Culture Change Case #2
Healthcare Acquisition Case
Six months after the merger described in Change and Culture Case Study I, the new administration initiated a significant reduction in force. A decision was made to redesign patient care delivery. The administration's first job redesign recommendation was that of a universal worker. The universal worker would deliver many support services. Aware that this model often failed when implemented in other organizations, your administrator charged you with making redesign work this time.
How would you begin the process of job redesign? Do not consider only the universal worker.
The process of cutting staff is a common practice these days in hopes to lower the costs associated with healthcare (Eaton-Spiva, Buitrago, & Trotter, 2010). This is creating a plethora of problems in job satisfaction and hence job redesign demands the utmost attention in order to mitigate some of the common issues. Furthermore, it is estimated that nearly fifty…...
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Works Cited
Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don't. New York: Random House.
Eaton-Spiva, L., Buitrago, P., & Trotter, L. (2010). Assessing and Redesigning the Nursing Practice Environment. The Journal of Nursing Administration, 36-42.
Li, L. (2005). The effects of trust and shared vision on inward knowledge transfer in subsidiaries' intra- and inter-organizational relationships. International Business Review, 77-95.
Organizational culture change is noted by Kotler et al. .(1996) noted to be a common aspect of every organization. This is due to the fact that change is the only thing that can be said to be constant in any given organization. Organizational change is often met with a lot of resistance. This resistance can undermine the operations and the performance of any given organization. Kudler Fine Foods Virtual Organization recently had a change in the leadership of its accounting department. The first level manager in this department (Senior Accountant) was fired as a result of involvement in corporate fraud as well as nonperformance. He was however liked by the staff in that department since he was an inspirational figure to most of the junior accounting staff. His departure as well as the introduction of a new team leader and procedures (processes) would no doubt be met with a lot…...
and Organizational Renewal," Strategic Management Journal, 13 (Special Issue),
pp. 15-36.
Hassink, F et al. (2009).Corporate fraud and the audit expectations gap: A study among business managers. Corporate fraud and the audit expectations gap: A study among business managers. Journal of International Accounting, Auditing and Taxation. Vol 18, Issue 2,, 85 -- 100
HOME DEPOT'S BLUEPINT FO CULTUE CHANGE
Start reading Harvard Business eview (HB) article: Charan, . (2006). Home Depot's Blueprint Culture Change. Harvard Business eview, April, Vol 84 Issue 4 p. 60-70. Assignment Expectations (Content) Based HB article Charan (2006),pages paper
Home depot's blueprint for culture change
Steps the team took to make the change
The Home depot team undertook four main steps to ensure that the company changed its mechanisms are metrics, processes, programs, and structures. Metrics involved describing the company values and making it clear what each person would be accountable for Charan, 2006.
This way each employee and manager would understand their role within the company and work as a team. Metrics also provided measurement data in areas that had never been measured before. The data revealed some discrepancies towards the company's held beliefs. Employee performance reviews were not standardized. Using the metric system the team implemented a standardized performance process that was…...
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References
Charan, R. (2006). Home Depot's Blueprint for Culture Change. Harvard Business Review, 84 (Issue 4), P 60-70.
Stanford, N. (2011). Corporate Culture: Getting It Right. Hoboken, NJ: Wiley.
BP Change Management
The forces that are driving BP to change are relatively weak compared with the forces that are restraining change. The driving forces are a pending legal action, and the fallout from the Deepwater Horizon disaster. The further that the disaster is from the public consciousness -- it occurred in 2010 -- the less impactful it will be in terms of sparking organizational change. Change is typically motivated in organizations by crises that take the key players outside of their comfort zone. Deepwater Horizon can still be used as impetus for change, but it would have been more effective had the company immediately used the incident to spark a cultural overhaul back in 2010. To do it today simply demonstrates a lack of urgency, lack of commitment and a lack of leadership. The people within the organization would have reason to doubt that leadership is truly committed to change.
Home Depot's move to target professionals with wholesale is unusual given their competencies. Professionals do not need much staff advice -- they simply need selection and price. The core competencies that deliver these are in logistics and purchasing. Therefore, for Home Depot to effectively move into this market they need to focus on improving their performance in those areas. The company needs to cut its back-end costs. The company also needs to shift its brand image as well. This is difficult, because Home Depot cannot sacrifice the DIY market, of which it still holds a significant market share. The separate stores may help, but it would be easier if Home Depot could incorporate the professional market into its existing stores, to take advantage of its current purchasing and logistics efficiencies as well as its existing real estate holdings. The professional market should not be courted at the expense of the…...
Change
There are a few instances were a company tried to institute a large-scale organizational change effort and failed. One recent one was with the FedEx purchase of Kinko's. FedEx had decided that Kinko's would complement its business since they had many mutual customers. The shipping company also felt that if it could professionalize the information Kinko's it would improve the company's profitability. That was not to be. Kinko's had a strong organizational culture that was a bad fit with the FedEx culture. Kinko's culture was informal in nature, while FedEx has a formal culture based on a high level of professionalism. After years of failing to integrate Kinko's into the FedEx culture, FedEx ended up taking a massive writedown on the transaction and rebranding the subsidiary as FedEx Office in an attempt to kill off any remaining Kinko's culture within the organization.
The change was radical, not incremental. FedEx basically made…...
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References:
Morris, B., Neering, P. (2006). The new rules. Fortune International In possession of the author
Change Management Scenario
The contemporary business environment is rapidly evolving. Globalization has taken over the organization environment, and with this business is forced to undergo continuous and rapid change driven by increasing stakeholder expectations, new technological advances, and competition that is not only global, but viral (Bendell, 2005). This has resulted in a dramatically different business environment in which the modern business, in order to survive and prosper, is forced to evolve and regularly revise their internal and external business processes. Typically, aggressive and rapid change management systems germinate within the private sector -- only after trial and error, testing, and numerous permutations did they become standard within the public sector organization. This paradigm, however, changed in the late 1990s with a combination of rising client expectations to effectively address major socio-culture, economic, and demographic issues, and change in governmental oversight and minimal requirements pushed management in the public sector to…...
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REFERENCES
Home Depot, Inc. (September 29, 2012). The New York Times. Retrieved from:
" Change must therefore be accomplished by the institution of a strong leadership of just a single individual (Kotter,1996,p.25) .In this case, the person was Ghosn. Change however requires a special team of leaders as well as managers who have a common goal that is communicated succinctly by the team leader. Ghosn therefore "walked the talk" since his leadership style which was transformational, brought real change to the organization.
Conclusion
It is important to note that for any organization to succeed, a balance must be struck between leadership and the management. This is because there can never be any form of transformation without a true leader. All successful organizational transformations are only achieved via the right mix of leadership and management.
eferences
Baggaley, B. 2006. Using strategic performance measurements to accelerate lean performance. Cost Management (January/February): 36-44
Cloud, C (2010). Epilogue: Change leadership and leadership development. New Directions for Community Colleges; Spring2010, Issue 149, p73-79,
Elving,…...
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References
Baggaley, B. 2006. Using strategic performance measurements to accelerate lean performance. Cost Management (January/February): 36-44
Cloud, RC (2010). Epilogue: Change leadership and leadership development. New Directions for Community Colleges; Spring2010, Issue 149, p73-79,
Elving, W, JL (2005) "The role of communication in organisational change," Corporate Communications: An International Journal, Vol. 10 Iss: 2, pp.129-13
The offering of financial incentives, in the form of salary increases, premiums and bonuses, is often the most popular means of employee motivation. Non-financial means, such as flexible working schedules or promotion opportunities, also constitute a powerful source of stimulated employees (Bruce, 2002).
The realization of the important role played by the staff members within the Smith & Falmouth Company would lead to several beneficial effects. At an individual level, the employees would feel better valued and they would as such increase their loyalty to the organization, their commitment to supporting the entity achieve its goals and their performances. At the group level, the teams would be more united and better prepared to deal with organizational chores. In terms of the entity, it will be better able to pursue its interests.
b) Communications
The ability to communicate effectively and efficiently is the pillar of any successful organizational outcome. Communication in the workplace…...
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References:
Bruce, a., 2002, How to motivate every employee: 24 proven tactics to spark productivity in the workplace, McGraw-Hill Professional, ISBN 0071413332
Hickman, C.R., 2005, Management malpractice: how to cure unhealthy practices that disable your organization, Adams Media, ISBN 1593373503
Noe, R.A., 2004, Fundamentals of human resource management, ISBN 730209683X
Change Proposal Imagine a midlevel manager organization supervises -level managers. Prepare an 800-word report boss propose a needed change department. You permission boss implement change management program.
Change proposal: esults-oriented labor
etention levels of our most well-trained and highly-educated employees were down last quarter. This is a troubling development given that a company can only be as good as its employee's efforts. Also, it is a waste of the money and time invested into employees if they constantly move in and out of a revolving door of employment. In particular, the attrition rate has been highest amongst women managers who struggle to balance the demands of home and family. This could be potentially problematic not simply in terms of losing top female talent, but also because having insufficient numbers of female managers could result in accusations (however unfounded) of discrimination. All employees have been complaining about their long hours and low productivity…...
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References
Birkinshaw's Four Dimensions of Management. (2013). Mind Tools. Retrieved:
Change Project
A variety of technical and management issues arise during the implementation and operation of any change process. Change management in technology projects is essential to implement and monitor mechanisms to support and control users, business, and technology (Yarberry, 2007). There are different change project modules used at any stage of a project development. These include the change curve, Lewin's change management model, and Beckhard and Harris change model used in the understanding phase. The project-planning phase uses the impact analysis, Burke-Litwin, McKinsey 7s framework, Leavitt's diamond, organization design, and SIPOC diagrams. The implementation stage uses Kotter's 8-step change model, training needs assessment, while the communication change uses stakeholder analysis, stakeholder management, mission statement, and vision statements. In this analysis, the Leavitt's Diamond, the Kotter's 8-step change model, and Leavitt's model for organizational change is concerned with the interdependence of four main factors, including structure, people, technology, and task. The…...
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References
Aladwani, A.M. (2001). Change Management Strategies for Successful ERP Implementation. Business Process Management Journal 7, 266.
Bruckman, J.C. (2008) Overcoming Resistance to change: Casual Factors, Interventions, and Critical Values. The Psychologist-Manager Journal, Psychology Press 11, 211-219.
Cameron, E. & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. Philadelphia, PA: Kogan Page
Davison, R. (2002) Cultural Complications of ERP. Association for Computing Machinery. Communications of the ACM 45, 109.
Culture and Politics
Germany: How Culture and Politics Bring About Social Change
German history and culture are complex, and the country has been through a lot of changes, both in the past and more recently. In order to understand the cultural and political issues today, it is important to see where they have originated from and where they appear to be headed. That can also help foster social change and development, which is needed in every country in order to keep that country moving forward. Here, the political system of Germany will be addressed, followed by a cultural problem that is being seen in the present day. Once those two areas have been discussed, it will be shown how the German culture and political system can come together to create solutions to the problem, including the development of new policies and procedures. Germany has a rich history and there is a good…...
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References
A German Underclass? What Underclass? (2006). Spiegel.
Spiegel's article on the German underclass addresses the issue from the standpoint of German politics. In general, the upper classes are looking the other way and avoiding acknowledging that there is a problem with people in the country who do not have money and who need assistance. Until and unless this issue is acknowledged by the government, nothing will get done that will make things better for those people.
Dempsey, J. (2011). German Politics Faces Grass-Roots Threat. The New York Times.
The political parties in Germany are facing some threats from smaller organizations and coalitions that want to see real change. The multi-party system Germany has is valuable, but there are two parties in power and that can stifle other options for people who want to see change. Because of that, grass-roots threats are starting to appear sporadically as they lobby for changes to the political system.
Organization change involves introducing new conversations and shifting existing conversations and patterns of discourse. However, new conversations have a hard time competing with existing conversation and so the challenge for change agents is getting new conversation heard. This is where resistance can be of value. esistance helps to keep the conversations in existence. Although talking negatively or complaining and criticizing have been viewed as resistance, it can be beneficial because it keeps the topic alive, giving other the opportunity to participate in the conversation.
Engagement value of resistance
esistance is one possible form of engagement with change acceptance and ambivalence being others and might, in some cases, reflect a higher level of commitment than acceptance, because some resistance is thoughtful. Change recipients who are highly committed to the success of the organization but who disagree with proposed change because it threatens something of value to them might engage in…...
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References
Issham Ismail, 5th. (2010). Proceeding of the 5th International Conference on ELearning: Universiti Sains Malaysia, Penang, Malaysia, 12-13 July 2010. Academic Conferences Limited.
Yuxia Qian, Ohio University. (2007). A communication model of employee cynicism toward organizational change. ProQuest.
Paul Parkin. (2009). Managing Change in Healthcare: Using Action Research. SAGE Publications Ltd.
Ford, J.D., Ford L.W. & DaAmelio (2008). Resistance to change: The rest of the story. Academy of Management Review, 33, 362-377.
Because of the degree of entrenchment, cultural change is often a slow process but it can also make the change process easier if the culture and the desired change are aligned. At Wal-Mart, the culture is strong, and supports the company's change initiatives. This makes it easy for Wal-Mart to implement new strategies that improve its business.
Another throughput that facilitates or resists change is financial capital. Rarely does money spur change, but the lack of it can make change difficult and a surplus of it can make change easy. Wal-Mart is a well-financed company. This has made many of their change initiatives, from the introduction of Supercenters and Sam's Club to overseas expansion much easier. These types of change initiatives can be difficult, since it involves introducing new ways of doing business and new national cultures to the organization. But for Wal-Mart, their financial clout has allowed them to…...
d.). For example, in the U.S., decisions are frequently delegated, that is, an official assigns responsibility for a particular matter to a subordinate. In many European nations, like Germany, there is a strong value placed on holding decision-making responsibilities oneself. When decisions are made by groups of people, majority rule is a common approach in the U.S. while in Germany consensus is the preferred mode. One should be conscious that peoples' expectations about their own part in shaping a resolution may be influenced by their cultural orientation (Spang & Ozcan, 2009).
The fifth difference is in attitudes toward disclosure. In some cultures, it is not fitting to be forthright about emotions, about the reasons behind a disagreement or a mix-up, or about personal information. When one is involved in a dialogue or when they are working with others or when they are dealing with a conflict, they should be mindful that…...
Cultural Norms: Shaping Human Behavior in Societies
Cultural norms are unwritten rules, customs, and values that guide and shape human behavior within a particular society. They provide a framework for individuals to understand what is considered acceptable and unacceptable, appropriate and inappropriate, within their cultural context. Cultural norms play a profound role in shaping human behavior in various societies, influencing everything from social interactions to economic decisions.
Internalization and Conformity:
Cultural norms are internalized through socialization processes, such as education, family upbringing, and interactions with peers. As individuals grow up, they learn and adopt the norms of their society and internalize them as....
## Systemic Formulation: A Comprehensive Approach to Organizational Complexity
Systemic formulation is a powerful tool that enables a comprehensive understanding of complex issues within organizations. It considers organizations as dynamic, interconnected systems where individual elements influence and are influenced by the overall system. By adopting a systemic perspective, organizations can gain valuable insights into complex challenges and develop more effective solutions.
Understanding Organizational Complexity
Organizations are not static entities but rather complex, evolving systems. They are composed of multiple interconnected parts, including individuals, teams, departments, and external stakeholders. Systemic formulation recognizes the interdependence of these elements and their collective impact on organizational outcomes.
By....
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