...employees. They have consciously tried to hire “the best of the best” but yet they are not willing to provide the salaries and benefits to get those individuals. In fact, ABC has really been focusing on cost-cutting measures the last couple of years. Employee recognition and rewards are very rare, bonuses were not given last year, locations in the US continue to get shut down, and layoffs are frequent in order to get headcount and employee expenses down. Purchases of new computers and other technology equipment are considered an unnecessary expense. Understandably, turnover is high and those who stay tend not to be satisfied. Many leave quickly; others just complain and talk about how much better the company used to be. ABC was the organization reviewed in my OCI paper. ABC’s highest style rating was conventional and their second highest style was approval. Most employees feel the need to conform, to not get involved in any disagreements, and to have superficial relationships with their co-workers so that everyone likes them and so that they can get promoted. ABC’s weakest style was humanistic or encouraging. Training, helping, and coaching other co-workers are infrequent because the focus is on everyone getting their own stuff done and letting other co-workers figure it out on their own. In summary, ABC needs to reduce their passive-defensive styles and increase their constructive...
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...very prevalent in the world of management and organizations today. Organizations in the 21st century have little choice but to adapt to the rapid pace of change or face the risk of extinction (Jamali, Khoury and Sahyoun, 2006). With the continuous changes and advancements in technology, the pervasiveness of globalization and uncertainty and volatility within the global markets; it is essential that organizations create structures that are sustainable and successful. Eloquently put by Peter Senge “the basic meaning of a learning organization is an organization that is continually expanding its capacity to create its future” (1990). From the basic definition of a learning organization one is able to understand the overall positive image and outcomes it provides for organizations, however what reduces the amount of learning organizations within society today, are the numerous obstacles and barriers they face. Specifically barriers, barriers to learning occur as the result of managerial efforts to implement this new ideology, which is not accepted or understood by employees or management itself (Steiner, 1998). This report will delve into the barriers organizations face during the transformation process in becoming a learning organization emphasizing: the five learning disciplines, the inconsistency and shortcomings of learning concepts, the lack of effective leadership and resistance to change management strategies within the organization. Peter Senge is an American systems scientist...
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...Accountable Care Organizations: Key to Transforming Healthcare? The Talia Goldsmith, MHA Candidate 2011 Suffolk University Sawyer Business School HLTH 890AE: Healthcare Strategic Management Professor Richard H. Gregg, M.A., M.B.A. April 28, 2011 Table of Contents Objective .....................................................................................................................................3 Introduction ..............................................................................................................................3 Overview of ACOs as a Mandate and an Opportunity for Healthcare Organizations............................................................................................................................4 Examples of Missions, Visions, Values and Goals for ACOs........................................6 Mission ................................................................................................................................................. 6 Vision ....................
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...PROFESSIONAL DEVELOPMENT OF NURSING PROFESSIONALS Grand Canyon University NRS-430V. April 27, 2014 PROFESSIONAL DEVELOPMENT OF NURSING PROFESSIONALS In 1970, The National Academy of Sciences established the Institute of Medicine (IOM), a non-governmental, non-profit organization, developed to provide advice on the national level that addresses issues of medical care, education, and research. Through research, collected data, and nurse-led solutions, the IOM created an informative report in 2010 called The Future of Nursing: Leading Change, Advancing Health, which provides specific recommendations on the improvement of the nursing workforce and the healthcare delivery system. The report is directed towards various entities; individual policy makers, national state and government leaders, licensing bodies, educational institutions and consumer advocates, are just to name a few. Three particular recommendations, transforming education, transforming practice and transforming leadership, will be further discussed to display how each transformation will impact changes in the nursing profession and the health care delivery system. Transforming Education The first recommendation to be discussed that will impact change in the nursing profession and the health care delivery system is the transformation of education. The IOM report states that “nurses should achieve higher levels of education and training through an improved education system that promotes seamless academic progression”...
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...Frontiers in leadership research Spring 2010 Final paper Sofia Nilsson Altafi TRANSFORMATIONAL LEADERSHIP IN THE INDIAN MICROFINANCE ORGANIZATION Introduction During the last two decades, microfinance has received considerable public and institutional attention – accumulating in the Nobel Peace Prize in 2006 – and is today presented as the “magic bullet” for fighting global poverty. A country with a particularly interesting microfinance sector is India; in 2008, the total outstanding microfinance loans amounted to USD 8 billion, and more than 50% of all low-income households are covered by some form of microfinance product (Srinivasan, 2009). Yet, while Indian MFOs are assumed to help bring the country’s poor out of poverty, and thereby contribute to reaching the Millennium Development Goals, private capital is pouring into the sector and supporters have started to ask for financial returns on their funds. MFOs are hence expected to balance between having a social mission on the one hand, and running a profitable operation on the other. A first natural question is to ask whether the corporatized MFO manages to stay on track and deliver both on the social and on the financial side, if it is “mission drifting” or not. “Mission drift” is related to the performance of the MFO, mainly measured in how well the organization succeeds in reaching poor borrowers who lack access to formal financial institutions (Copestake, 2007). With an increased pressure from shareholders...
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...are. I will also provide examples of how each of these leadership styles plays a role in the workplace. James McGregor Burns first introduced the concept of transforming leadership; he established two concepts “transforming leadership and transactional leadership” (Burns, 1978). According to Burns (1978) the transforming approach creates a compelling change in the life of people and organizations. It creates a new way of perceptions and values. For employees, it changes their expectations and ambitions. Bernard M. Bass developed the concept of Burns’ work. He used the term transformational rather than transforming. He explained the personality traits that influence transforming and transactional leadership. He also added on to Burns’ work by explaining how transformational leadership could be measured and how it impacts follower motivation and performance (Bass, 1985). A commonly used survey called “the Multifactor Leadership Questionnaire (MLQ Form 5X)” is used to measure each component of the full range leadership. The transactional leadership style is a style which is more concerned with keeping the status quo. The transactional leaders use various incentives and power to motivate employees to perform to their best ability. These leaders tend not to see the long term in strategically guiding an organization; they are focused in the here and now (Ingram, 2014). Transactional leadership has 3 components, the first being contingent reward. This approach is when a leader...
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...of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance.... Background James MacGregor Burns (1978)[1] first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". Burns related to the difficulty in differentiation between management and leadership and claimed that the differences are in characteristics and behaviors. He established two concepts: "transforming leadership" and "transactional leadership". According to Burns, the transforming approach creates significant change in the life of people and organizations. It redesigns perceptions and values, and changes expectations and aspirations of employees. Unlike in the transactional approach, it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals. Transforming leaders are...
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...others, teams, and organizations. Name of Participant: Sample Tester Date of Assessment: 2011-09-30 by Terry D. Anderson, Ph.D., with Ken Keis, M.B.A. Published by Consulting Resource Group Canada: PO Box 418 Main, Abbotsford, BC V2T 6Z7 * USA: PO Box 8000 PMB 386, Sumas WA, 98295-8000 Website: www.crgleader.com © 1990-2011, CRG Consulting Resource Group International, Inc. All rights reserved. This material is protected by law and may not be reproduced in any form. Printed from http://www.crgleader.com 2 of 16 Online Leadership Skills Inventory - Self (LSI-S) © 1990-2011 Consulting Resource Group Professional Development and Planning Section Why Become a Transforming Leader? Skilled Leaders are critical to the success level of any venture, both profit and non-profit. This was validated in the research Jim Collins and his team conducted for his book, Good to Great. They confirmed that the most successful organizations had skilled Transforming Leaders at the helm. (Jim Collins called them Level 5 Leaders.) Our research, however, has shown that fewer than 1 in 10 professionals (as observed in video-taped assessment sessions) have competency in the whole range of skills to Level 4 competency (scores of 7 to 8). And even fewer individuals have the abilities—Level 5 competency, scores of 9 to 10—to teach others the skills outlined in the Leadership Skills Inventory. This confirms why there is such a Leadership vacuum globally in organizations, from government...
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...References Communicating with your boss: Tips for Generation Y. (n.d.). Retrieved from http://www.computerworld.com/s/article/315573/Communicating_with_your_boss_Tips_for_Generation_Y Different generations, same objectives . (n.d.). Retrieved from http://www.camagazine.com/generations/default.aspx Generation Y and the WorkForce. (n.d.). Retrieved from http://www.workforcecyprus.com/news.php?id=29 How is Generation Y Transforming the Workplace? (n.d.). Retrieved from http://www.hoklife.com/2012/08/28/how-is-generation-y-transforming-the-workplace/ konopaske, j. m. (n.d.). human resource management 12th edition. Managing generational differences has become an increasingly growing area. In today’s diverse and ever changing business environment, it is imperative to the areas of recruitment, retention and engagement for organizations to successfully communicate across generational boundaries. With an age gap of nearly 50 years between the oldest and youngest employees in some organizations, there is a broad range of perspectives, needs and attitudes floating around the office. Today’s workplace is most definitely a multi-generational one – and each generation has its own set of expectations, needs, values and working styles. Employers have to acknowledge the generational tensions their employees may be feeling. To get everyone working together, they need to understand the unique strengths and weaknesses of each generation and identify the points of friction among them. (Generation...
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...5 Four General Strategies for Changing Human Systems ROBERT E. QUINN SCOTT SONENSHEIN I n this chapter we articulate a new general strategy for effecting change in human systems. To do this, we return to the fundamental assumptions of organization development (OD). In examining the early arguments in the field, we identify an essential strategy that has never been made explicit. By developing this strategy, we open avenues for research and provide an action framework that will increase the effectiveness of change agents. FOUNDATIONS OF OD We begin with a review of the seminal paper published in 1969 by Chin and Benne, “General Strategies for Effecting Changes in Human Systems.” In the paper, Chin and Benne outline three general strategies for changing human systems: empirical–rational, power–coercive, and normative–reeducative. The empirical–rational strategy considers people to be rationally self-interested. An organization member adopts a proposed change if the following two conditions are met: The proposed change is rationally justified, and the change agent demonstrates the benefits of the change to the change target. In short, the rational–empirical approach emphasizes that if the target has a justifiable reason to change (i.e., if it is in his or her self-interest), change comes from simply telling the target about the change. Chin and Benne call their second strategy power–coercive. This approach focuses on change efforts in which a more powerful person imposes...
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...organizational success, follower success, and even their own success has been a much sought after and controversial concept. While there are varying leadership models and theories, four leadership models include: transformational leadership model, transactional leadership model, charismatic leadership model, and situational theory of leadership. Four Leadership Models Transformational Leadership According to Avolio and Yammarino (2002), leader-follower interaction can be based on either transactional or transforming. Transactional leader-follower relationship is contingent upon the “exchange of valued items, whether political, economic, or emotional” (Avolio & Yammarino, 2002, p. 7). By contrast, transformational leader-follower relationship is “where the motivation, morality, and ethical aspirations of the leader and followers are raised” (Avolio & Yammarino, 202, p. 7). Transformational leaders, according to Avolio and Yammarino (2002), “act as agents of change by transforming followers’ attitudes, beliefs, and motives from a lower to a higher level of arousal” (p. 8). Additionally, transformational leaders provide to their followers vision, develop emotional relationships, and create an organizational culture that goes beyond self-interest (Avolio & Yammarino, 2002). Transactional leaders differ from transformational leaders in the way that goals and task requirements are clarified, and successful performance by followers is...
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...health care industry not only in the United States but also in the world. Nurse practice has drastically changed in the last decade and as a result the need for changes in nursing practice is becoming more and more important. The Institute of Medicine report discusses so many aspects in nursing but this paper requires detailing the impacts on Nursing Practice (Transforming Practice), Nursing Education (Transforming Education), and the Nurse’s role as a Leader (Transforming Leadership). These three key aspects are discussed in the following pages. Professional Development of Nursing Professionals: Impact on Future of Nursing The key points that the Institute of Medicine report covers are that nurses should be able to practice their full potential and extent based on the training and the education (Transforming Practice); the nurses should be able to achieve excellence in improved system of education and as well training (Transforming Education); and nurses should partner in full with doctors and professionals in health care in the redesigning of practices (Transforming Leadership). Impact of Report on Transforming Education The report recommends five core competencies to be integrated in the nursing education. They are, patient centered care, working with other interdisciplinary teams, emphasize practice based on evidence, seeking improvement in quality, and informatics. Computer skills and information management are required for nurses in order to keep up with the...
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...The key points that the Institute of Medicine report covers are that nurses should be able to practice their full potential and extent based on the training and the education (Transforming Practice); the nurses should be able to achieve excellence in improved system of education and as well training (Transforming Education); and nurses should partner in full with doctors and professionals in health care in the redesigning of practices (Transforming Leadership). Impact of Report on Transforming Education The report recommends five core competencies to be integrated in the nursing education. They are, patient centered care, working with other interdisciplinary teams, emphasize practice based on evidence, seeking improvement in quality, and informatics. Computer skills and information management are required for nurses in order to keep up with the technological advancement in the medical field. The need for highly educated nurses and improved and improved education system are a must to keep up with the drastic changes and challenges the healthcare field in the United States has shifted in this century. Patient care in the 21st century is not the same as last century. The need and patient care have become more complicated and complex so nurses have to obtain competencies and skills in order to deliver high quality care. The need for expansion in their roles for higher levels of education and an improved system of education are required for nurses now for meeting the diverse...
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...Literature Theory Comparison Shonte’ C. Grady Grand Canyon University Literature Theory Comparison For many years, school and district leadership has assigned primarily to a single person such as the principal or the superintendent. The principal and superintendent’s responsibilities are keeping order in the school, managing school schedules, monitoring the budget, making sure buses run on time, etc… In addition principals and superintendents job are to develop and keep the school’s or district’s vision, articulate and model core values, ensure the inclusion of all voices, develop collaborative learning experiences. The purpose of this paper is to compare and contrast various types of leadership models and theories and evaluate the effectiveness of each type of leadership model. Neuman and Simmons state that in the most effective schools, every member of the education community has the responsibility and the authority to take appropriate leader roles (2000, p. 9). The definition of a leader now encompasses teachers, staff members, parents, and members of the entire education community. “Over the course of the past five years, the Anneberg Institute has worked with thousands of practitioners from hundreds of schools across the country, representing a broad cross-section of schools in terms of size, student population, location, and levels of achievement. Less than successful outcomes of many reform...
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...Professional Development of Nursing Professionals Vivienne Wulff Grand Canyon University Professional Dynamics NRS-430V October 10, 2014 Abstract Institute of Medicine (IOM) put out a report in 2010 about the future of nursing. It is an in-depth look at the role nurses should play in a changing healthcare system, as the new legislative reforms are phased in over the next decade. The report contains three key messages related to nursing. The key messages that the IOM recommends are for transforming nursing practice, transforming nursing education, and nursing leadership. I will be discussing the impact of the report on the above mentioned key messages. I also will look at how this report will impact or change the way I practice nursing today to meet there stated goals. Professional Development of Nursing Professionals Impact on Nursing Education In order to give quality, safe and effective care, we as nurses must be up to date on the current practices and continue with our education. By continuing our education, we can ensure that we, as nurses, are up to date on the latest medical treatments, medications, and infectious diseases. “The primary goals of nursing education remain the same: nurses must be prepared to meet diverse patients’ needs; function as leaders” (Committee on the Robert Wood Johnson Foundation Initiative on the Future of Nursing, 2011, p. 164). Patient care has become more complex over the years with all the new technology that is out...
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