Change and Culture Case Study 2

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

The scale of this scale is regional as it takes place primarily Sonora/Arizona region of the U.S./Mexico border and affects one specific group of people (migrants).

Fourth, both health care organization are anticipated that during our organizational restructuring on the Care Select Health System would most likely affect job satisfaction levels and potentially compromise the quality of services provided, yet evidence on the impact of hospital mergers on staff satisfaction is surprisingly scarce. Therefore, Care Select Health System staff might perceive mergers as a breach of the psychological contract (implicit commitments and expectations between employers and employees) when they feel they are not listened to, when they have to ‘suffer’ from delays in service development and job uncertainties. For instance, cultures of merging organizations might also clash when they have opposing attitudes towards

Effective managers will create trust through engagement, commitment, and communication. The role of the manger is to interact supportively with the employees without creating additional confusion and fear. Encouraging involvement is the best way to raise morale and

As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty.

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

The economic downturn has led healthcare organizations to think big changes. We understand that all organizations experience micro changes in their normal adjustments to operating; however, occasionally a unique climate comes together to force new ways of thinking. This new way of thinking is usually a whole novel vision and an entire new direction which “transforms” the organization. When successful, these organizations become a learning experience for other organizations that perhaps need to make similar changes. This paper discusses two

The positive impact of job redesign can be seen in autonomy redesign. Before the changes the room was too hot and the hook speed was too fast. However, after the company let the employees place fans where they want and control the hook speed the autonomy score

The present day truly does present a perspective of a world which is ruled by a tremendous amount of change and adjustment. This sort of rapid evolution is a major part of the health care industry. Hospitals are under a great deal of stress, with many people saying that healthcare today in America is an unsustainable proposition. The gaps and pervasive problems in American healthcare need to be fixed decisively rather than skirted around. Mergers are becoming more and more a new way of helping hospitals and other healthcare facilities achieve a new form of stability and a hope of gaining a greater level of efficiency.

Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

     In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.

These factors have made customers’, consumers’ and stakeholders’ satisfaction level more demanding. An organisation needs to be more comfortable with change and it is a vital responsibility of the managers to manage human resources along with other resources and adapt organisational change. Hence, rapid and obvious organisational change is difficult and more risky as employees become more habitual of the existing organisational structure and culture.

Job redesign means reform the fundamentals including Tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees or workers. The procedure consist of analysing, reforming, and reshuffling, revising the job allied content and magnitudes to increase the variability of tasks and functions to motivate employees and make them feel as a significant asset of the organisation. The main motive of conducting job redesigning is to place the right person at the right job and get the maximum output though increasing their level of satisfaction. Job issues such as high work pressure, emotional demands, sleeping problems, exhaustion, and damaged heath. To solve these issues managers need to

Peter Senge is a Senior Lecturer at the Massachusetts Institute of Technology. He is the author of the widely-acclaimed book The Fifth Discipline: The Art and Practice of the Learning Organization (1990). He can be said to be responsible for the popularity of the concept of a ‘learning organization’ today.