommendations and design proposals to the client...
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...Elite Star Technology Group, LLC Scope of Work Statement Kinetik Design Virtual Server Implementation Table of Contents Revision Table 3 A. Executive Summary 3 B. Business Objectives 3 C. Project Description 4 D. Project Estimates 5 E. Project Controls 6 F. Authorizations 8 G. Approval Form 9 Revision Table Revision Number Revision Date Revision Made 1 10/08/2012 Original Document A. Executive Summary Kinetik Design has expressed the need for a new server and network system to increase their productivity and communication. Following a thorough Needs Assessment, the decision was made to implement a Virtual Server solution that will meet their needs and provide the capability for future expansion when necessary. B. Business Objectives 1. Business Needs Kinetik Design is a growing company and has, after careful consideration, determined that its’ existing computer network system is no longer sufficient to meet its’ current needs. Additionally, Kinetik Design currently has no structured corporate email system in place. There is a specific need to implement the means for Kinetik’s designers and developers to have a test platform in order to better facilitate their productivity. 2. Product Description (Solution) Elite Star Technology Group (ESTG) proposes that the implementation of a Virtual Server system that hosts Microsoft Server 2008, Microsoft...
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