How The Line Managers And The Human Resource Managers Work

In the case that was presented in this week’s case study, the focus was placed on St. Michael’s Health Centre, the CEO of 7 years, Kevin Cowan, and the transformative culture due to a change of leadership styles. Prior to Cowan’s reign as CEO the work environment was hostile, unproductive and combative. The efficiency was at an all-time low and was hemorrhaging money at an accelerated rate. During Cowan’s time at St. Michael’s Health Centre (SMHC), he was able to encourage the repair of broken relationships, raise morale and transformed the business into a working and successful one. The stakeholders involved covers a wide range; the most obvious being the employees of St. Michael’s Health Centre and the customers they serve, but it also influenced the health care unions, Chinook Health Region (CHR) employees, the media and the family and friends of patients being cared by SMHC. With the increase of employee morale, one can also argue that those affected would also reach the family and friends of SMHC’s employees and the community as a whole.

Describe the values and experience of this unit and how the knowledge gained may help in your managerial techniques in the future. (Around 300 words)

It fascinates me how businesses operate in frequently changing environments. Particularly, the way employees are managed in order to maintain a flowing business structure whilst achieving business aims and objectives and by using calculated risks to overcome challenges. Thus leading to the progression and success of a business.

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

As stated by (Taylor, 2014) strategic human resource management is an approach to the development and implementation of HR strategies that are integrated with business strategies and support their achievement. According to the (Staff, 2016) ‘line managers have a very important role to play, not only in the day-to-day management of people and operations but also in the implementations of HR policies.’ In recent years’ line managers have been given more and more responsibility from human resource managers. They not only have their original tasks but the added tasks from human resource managers.

Whenever there is some sort of organizational change employees can experience varied levels of discomfort. As managing director leading change requires juggling a number of psychological factors, such as how employees think, how they perceive their current situation, how they will perceive a new change (Price and Lawson 2008). To ensure the success of any change initiative, manager 's efforts should go first towards considering how your employees will perceive the change and approaching this in the best way. Planning, leading organizing, negotiating and controlling are four management functions that can be used and implemented to keep employees motivated towards company goals and reassured about the businesses direction in a time of change.

In terms of leadership behavior, in Company A, performance goals are explicitly established by a senior executive who is well prepared to achieve those goals by committing the resources and influential change management as required. Unlike Company A, senior executives, who are “actively engaged in process program” in Company B function as a team and “manage the enterprise through its processes”. As we delve into the “responsibility” part of the organizational culture, we see that that in Company A “employees feel accountable for enterprise results” while, in Company B employees are motivated to serve the customers better and achieve outstanding performance. Moreover, employees of Company A are ready for “major multidimensional change.” In contrast, at Company B performers believe that change is foreseeable and adopt it as a regular business practice. Lastly, in Company A process improvement involves a standard procedure. In addition to that, Company A implements the standardized formal process for process redesign while assimilating it with the “standard process for process improvement”. However, process management and redesign are core competencies of Company B and are entrenched in a “formal system that includes environmental scanning, change planning, implementation, and process centered innovation.”

Critically discuss how Human Resource professionals and line management work together to manage and lead people within your organisation or an organisation well known to you

Over the last several years, technology has been one of the main tools that Federal Express (Fed Ex) is using to improve customer service and address the needs of stakeholders. The recent successes that company has been experiencing in these areas are causing executives to overlook certain challenges. One of the most notable has been the firm's inability to deal with issues of discrimination, harassment and employee termination. This problem has become such an issue, that the company settled several discrimination lawsuits. (Hirsch, 2007) ("Fed Ex Age Discrimination Issues," 2007) ("Prescription for Federal Express Workers," 2009)

Organization’s today do all they can to improve their performance with an ever-changing environment. Therefore, having strong leadership is needed when addressing change. Organizational leaders need to have a well developed vocabulary to help improve performance during organizational change. Leadership has the ability to create a vision and encourage others to achieve the vision for the organization. Therefore, organizational leaders must identify the need for change and communicate it throughout the organization. However, leadership is only one piece of the equation, without involving the employees the vision of the organization will not be achieved. In order for leaders to achieve new initiatives they must actively involve employees that are most affected by the change through every process to help maintain and improve performance. Therefore, communication, human motivation, engagement, and recognition are the driving focuses for positive change and performance improvement.

In the recent years, many businesses have undergone several organizational changes due to the rapid and continual increase innovation in technology that exposes organizational systems and processes, increase diverse markets and create opportunities for more growth and revenue through adequate knowledge of their needs and expectations in the marketplace which concedes employees and organization as a whole to experience rapid change like never before as they move freely within the organization.

TITLE: To what extent effective leadership has influenced the Organisation’s Culture and how does their influence Shape the of Organisations identity and Future?

A brief profile of the participants will be provided. The majority of leaders interviewed were from the top level of management. The following participants are found in these interviews:

There are innumerable challenges faced by business executives and leaders these days in order to operate a business smoothly in complex and haphazard business environments. The job is the continuous growth of business, increase the profit share of the company and attain new customers as well as

In every organisation, large or small, be it a multimillion pound business to a sole trader, change is inevitable, it is an essential part of every business to allow for the organisation to be a better and successful business by updating their means of structure and moving forward with the developments of the world which are increasingly complex and possibly untested.