Organizational Change Proposal Essay examples

Buchanan, A. H. (2001). Organizational Behaviour:An Introductory Text (4 ed.). (F. T. Hall, Ed.) Pearson Education.

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved from

Robbins, S. P., & Judge, T. A. (2015). Organizational behavior (16th ed.). Upper Saddle River, NJ: Prentice Hall. (Note: Refer to Chapter 3)

Broadhurst, J. (2012). Employee development is a great business opportunity. Human Resource Management International Digest, 20(6), 27-30. doi:http://dx.doi.org/10.1108/09670731211260861

Continual Self-Development is the approach where an individual takes prime responsibility and ownership for their own learning and development. This approach requires motivation and commitment in order to exploit learning opportunities and minimise the impact of weakness. A continuing self-development should be undertaken in partnership with the organisation and self-development should enhance the role held within the organisation. There are many benefits to be derived from continual self-development: improve performance and self-confidence; identify and develop specific skills and qualities; increase learning capacity; help achieve potential.

| 1.1 Explain the importance of continual self-development in achieving organisational objectives1.2 Assess current skills and competencies against defined role requirements and organisational objectives1.3 Identify development opportunities to meet current and future defined needs1.4 Construct a personal development plan with achievable but challenging goals

According to the article "Managing Oneself" by Peter Drucker (2005), the world of business is at present more open than ever before. There is unprecedented room for mobility if a person is willing to put in the time and the effort to get ahead in the world. In the workforce, there is less direct supervision of employees than there was in the past and consequently employees must watch themselves. There are both positives and negatives associated with this current state of events. While people have less pressure from their direct supervisors, they also have more individual responsibility for themselves and their futures. The individual person is responsible for his or her ultimate destiny within the structure of the company they work for. Self-management is a necessary skill for life both within and outside of the business world. People must learn to supervise themselves and lead themselves in order to be successful human beings.

Self-development is the third component of Soldier and leader development. The ability to identify personal areas of strength, and even more importantly weakness, is a true sign of a Professional Soldier and leader. Self-development occurs when individuals participate in structured learning

Personal development objectives are affected by organisations goals, as companies will want to steer their employees in a direction that should meet their corporate strategy and link into the mission statement. However, personal objectives and organisational objectives should tie in together and have a common goal, which should meet the needs of both participants (Dransfield, 2000). Although organisational objectives can hold a negative attribute to employee’s personal development, if the company invests time into employees PDP and employees can see that there is a plan in place for job promotion, then they’re more likely to keep their staff (Cotton, 2011). A future plan will add value to the business as it will improve employee’s skills and personal development strengths which will give a positive effect on the company performance.

Self-development is also appeared in many works, especially in a context of an organization. Self-development is defined by Knowles (1975, p. 18, cited in Ellinger, 2004) as “a process in which individuals takes the

organisations and employers need to care about, understand, encourage and enable their people's personal growth towards self-actualisation - way beyond traditional work-related training and development,

Process‐driven change seeks to create a context and environment in which employees at all levels of

Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership and management must create an atmosphere that will get the buy-in of all stakeholders. Providing information about the process and what methods will be best to make the conversion to an EMR system is an important aspect of the implementation

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional. Following Bass and Avolio (1994, p. 4) provided the idea of these two leaderships and generalized them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and transactional leadership as

Because of the specificity of engineering and architecture, each individual must be developed according to their strengths and passions. The most efficient way that Performa develops each employee is to pair them with a mentor and allow that mentor to show them how to properly perform each task. With this, it is easy for managers at Performa to incrementally challenge new employees so that they are growing, but assig someone to ensure that each task is upholding the quality of the organization and all work is worthy of the customer. This allows for growth of each individual and minimizes the risk of mistake that beginners are often privy too. This strategy for growing employees is very effective and Performa is smart to utilize it. Since the mentors also must be continually growing, Performa also institutes what they call “Lunch and Learn” to guarantee that employees are continuing in lifelong learning and staying current with the changes in the industry. These are available to all employees, and strongly encouraged by management to attend. Management at Performa prides itself on employees that remain current in the industry and in technology, willing to adapt to change and learn. Another way that Performa encourages growth of employees is by offering reimbursement for taking college classes and pursuing higher education. They strive to eliminate any financial barriers for employees who are seeking higher