Shoneka Kelley

Our textbook lists the four major reasons for resistance to change as inertia, misunderstandings, group norms and balance of power. Misunderstandings, while difficult to recognize and overcome, can be handled through training, by clearly stating the changes made and the expectations of the department, and by establishing a clear line of communication between officers and superiors. The department can handle group norms resistance by allowing officers to participate in the planning and implementation of the approaching changes. The balance of power is a struggle faced by many departments, and it can create significant resistance to change. Anytime a department is attempting to make a change to an officer autonomy or power there will be resistance, however, by factoring in this resistance and clearly establishing roles and role expectation,

Florence Kelley is considered one of the great contributors to the social rights of workers, particularly women and children. She is best known as a prominent Progressive social reformer known for her role in helping to improve social conditions of the twentieth century. She has been described as a woman of fierce fidelity (Goldmark, 1953). Kelley was a leading voice in the labor, suffragette, children’s and civil rights movements. She was also a well-educated and successful woman, a rare combination during the turn of the twentieth century.

Change should be seen as a challenge and embraced with enthusiasm (Marquis & Huston, 2012). In my professional and personal life, I view and respond to change as a way to make improvements to existing regulations and circumstances. I embark upon the quest with determination to succeed at whatever task is presented to me. Life without change can become unchallenging and stagnant (Marquis & Huston, 2012). As society and technology advance, you must incorporate the necessary transformations that arise with it.

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

In June of 1942, a senior at the Notre Dame College of Maryland wrote a prophetic message to her fellow student, Elma Kuchar Kelley. On the way to their graduation ceremony, she hurriedly scribbled in the Damozel yearbook, “I know your pupils will love you as much as we do…our loss is their gain.”

The Air Force is a component of the United States Department of Defense with numerous responsibilities and combat capabilities. The broad scope of its military responsibilities has necessitated a moderately flexible organizational structure, and a wide range of educational and technical specialties. Obtaining the talent required to fill highly technical job openings has forced the military to recruit civilian workers, resulting in a highly diverse work force. Although diversity and flexibility provide the Air Force with significant advantages, these attributes also cause several problems when leaders attempt to implement change. Researchers from RAND Corporation suggest change management would be a less difficult issue if the Air Force

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change pr

D., & Pieperl, M. A. (2010). Managing change: Cases and concepts (3 ed.). New York, N.Y.: McGraw-Hill.

For example, as the department move from one division to the other, leadership and algorithmic procedures have changed to determine the detailed method of how to get compliance. In this current division and culture, ‘Public Works, the organization’s top management has an adaptive culture, Parnell (2017), to the city’s main mission, “The City of Memphis, its Employees, and City Partnerships will provide responsive and cost-effective services through the enhancement of employee, neighborhood, youth and business development” (Vision, 2011). Notwithstanding, the above statement is only in theory. Consequently, in practice the employees can see money spent improperly, procedures done haphazardly, and people are disrespected

Change can be scary for many people. However, change is essential for law enforcement agencies to adapt to the evolving world. RMTI understands that the world is changing and we are eager to not only assist in law enforcement’s adaptation but are anxious to be the helping hand for our future leaders. On November 10th, we are offering an online symposium in which many important aspects of law enforcement will be highlighted, leadership included. Register your agency today by navigating to the “Symposiums” tab at www.rmtiglobal.com. Inform your agency on subjects like recruiting and retaining officers, succession planning, and allow us to form today’s followers into tomorrow’s leaders.

Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York, NY: Free Press.

Part three of the book “Beyond the Wall of Resistance” has two chapters and the title of part three is, “Narrowing the Gap the Next Time”. The first nine chapters of this book gave information on planning and implementing successful change. The final two chapters expand the information on change as it relates to hiring, monitoring the work of consultants, and selecting people to lead within the organization. Chapter ten, entitled “Expanding Your Ability to Apply What You’ve Learned”, gives a range of ways to apply the Cycle of Change and the three levels of support and resistance.

By describing the organizational change initiative for Hancock State Prison, a close security prison in the state of Georgia, I had to better understand the important parts of organizational management and leaders by not ignore that fact that managing change can be inevitable within the prison system. From 2005 until 2010, there a few other prisons around us closed from minimum security to medium security and a lot of those prisoners was then housed in the close security prison. Concern spread throughout our department due to the safety issues that may or would occur and correctional leaders were forced to work extra hours due to the shortage of workers. In 2010, a riot broke out due to the consist issues with older policies and procedures.

In the early part of the 20th century, comfort was the central goal of nursing and medicine. Comfort was the nurse's first consideration. A "good nurse" made patients comfortable. In the early 1900's, textbooks emphasized the role of a health care provider in assuring emotional and physical comfort and in adjusting the patient's environment. For example, in 1926, Harmer advocated that nursing care be concerned with providing an atmosphere of comfort.

An environment in which change may be the only constant is a challenge to every organisation and manager alike (Hayes, 2007). The need and pressure for change being consistent, it is crucial