Dean Creates A New Normal: Case Study

The human resource frame believes people are the center of an organization and if an organization is responsive to their needs and personal goals, they will deliver quality work ethics. Structural frame creates a workable structure and clarifying the roles and goals of an organization. The political frame believes that managers need to recognize political realities and know how to handle conflict in and out of an organization.

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

The methodology is designed to allow leaders to consider the organization from different angles, in order to develop a multi-perspectival approach to innovation and change. Each frame (structural, human resource, political, and symbolic) can be applied to an organization in order to view it more clearly from a different frame of reference to find the most effective solution and strategy for advancement. I liken this model to “seeing is believing.” Sometimes an organization is seeing the wrong picture and doesn’t understand why it’s not getting the result it wants. The four frames allow leaders to see organizations in their complexity and think critically about alternative possibilities for change. They help to clarify reality and actually see what’s happening. An example would be FEMA’s response to Hurricane Irma. All frames were used to make a true assessment of events and quickly assemble appropriate leadership intervention. (Structural: environmental infrastructure and function, Human Resources: American Red Cross efforts and charity distribution, Political: both Houston and Florida struggling for power and resources, Symbolic: bringing a diverse group of individuals together into a cohesive team.) Through time, effort, and repetitive practice FEMA was able to use the four frames

• The Human Resource Framework places people first, which is very similar to stewardship or servant leadership where participation in decision making and problem solving are primary components of the model. This framework is based on the ideas from organisational social psychologists and begins with the premise that organizations are filled with individuals, each of whom has their own feelings, needs and biases as well as their own skills and potential (Bolman and Deal 1991, p. 15).

An organization’s purpose and primary objectives, its internal function is defined in its mission statement. The mission statement assures that external and internal stakeholders understand the plan and goals the organization is trying to accomplish. An organizations philosophy explains the beliefs used to carry out that mission. The purpose of this paper is to discuss my organization’s mission, and my unit’s mission, and how they are aliened. I will discuss centralized and decentralized structures that apply to my facility. Furthermore, I will look at pros and cons of the facilities nursing model and discuss ways nursing could strengthen the organization.

Human Resource Practice says “it maybe a cliché that people are an organisations greatest assest, but no orgaisation exists without people and nothing is achieved expect through their efforts” (Page 9)

The restructure proposal would increase the number of staff nurse positions and would not result in downsizing. The data unequivocally confirmed the thesis that a restructure was required, however, the nurses were very emotional and did not want to accept the evidence. Despite the nurse’s agreement that the staffing crisis existed, they did not proffer alternative suggestions to the reorganization proposal. Literally, reasoning with them failed and they could not be persuaded that the reorganization was legitimate.

Boxall, P and Purcell, J (2011), The Goals of Human Resource Management, Strategy and Human Resource Management, 3rd Edition, Palgrave Macmillan, New York, pp. 1-36.

Human resource helps in recruiting the most efficient employees for organizations. They support the use of training and development to improve individual employees as well as the whole organization. They make sure that the training given to the employees is effective and they support any changes that are essential for the improvement of the workplace (McLagan and Suhadolnick 1987). Human resource development now has evolved from just training to development of the whole organization or individual (Chalofsky and Lincoln 1983; Gilley 1998; Harris and DeSimone 1994; Kenny 1982; Nadler and Nadler

Human resources expert, and Management and Organization Development Consultant, Susan M. Heathfield, discusses human resources on about.com:

During my career as a human resources professional I have had the opportunity to be exposed to the diversity of several industries like Health Care, Manufacturing and Digital Content. These interactions allowed me to understand the role played by human resources, regardless of industry or line of business, is vital for any organizational success. Without people organizations would not function. My work experience has also provided me

The human resource frame is known to operate from drastically different paradigms. Bolman and Deal (2013, p. 113) state that opposing paradigms are identified when an individual asks which statement is true; 1.) “Our most important asset is our people”, or 2.) “Organizations exploit people --chew them up and spit them out” (Bolman & Deal, 2013, p. 113).

Core changes are less common than peripheral changes in the organization of hospitals. Using Lee & Alexander’s study 1 percent of the hospitals had core changes compared to 36.6 percent having peripheral changes. The percentages of change clearly identify peripheral changes as the more common organizational changes thus making it the more detrimental of the two. Another limitation should have been added stating that the rates of failure in core changes was not separate nor compared to those of peripheral changes.

Organizations need people for their energy, effort and talent. Individuals need organizations for the many rewards they offer. But the needs of the individual and the organization don’t always line up very well and when the fit between people and organizations is poor, one or both will suffer. Human resource frame evolved from early work of pioneers such as Mary Parker Follett (1918) and Elton Mayo (1933, 1945), who questioned a century old, deeply held assumption that workers had no rights beyond a paycheck. Their duty was to work hard and follow orders. Pioneers who laid the human resource frame’s foundation criticized this view on two grounds: it was unfair, and it was bad psychology. People's skills, attitudes, energy, and commitment are vital resources that can make or break an enterprise, they argued. One of the core assumptions of the human resource frame states that when the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization or both become victims. The “fit” is a function of at least three different things: how well an organization responds to individual desires for useful work; how well jobs enable employees to express their skills and sense of self; and how well work fulfills individual financial and lifestyle needs (Cable and DeRue, 2002).

This assignment is a portfolio, based on three current topics in Human Resource Management. The common theme of all the media articles I reviewed is the recognition of people as an asset by the organisations to achieve their strategic goals and objectives. It is observed that organisations are directing their efforts to recruit, retain and develop this asset.