...Preparing Organizations for Strategic Change (Option 1) HCS/320 March 13, 2014 Mark Bradbury Introduction Leadership and communication are integral to the functioning of any well-oiled organization. Leadership is comprised of a few different styles that are used in various situations to determine the effectiveness of the team. Motivational theories are an influential part of modern day organizational culture. There are also a few leadership tactics and techniques that are ideal for effectiveness in the workplace. Leadership is defined as having a, “capacity to lead” (Merriam-Webster, 2011). Communication is best defined by Merriam-Webster (2011) as “information transmitted or conveyed”. Leadership is a combination of learned and inherited traits and techniques. Most effective leadership is based on situational factors, but there are styles to leadership which help define its effectiveness in the organization. In order for hospital management to implement change within the healthcare we have to be confident leaders and be able to communicate to our employees what we know will benefit us as an organization. At Evans Army Community Hospital we are suggesting an integration of Behavioral Health Teams that are embedded within the Soldier’s Units and also embedded within each clinic. How this health care communication process might be updated, streamlined, or implemented The Embedded Behavioral Health...
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...competitive market situation, it is necessary for an organization to take into account three aspects when designing a strategy at any level: (1) the firm's resources, (2) the competitors’ resources, and (3) the nature of the battlefield to obtain a sustainable competitive advantage. A business strategy is concerned with major resource issues raising the finance to build a new business. Strategies are also concerned with deciding on what products to allocate major resources and concerned with the scope of a business’s activities what and where they produce. For example, BIC’s scope is focused on three main product areas as lighters, pens and razors, and they have developed super factories in key geographical locations to produce these items. If any organization has unlimited resources and knows the best way to achieve the company goals, they do not worry about possessing the strategic viewpoint. However, limited resources are related to a high level of uncertainty. Since the firm has limited resources, it should identify the best course of action to achieve company goals. This is the reason why an organization should consider the strategy and possess the strategic viewpoint. 2. Strategic planning is defined as the managerial process of formulating and maintaining a strategic fit between the organization’s goals and limited capabilities and the evolving opportunities or threats from the dynamic market environment. The strategic planning process is about designing a right game...
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...From doing the readings we all know how integral budgeting is to an organizations strategic planning. It’s been made clear that the budgets need to be well developed, thoroughly communicated, embraced by all levels and carefully reviewed. Budgets are an important management tool as they can “steer” the organization in a certain direction towards goals, it can be used to evaluate performance and also has the ability to motivate. A strategic plan and budget means doing the following: • Reflecting on the vision and goals of the company • Review the company environment and external environment • Review previous budgets – how accurate were they? Was the company successful? • Aim for continuous improvement • Review and modify as changes occur and/or as necessary Keeping the above concepts in mind there are many things I would consider if I were in this position: • In preparing final budgets all stakeholders/developers should have a solid justification and basis for a budget. It should be developed by many individuals within the organization rather than being based on the whims of few individuals within the organization. • I would ensure a clear time-line has been decided upon for the budget. Based on the conversations from discussion #2 I truly believe a one-year time frame is most appropriate for budgeting/reporting. • I would complete a detailed analysis of the company’s current situation in terms...
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...Module 1 – CASE HUMAN RESOURCE MANAGEMENT; CHALLENGES AND CHANGES Case Assignment In today’s job market we see many human resource management changes and challenges evolving with the changes in a competitive market environment. One goal of the human resource department is to hire employees that will be as productive as possible, which in turn leads to more revenue and the success of an organization. In healthcare we see even more challenges; making sure there is enough staff members to care for the patient load, keeping morale high, keeping the budget down, making sure the employee is properly trained and oriented, to name just a few. First, explain the significance of human resource management and then identify and discuss the following: 1. How organizational restructuring has impacted staffing in healthcare organizations. 2. Does decreasing the number of employees always save an organization/company money? Why or why not? 3. How would you select a “qualified person” for a position? What about a successful leader in healthcare? 4. Discuss other specific human resource issues that are relevant in the healthcare setting. Note: In preparing your response you should not only draw from the assigned readings but should also incorporate additional research you conduct on the subject. Be sure to properly cite all references used in preparing your paper. Assignment Expectations Number of Pages: 2–3 Scholarly Content Your CASE/SLP and your case assignments are...
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...The business was overseen as particular geographic sections through June 30, 2015, that incorporated the U.S., Europe, Asia/Pacific, Center East and Africa (APMEA) and Different Nations and Corporate (OCC) including Canada, Latin America and Corporate. High Development Markets - markets with generally higher eatery extension and franchising potential including China, Italy, Poland, Russia, Korea, Spain, Switzerland and the Netherlands. Together these business sectors represented around 10% of the Organization's 2014 working pay. The McDonald's Administration Advancement Educational modules take newcomers from student director to Eatery Administrator. This comprises of at work preparing and opens learning advancement modules, upheld by courses and classes at the Organization's National and Provincial Preparing Focuses. History of McDonald's and Ray Kroc McDonald's is the biggest chain of burger fast food eateries on the planet. They are given serving around 68 million clients day by day in 119 nations crosswise over 36000 outlets. It was established in 1940 in the United States. Toward the starting the...
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...internet at www.exinfm.com/training Revised March 2000 Chapter 1 The First Steps Introduction Financial planning is a continuous process of directing and allocating financial resources to meet strategic goals and objectives. The output from financial planning takes the form of budgets. The most widely used form of budgets is Pro Forma or Budgeted Financial Statements. The foundation for Budgeted Financial Statements is Detail Budgets. Detail Budgets include sales forecasts, production forecasts, and other estimates in support of the Financial Plan. Collectively, all of these budgets are referred to as the Master Budget. We can also break financial planning down into planning for operations and planning for financing. Operating people focus on sales and production while financial planners are interested in how to finance the operations. Therefore, we can have an Operating Plan and a Financial Plan. However, to keep things simple and to make sure we integrate the process fully, we will consider financial planning as one single process that encompasses both operations and financing. Start with Strategic Planning Financial Planning starts at the top of the organization with strategic planning. Since strategic decisions have financial implications, you must start your...
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...* Based on the reading, how would you define strategic development? Based on the reading, strategic development is the process of knowing the goal and setting plans and putting these plans in to actions to reach the certain goal. Also, it is the act of doing comprehensive research, knowing what the consumers need, discovering what the organization can further improve that would help in developing objectives which will enable the organization to achieve its goals. * On your own words, briefly discuss how Nestle applied strategic development. Nestle applied strategic development by focusing more on research. The Nestle team used qualitative and quantitative research to know what the consumers need and the consumers view on different products. By focusing more on research, Nestle would know what the consumers need and from there they set their goal and developed strategies to reach the goal. Since Nestle discovered that consumers need wellness, with the help of the scientists and food technicians, they developed products that suites the taste and the need for wellness by the consumers. Also, Nestle don’t just developed new products, but also they improved the products that they are offering, they improved the taste and the nutrition content of their products. To reach the strategy of Nestle which is wellness, they created the Environment, Value and Resources fit which is a business tool used by Nestle to identify whether the product fits the social environment of...
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...Sustainability and Change Management By Thom Walters Change continues to be a central topic of business and a normal part of it’s lexicon as it embraces and navigates acquisitions, re-structuring, technologies, innovations, regulations, globalization, and organizational culture. With “change” being a non-negotiable element in organizational life, it is clear that it can’t be treated as a footnote or dictate, but must be an intentional consideration in every strategic endeavor. Companies that position, align, and strengthen the organization around change, experience a different level of success than unprepared organizations where change is experienced as confusion, resistance, missed opportunities and wasted resources on failed directives. Initiating and developing broader and more integrated Sustainability practices through the organization is an area that very much lives in the innovation and change space. Although the technical, and scientific elements and capabilities with sustainability strategies are critical to building a competitive 21st century organization, the long term success comes through treating these efforts with the same intention that the organization would any strategic change or innovation. This means that the process for preparing and aligning the organization around the change is as important as the new initiative or strategy itself. Companies that view change as a form of important adaption and innovation are applying an approach called Change Management...
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...Basics of Strategic Planning The objectives of strategic planning including understanding the benefits of strategic planning; understanding the products of strategic planning; and learning the keys to successful planning and implementation. Many organizations spend most of their time reacting to unexpected changes instead of anticipating and preparing for them. This is called crisis management. Organizations caught off guard may spend a great deal of time and energy "playing catch up". They use up their energy coping with immediate problems with little energy left to anticipate and prepare for the next challenges. This vicious cycle locks many organizations into a reactive posture. It does not have to be that way. A sensible alternative is a well tested process called strategic planning which provides a viable alternative to crisis management. Strategic planning is a step by step process with definite objectives and end products that can be implemented and evaluated. Very simply, it is a process by which we look into the future, paint a picture of that future based on current trends, and influence the forces that will affect us. Strategic planning looks three to five years ahead. It charts a definite course based on strong indicators of what the business environment will be like in those years. Indicators include census demographic statistics, economic indicators, government policies, and technological advances. They reveal strong trends regarding changes in lifestyles...
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...“an effort to anticipate future business and environmental demands on an organization, and to provide qualified people to fulfill that business and satisfy those demands” (Cascio, 2010, p. 685). There are five steps in the human resources planning process. The five steps of HRP help facilitate economic growth while minimizing employee turnover. SAS (2010) is a company that has been successful in the implementation of these steps. In this paper we will discuss these steps as they relate to the hiring process. Successful implementation of these steps can be beneficial in targeting qualified candidates that also contribute to the culture of the business. The first step in human resources planning is to establish a strategic plan by preparing an employee inventory. Taking an employee inventory means taking stock of the quality of company employees to assess hiring, training, management, for the health of the company. An employee inventory needs to focus on the quality rather than the immediate quantity of the employees. The focus on quality in terms of hiring can be met by engaging in an effective interviewing, testing, and evaluation process formulated in part by the employee inventory (Casico, 2010). The second step in human resources planning is to prepare a job analysis. During job analysis, information about specific jobs within the company is collected. Preparing a job analysis involves gathering information about the tasks required for...
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...Joe Bryan Rob Pimentel Chapter 1 Case Study 1-1 Discussion Questions: 1.) How does the business strategy affect information systems and organizational decisions? A business strategy is a well-articulated vision of where a business seeks to go and how it expects to get there. Management constructs this plan in response to market forces, customer demands and organizational capabilities. The business strategy drives the decisions made by organizations and IS regarding the structure, hiring practices, applications, hardware and tactics. Organizational capabilities include the skills and experience that give the corporation a currency that can add value in the marketplace. The leaders of the organization must construct a plan to best utilize organization assets to work towards the business strategy. The documented plan must apply human and capital resources to objectives and timelines that clearly map to the business strategy. IS strategy can affect and is affected by changes in a firms business and organizational strategies. IS strategy always involves consequences – intended or not – within business and organizational strategies. 2) What generic strategy does Roche appear to be using based on this case? Provide a rationale for your response. D’Aveni identified four arenas in which firms seek to achieve competition advantage under hypercompetiition: 1) Cost/quality, 2) Timing/know-how 3) strongholds and 4) Deep pockets. Roche became hypercompetitive...
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...JFT2 Task 3 Tips Each section of the guidance provided below corresponds to a rubric prompt associated with the assessment. A score of 2 must be achieved on each rubric item in order to pass this assessment. Any additional questions can be directed to the course mentors at MBAOrgBehavior@wgu.edu. Thank you! A. Company Culture | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical comparison of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with no detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with limited detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with adequate detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with substantial detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | There are two components that should be included in your response to this...
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...and values. Step One also includes preparing a change management plan for the organization, and conducting a focused communications workshop to identify key messages, media outlets, timing, and messengers.Step Two: Strategy In Step Two, elements of the organization’s strategy, including Strategic Results, Strategic Themes, and Perspectives, are developed by workshop participants to focus attention on customer needs and the organization’s value proposition.Step Three: Objectives In Step Three, the strategic elements developed in Steps One and Two are decomposed into Strategic Objectives, which are the basic building blocks of strategy and define the organization's strategic intent. Objectives are first initiated and categorized on the Strategic Theme level, categorized by Perspective, linked in cause-effect linkages (Strategy Maps) for each Strategic Theme, and then later merged together to produce one set of Strategic Objectives for the entire organization. | | | Step Four: Strategy Map In Step Four, the cause and effect linkages between the enterprise-wide Strategic Objectives are formalized in an enterprise-wide Strategy Map. The previously constructed theme Strategy Maps are merged into an overall enterprise-wide Strategy Map that shows how the organization creates value for its customers and stakeholders.Step Five: Performance Measures In Step Five, Performance Measures are developed for each of the enterprise-wide Strategic Objectives. Leading and lagging measures...
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...WHITE PAPER Preparing for a Shortage of Skilled Employees Lauren Dupont, M.A. Customer Value Consultant LDupont@successfactors.com Gabriela Burlacu, M.S. Customer Value Research Advisor gburlacu@successfactors.com SUCCESSFACTORS / WHITE PAPER PREPARInG FOR A SHORTAGE OF SkILLED EMPLOyEES a d ing for Prepar ge of Skille rta es Sho loye Emp ribe Subsc g ur Blo to O Preparing for a Shortage of Skilled Employees TABLE OF COnTEnTS: 3 Is There an Impending Skills Shortage? 5 Examining the Causes of Skilled Labor Shortages 7 Strategies for Attracting, Retaining, and Growing a Skilled Workforce 10 Conclusion 11 Endnotes As the U.S. economy slowly recovers from the 2007-2009 recession, many organizations are shifting focus from managing short-term workforce needs to more strategic, long-term workforce planning. Factors that play a role include the growing number of retirement-ready employees, technological changes, shifts in industry growth and decline, and the risk of losing star employees as more opportunities emerge. In addition, other countries —notably Greece, Portugal, Italy and Spain —are still in a deep recession, which could mean that hiring and voluntary attrition remain static. These factors have the potential to force the next “War for Talent” among HR leaders vying to fill critical roles with specialized skills. Whether this perfect storm comes to fruition is yet to be seen, but one thing is certain: Organizations need a plan for replacing the retiring workforce...
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...Title: 2 Introduction: 2 Aim and Objectives: 2 Methodologies for Data Collection: 3 Theoretical Framework: 3 Usage of HRIS in Organization: 4 Impact of HRIS on Human Resource Professionals: 4 Implementation issues of HRIS in Organization: 5 References: 5 Working Title: The role of Human Resource Information Systems (HRIS) in a Strategic Human Resource Management (SHRM) The proposal is to examine the concepts underpinning the role of human resource information systems and explores its application in circumstances of human resource strategies. The concepts of information systems involved in the SHRM are furnished to view for the practitioners. Introduction: An information system in human resource department is an emerging as a most important field of management. The quality and development of the contribution of information systems in strategic human management is measured that global competition, technological changes and the competitive advantages in an organisations are the primary motives towards the information systems. Fundamentally, this improvement in a human resource department is the imperative to prepare and develop in strategic of the human resource. According to the author Dessler (1999), in the field of human resource management (HRM), issues of the HRM is the major concerns at all levels of the managers. Strategic related in human resource management in an organisations plays a vital role in providing with the attempts of initial plans and models...
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