Read each changing scenario. Analyze the scenario highlighting the change and why there would be resistance to it. Next, compare each scenario against the theories (tools) of organizational change management listed below and select the one most appropriate one for this situation. You may select more than one change management tool for a scenario and justify each selection. Change management tools may be used more than once.
Respond by numbering each scenario (Scenario 1) and answering the questions posed above in complete sentences. Your analysis and justifications should be thorough and in-depth. It is not necessary to re-type the questions.
https://www.zendesk.com/blog/change-management-models/
Chapter 3:
Basic
Management
Functions
Planning
The most fundamental of the
management functions
⚫ Precedes all other functions
⚫ Consists of the projection of
actions intended to reach
specific goals
⚫ Is always looking into a
future time period
⚫
Planning
Improves our chances of
working effectively and
efficiently
Improves our chances of doing
things right the first time
Decreases the need for “firefighting” management
Is proactive—does not wait for
problems to arise
“If we fail to plan, we plan to
fail.”
Strategic Plans -are for achieving long-
range goals
Tactical Plans -translate broad strategies into
specific objectives and action
plans.
Functional Plans -are plans concerned with
the workings of major
functional units or
departments
Operational Plans -address systems, work
processes, procedures,
quality control, safety,
and other supportive
activities
Financial Plans -address the inflow and
outflow of money, profit
and loss, budgets, cost
and profit centers,
charges, and salaries
Other Kinds of Planning
Career planning
Time management
Daily work planning
are also vital forms of planning
Key elements of planning:
Vision
Mission
Goals
Objectives
Strategy
Action
Vision
A broad statement that
expresses what the
organization sees itself as
being; “a flag around which the
troops will rally”
Mission
proclaims the purpose of
an organization or
department, stating why
this entity exists
Goals and Objectives
goals are specific ends or
conclusions desired
objectives are targets or
milestones to be attained in
pursuit of a goal
An Objective - Must embody in its description
three critical elements:
⚫ what is to be done;
⚫ how much is to be done,
and
⚫ by when must it be done
Keys to Effective Strategy:
vision, mission, goals, objectives,
action plans,
committed and visible support of top
management,
effective systems, processes, and
procedures,
quality tools and techniques,
sufficient time to carry out plans, and
empowered, caring, competent
employees.
Action plan steps:
Identify the problem or need
Obtain and analyze data
Determine the best action
Carry out the plan
Monitor progress, report, and
adjust
Plans -Are rarely realized exactly as
planned; changes are usually
needed along the way. Most
often it is the process of
planning that proves most
valuable.
Why many people avoid or shortchange the planning process:
Since nothing concrete is
happening during planning (the
work is not being done), they too
quickly jump into doing, in the
mistaken belief that because
planning is not doing, it is time
wasted.
Organizing is - the process of gearing up to
implement decisions that result
from planning;
the establishment of the
structure within which the work
gets done
Corporate Values:
In value statements employers
express what they regard as
evidence of loyalty, expected
behavior, or ethical practice.
Personal Values
What we as individuals consider
ethical or unethical depends on
our personal value systems,
those fundamental concepts
and motives in which we
believe.
Authority
Authority is formal power that
is delegated; that is, passed on
down the hierarchy to the point
at which it is to be applied.
Personnel Administration includes:
selecting, orienting, and training new
employees,
assigning or delegating to subordinates,
scheduling and approving overtime, and
coaching, counseling, and disciplining
employees.
Unity of Command
For each task that must be done,
the employee who performs it
is directly accountable to
someone.
Span of Control
In simplest terms span of control
refers to the number of employees
who report to a single leader.
Effective span of control is
determined by a variety of factors.
To Assign Work, the
Supervisor Must know:
what must be done
what equipment and supplies are
needed
what authority he or she
has
what quality and productivity
requirements must be met
To Assign Work, the
Supervisor Must know (more):
what the cost constraints are
where each task is to be performed
where supplies and service supports
are found
where to obtain help when needed
To Assign Work, the Supervisor Must
know (more):
who does what
when the work must be done
(deadlines, turnaround time, etc.)
when changes must be made
how the work is to be performed
(method or procedure)
To Assign Work, the
Supervisor Must know (more):
how well, how quickly, and how
economically the work must be
done
why the work must be done
and
how the employee’s work fits into
the big picture
In assigning, the supervisor
must also:
Ensure the employee has time
available
Provide necessary training
Explain the assignment
Provide complicated orders in writing
Alert the employee to potential
problems
Assign a complete task rather than
breaking it up.
The Informal Organization
Not represented by any chart or
lines of authority, it essentially
consists of all persona who
maintain speaking relationships
with each other.
The “Grapevine”
The communications
network of the
informal organization
Informal Leaders
Those persons in the
organization who are looked to
for guidance and advice
although they have no formal
organizational authority
Coordinating
the process of synchronizing
activities and participants so
that they function smoothly
with each other
Controlling
Consisting of follow-up and
correction, controlling is the
making of adjustments essential
to the implementation of all
plans and decisions
Never Forget:
Follow-up on implementation
has traditionally been the
weakest part of the decisionmaking process also the
weakest part of the
implementation of any plan.
Chapter 4
Reengineering,
Mergers, and the
Supervisor
Reengineering
Reengineering is “the redesign
of processes and the systems,
policies, or structures that
support them.”
It literally means “to engineer
again.”
Goals of Reengineering
increased productivity
reduced costs
improved quality
enhanced competitiveness
improved profitability
greater customer satisfaction
some combination of the above
But Sometimes — the ultimate goal of
reengineering, simply stated
but critical, is
organizational survival.
Reengineering is Not
• methods
improvement,
• downsizing,
• rightsizing,
• reorganizing,
• restructuring,
Successful Reengineering
Requires:
A leadership style that features
participative management
delegation
employee empowerment,
and
self-directed teams
For Successful Reengineering:
FULLY COMMITTED TOP
MANAGEMENT IS
ABSOLUTELY ESSENTIAL
Present Influence
One of the most difficult aspects of
reengineering—perhaps the single
most difficult part for present staff—
is to avoid being influenced by
existing methods when seeking new
procedures
Consultants and Reengineering
Outside consultants bring to the
organization:
Unbiased external
perspective
Unfamiliarity with present processes
(and thus not influenced by them)
No political stake in what happens
Time and expertise that in-house
staff may lack
Classic Error
One classic reengineering error is
attempting to apply reengineering
within a specific department or unit
or trying to reengineer a single
department as a “model;” no one
organizational entity is completely
independent of all others.
The major hurdle:
The greatest barrier to
reengineering is employee fear—
often borne out—that reengineering
will result in job loss. This makes
the most difficult part of
reengineering the employee
relations issues.
The “New” Health Care System:
The realities of increasing
pressure to deliver more and
better care while financial
resources are constrained from
growing accordingly are forcing
structural changes throughout
health care.
New Forms
Today we are witnessing the
decline of autonomous,
individual institutions and the
growth of new collaborative
forms of organization through
closures and mergers and other
forms of affiliation.
Growth of “Systems”
Many communities have found it
necessary to give up their individual
community hospitals and merge
into larger entities or become part
of larger “systems.”
Problems?
The problems to be encountered
in merging institutions are
almost invariably underestimated, and often the most
difficult of these is the blending
of two organizational cultures.
Effect of Merger on Supervisors
For some supervisors, entry into a
merger means loss of supervisory
position or loss of employment
altogether.
For surviving supervisors, merger
usually means expanded
responsibilities.
Split Reporting
For a supervisor who survives a
merger, expanded
responsibilities often mean a
split-reporting relationship in
which the supervisor must
answer to two superiors.
For a Surviving Supervisor, Merger
Means:
More time managing, less time doing
other work;
More planning and organizing;
More need to practice proper
delegation;
More attention to prioritizing;
More attention to time management;
Improved personal organizing for
effectiveness;
More people to oversee,
Supervisor’s Key
Deadlines and follow-up
Any task worth assigning is
worth a specific deadline;
When a deadline arrives and the
results have not, follow-up at
once.