...change is essential to innovation of changes will prosper accordingly. Internal changes for administrative processes and procedures will support the initiative of implementing change throughout healthcare facilities. Implementing change will benefit patients and promote employee growth from training and education to conduct the proper standard to initiate changes. What is the manager’s role and responsibility in implementing change in the department? The manager’s role and responsibility in implementing changes within their assigned department consists of coordination that will ensure change will be successfully implemented. Managers must appropriately lead employees with a certain leadership style that will encourage employee engagement and adapt to changes. Managers must assist in the transition phases of change. Managers are responsible for providing employees with the tools that are needed to implement changes. Communication is essential to role and responsibility of managers to ensure information is properly communicated to construct changes into implementation. Managers communicate with stake holders and employees with presentation of information regarding change. Training plans...
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...Croasdell, D., Kuechler, B., & Wawdo, S. (2013). EXAMINING RESISTANCE TO INFORMATION SYSTEM IMPLEMENTATION. Journal of Information Technology Case and Application Research, 15(3), 3-24. Retrieved from https://ezproxy.uwrf.edu/login?url=http://search.proquest.com/docview/1475042160?accountid=9576 Robbins, S. P., & Judge, T. A. (2013). Human Resource Policies and Practices. Organizational Behavior (15th ed., pp. 542-568). Upper Saddle River: Pearson Education, Inc.. Robbins, S. P., & Judge, T. A. (2013). Organizational Change and Stress Management. Organizational Behavior (15th ed., pp. 576-608). Upper Saddle River: Pearson Education, Inc.. Synthesis of readings for the week: HR policies and practices really can have a significant impact on the organization’s effectiveness. The selection process begins by people filling out applications and some companies even start with background checks. This is the rough beginning and anyone who doesn’t qualify is automatically ruled out. Next is substantive selection where anyone who made it through the first round is subject to written tests and interviews to further see if they qualify. If you make it through this round you are among the best qualified and all you need to do is make it through contingent selection, which is basically drug test and background checks, and then you are offered the position. HR is also responsible for training and performance evaluations. Training can include basic, technical, problem solving, and interpersonal...
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...Circuit Training Please note that this template is a guide only – you can deviate away from it to personalise your training log! Everyone’s log should be presented differently – use different fonts/layouts and ways of presenting the information However – choose a format and keep it consistent throughout your log!! Student designed front cover Name Candidate Number Heading: Safe and Effective Exercise – Circuit Training Log Include an appropriate picture! ___________________________________________________ Personal health & fitness Profile Name: Age: Height: Weight: Current/previous injuries: Typical Exercise per week: Mon | Tues | Wed | Thurs | Fri | Sat | Sun | Sporting representation: Current stage in season/training: Typical Diet: Typical sleep: ___________________________________________________ General health & safety considerations Talk about the induction process Talk about general considerations before embarking on an exercise programme Talk about health and safety/risk assessment considerations when working out in a gym Talk about the need to warm up and cool down Talk about the importance of considering the order and type of exercises carefully during a circuit training programme There is lots of health and safety information on the internet!!!! Overall goals of my training programme Activity for which I am training: Would be...
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...personalise your training log! Everyone’s log should be presented differently – use different fonts/layouts and ways of presenting the information However – choose a format and keep it consistent throughout your log!! Student designed front cover * Name * Candidate Number * Heading: Safe and Effective Exercise – Circuit Training Log * Include an appropriate picture Personal health & fitness Profile (Insert picture) Name: Age: Height: Weight: Current/previous injuries: Typical Exercise per week: Monday | Tuesday | Wednesday | Thursday | Friday | Saturday | Sunday | | | | | | | | Sporting representation: Current stage in season/training: Typical Diet: Typical sleep: General health & safety considerations * Talk about the induction process/include the pre-exercise questionnaire * Talk about general considerations before embarking on an exercise programme * Talk about health and safety/risk assessment considerations when working out in a gym * Talk about the need to warm up and cool down * Talk about the importance of considering the order and type of exercises carefully during a circuit training programme * There is lots of health and safety information on the internet!!!! Overall goals of my training programme Activity for which I am training: Would be good to link to an activity that you currently take part in The Overall goals of my training programme are:...
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...potty training refusal Toilet training done badly can lead to medical complications, including dysfunctional voiding, constipation and impaction-and even child abuse. This article describes in detail how to treat toilet training problems before they cause harm. Toilet training can be defined as delayed if the child is over 3 years of age, has normal development, and is not toilet trained after three or more months of training. (This definition excludes families who have not yet started toilet training.) Usually the delay is in bowel training. Taubman found that 22% of bladder-trained children were not bowel trained one month after completing bladder training.' [For information on toilet training basics, see "Toilet training: Getting it right the first time," in the March issue, accessible at wwwcontemporarypediatrics.com. ] Although the Diagnostic and Statistical Manual for Primary Care Child and Adolescent Version uses 4 years of age as a cutoff for abnormal toilet training delays, it makes sense to evaluate delays at 3 years of age to prevent ongoing harmful approaches by parents. If the parents are mishandling toilet training problems, it's a mistake to allow them to continue to do so for an additional year before intervening. If, for example, parents are punishing the child for noncompliance or forcibly holding the child on the toilet, these negative interactions will be much harder to undo and repair with time. Calling delays abnormal can wait until 4 years...
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...Module 6 Organizational leadership 3 marks 1) What do you mean by “charisma”? Ans: Charisma is a trait found in individuals whose personalities are characterized by powerful charm and magnetism (attractiveness) and superior capabilities of interpersonal communication and persuasion. According to Weber, charisma is a pure form of authority based on the gift of divine grace. The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership...
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...Abstract Steve Jackson’s role at Western is software implementation and making sure that all evaluation professionals have the tools necessary to do their job efficiently. Implementing the new software, he has discovered, would allow evaluation professionals in his company to have more information readily available to make faster decisions. This software, BSO, is also used by their competition and would give them a competitive advantage when dealing with their clients as well. After two successful demonstrations, all evaluation professionals were on board except for one, Mike Barnett. He is head of another department but is opposing the move to the new software. He has taken drastic measures to try and stop the implementation of the new software after the final decision was made to proceed. The questions in the case pertain to the resistance Jackson is facing from Barnett. I will take a look at what Jackson did right in presenting the software, what he did wrong in handling the resistance from Barnett and what he should do next. I will also discuss why Barnett might be opposing the new software. INTRODUCTION Steve Jackson is a supervisor of software implementation and training at Western Construction Company. Jackson’s primary responsibility is to make sure that the project evaluation professionals have the right tools and training to be efficient at their job. Therefore, Jackson has met with a software company, BSO, who have a software program that is specific...
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...Resistance to Change Chris Stefo Benedictine University Resistance to Change 1 In the case study Steve Jackson Faces Resistance to Change, Steve Jackson has researched the need for his company to integrate a new software called BSO into the Western Construction Company. Jackson has taken necessary steps to ensure the software is appropriate for the company, beta tested the software with other workers including his boss, and everyone that used the software was impressed. There is one employee who is reluctant to the change in software. The co-worker, Mike Barnett, believes that Western Construction does not need the new software and has voiced his disapproval of Jackson and his ability to perform in his current position. Jackson’s challenge is to figure out how he is going to persuade Barnett that the software is needed for Western Construction. If he is unable to get Barnett to come on board, the BSO software update may be cancelled. Resistance to change is a common problem for management. When companies are seeking to improve an aspect of their business, employees will naturally show resistance. “Although change agents are understandably frustrated by passive or active resistance to change, they need to realize that resistance is a common and natural response” (Lawrence p.436) . Kurt Lewin was a psychologist who developed the force field analysis model to describe the process of environmental forces that force companies to change...
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...Change Management Report: Kudler Fine Foods Automated Inventory System XXXXX July 28, 2014 HRM 310 XXXXX INTRODUCTION The following report provides an update of the change management process for the installation of an automated inventory system at all Kudler Fine Food (KFF) stores. The plan outlines how the change will be introduced and managed with employees, the intent to begin with a pilot at the La Jolla store, ways to address resistance, as well as ways to engage employees, cultural alignment, and the evaluation that will be done when the pilot implementation concludes. Change Management Project Overview The planning for implementation of the automated inventory system pilot at the La Jolla store is nearly complete. The implementation of an automated inventory system will impact every area of KFF’s operations. Therefore, Nadler’s Congruence Change Management Model is being used. Use of this model enables us to align the implementation of this system with current processes. It also enables us to assess any systems or processes that may need to be changed to establish congruence in our operations. As an overview, we have completed Steps One and Two of Nadler’s Change Management Model. In the Step One Diagnosis Stage we reviewed the Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis that was included in the KFF Strategic Plan. One of the strength areas for KFF is that it does not currently have competitors in the gourmet food grocer business. Nevertheless...
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...presented two objectives which were customer service and return on investment. The mission of the company was to meet the needs of the customer, positive returns for shareholders, and create and maintain an atmosphere with common human values and commitment. The company should focus on returns and customer service to surpass the mission. The effect produced by the mission statement is being utilized by the strategy. Given the difficulty of organizational change, what factors contributed to the success at Domtar? How did Domtar's management at all levels contribute to reducing the resistance to change? What else might they have done? The factor for success was when Raymond Royer hired the Kaizen guru from Bombardier. This gave the company an opportunity to get employees involved by using their knowledge in the development plan of a new and more operative way of the process. By reducing the resistance to change, Raymond Royer knew that everyone had to understand the changes being made and have the capability the make the changes. Raymond Royer also understood that the employees some type of incentive, so the company allowed the employees to be part of the change and not just accept it. I feel Domtar could have involved its employees from the beginning instead of mid-way or after the fact. What are the major HRD challenges associated...
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...Blackwell Publishing Ltd.Oxford, UK and Malden, USAIJTDInternational Journal of Training and Development1360-3736Blackwell Publishing Ltd. 20062006 4252268Original ArticlesTransfer of learning from 10 management development programmesInternational Journal of Training and Development International Journal of Training and Development 10:4 ISSN 1360-3736 Transfer of learning from management development programmes: testing the Holton model Cyril Kirwan and David Birchall Transfer of learning from management development programmes has been described as the effective and continuing application back at work of the knowledge and skills gained on those programmes. It is a very important issue for organizations today, given the large amounts of investment in these programmes and the small amounts of that investment that actually translates into an improved individual and organizational performance. This paper describes the testing of the Holton model of learning transfer and suggests amendments to the model where appropriate. A sample of participants on a management development programme within the Irish health service completed the Learning Transfer System Inventory based on the Holton model. The data obtained were analysed using multiple regression and partial correlation techniques. Results indicate that the model does adequately represent the effects of its factors, although a slightly revised model is presented. Important relationships between factors are identified, and the...
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...Review on Workforce Diversity Training Abstract Diversity training has significantly influence equality and fairness in the workplace. Many organizations may face challenges how to balance diverse workforce, and they have realised the importance of diversity as a key of their business in order to quickly respond the needs of customers. Accompanying with the global economic integration, diversity has been a priority on the development of human resource. Creating equal and fair working environment would be significantly associated the profitability of organizations. This essay will mainly review the literature of workforce diversity training from several perspectives: definitions of diversity, benefits of diversity, diversity training and organizational attitude, evaluation of diversity training, challenges and resistance to diversity. The major benefits of diversity include increased quantities of high quality decisions, high employee loyalty and low turnover, and improved business performance. Diversity training approaches can be categorized into awareness-based training and skill-based training, and six major training techniques such as lecture, questioning, brainstorm, small-group discussion and role-playing can be adopted. Evaluating diversity training should be aligned with organizational business goals, and four steps could be used to evaluate diversity training programmes. Diversity blindness and diversity hostility are recognized as the major challenges...
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...I. Introduction In January 1991, the management of the Kansas City Works of Armco’s Midwestern implemented a new performance measurement system that was “designed to give us better management focus on the things that are most important for them to worry about, earlier warning problems and improved commitment to achieve objectives”. However, the changes top management wanted to institute and integrate into the system were met with less than favorable impressions, not excluding outright dissatisfaction and resistance to change, evidenced when“managers kept using the old data and never seriously considered improvements that could be made”. As a result, this has caused the accounting group to temporarily discontinue the initial implementation of the system in April 1991. However, they promised to attempt to reintegrate the system by 1992. This consequently puts the pressure on top management to change the mindset of the company’s managers as implementing a good performance measurement system could spell out as much as $30 million per annum. Furthermore, a couple of other issues remains to plague the company. The first issue raised was how to evaluate managers’ performances in situations where the outcome of their performance was influenced by fortuitous events. The second issue problematizes whether or not top management should implement a system that would compensate exemplary individual performance among employees. II. Problem How can top management change the mindset of...
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...the employees to make the change that will work for them. Since change doesn’t happen overnight a manager needs to continually in monitoring the process and to assist the employees in finding ways to make the change work, while being respectful of the demands of implementing change ("What is the Manager’s Role and Responsibility in Implementing Change Within a department?", 2009, p. 1). In implementing change the manager should not focus on one thing as though it is the solution to the problem, they need to look at the whole picture. Resistance to change: There will be people who resist change by many different ways which can be overt or convert, active or passive, well intentional or subversive. People will fight change in ways that fit their personalities so there will be a wide range of tactics at work when resistance emerges. Managers have mistaken the lack of overt opposition for support, while others will disguise their resistance to make it safer or politically correct. They can be very cunning by operating undercover, resisting on the sly, and fighting change carefully to reduce their chances of being caught. There are several ways that they can be subtle in their sabotage they are: (McConnell, 2010, p. 418) • Intentionally “forgetting” to do...
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...Leading for Change Change Presentation 1. Is the need for change at Unitel a consequence of internally or externally driven factors? Explain your answer! Unitel’s need for change was driven by an external driven factor. An external driven factor is an outside influence that forces an organisation to adapt to the changing markets (new technology), population and economic situation, pushing the organisation to change and adapt to a new environment. It is evident that Unitel was formerly owned by the government but was later privatised in the early 1990s. When a company becomes privatised, this is categorized as an external factor because it goes beyond the control of the company. Significant changes in the external environment could include lowering trade tariffs or changes in government ownership policies, as a result of the change, the telecommunication company had experienced an ‘increased competition from foreign and local competitors’ and the ‘telecommunications industry has seen considerable innovation in terms of both products and services in recent years’. Senior management commented that Unitel needs to improve their culture to maintain its profits in the changing market. In order to improve their corporate culture, Unitel implemented a new corporate strategy, Vision 2020. Vision 2020 was developed by an ‘external management consulting firm’ which aimed maintain its name and profits by seeking excellence in their products, customer service, product delivery...
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