What Is Collecting And Analyzing Data?

The purpose of the interview is to confirm the result of the survey.  I can gather other

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

Have you ever think about people for unsafe work? Each in everyday, hours and minutes, as we step forward into a factory, mills or machineries, significant people are put into danger. Although health and safety in a workplace is necessary for the employers and employees, there are still a lot of injuries and deaths in a workplace. Most people we’re being forced to work even if the job is not safe for them to do so. There are people getting injured and killed every day that’s why we need to put a stop to it now and make the job in a workplace comfortable to everybody.

In this portion of my case analysis, I will be showing ways for suggested solutions in order to help improve the situation at the Engstrom Auto Mirror Plant. I will be showing ways in which organizational improvement outcomes can directly help remedy some of the issues and recommend strategic actions that would lead the organization in a proactive production workforce. The recommendations are creating committees, rework how the Scanlon Plan bonus works, create or use their marketing and sales department to the full capacity, and to help empower the workforce work to achieve Corporate Social Responsibility. (CSR)

The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

In order to provide the Australia Park Victoria with the appropriate data to solve its current crisis, the most appropriate method of data collection for this research is the qualitative method. According to Gay and Airasian (p 627) qualitative method is the collection of extensive data on various variables over a long time in a natural setting with an aim of acquiring insights not possible using other methods. It involves three different kinds of information collection: direct observation, in depth and open-ended interviews and written documents. Qualitative method involves use of random sampling and structured data collection instruments that fit different experiences. The method also enables the researcher to study the specific area of

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

The reason we decided to participate in a staff survey was because the company was expanding rapidly and we wanted to ensure that we continue to have a happy workforce. We realised the best way to do this is by encouraging feedback from our staff.

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

I also learned that interviewing can be a powerful tool. It is imperative to include as many perspectives as possible in order to successfully change an organization. These interviews provide individual insight as to the current state of the establishment, as well as provides many possible solutions to common problems. Through interviewing we were able to note common trends in information to provide a more complete solution to the overall problem.

1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

During 2006, the first part of Alan’s plan was to convince bankers into giving Ford Motor Company billions of dollars to complete this company overhaul. Once they were provided with the right amount of money, the plan was able to be executed. With this plan came a timeline; by the year 2009, the company planned to have the ‘One Ford’ mission in action and to see production increase. Because of such a short timeline, HRD was ultimately involved throughout the entire process. As part of the company’s “One Team” approach, certain areas of the plan are discussed and analyzed to examine if anything can be improved; this is accomplished by using everyone in the company. Employees are able to share how they feel about certain areas of their work and give their opinions on how certain things should change or stay the same; after everything is examined, the leaders of the company are the ones held responsible and accountable for making the changes, if any, to whatever was examined (Ford Motor Company, 2010). During this process, new strategies can also be provided by using the employee’s opinions and assessments of their strengths and weaknesses. This ultimately shows the use of human resource development as part of the company’s competitive strategy. Without the employees understanding how to complete their job correctly, the company would plunder. Thus, the company makes

INTRODUCTION 01 HUMAN RESOURCE ANALYSIS 09 JOB ANALYSIS 10 PLANNING AND FORECASTING 18 RECRUITMENT 20 SELECTION 22 TRAINING 29 DEVELOPMENT 34 PERFORMANCE APPRAISAL 36 COMPENSATION 38 INCENTIVES 42 BENEFITS 44 EMPLOYEE RELATIONS 45 CONCLUSION AND RECOMMENDATIONS 50