Who better to identify and resolve company problems than the people who work in the organization and know the company best? Delaney and Huselid agree: "Job or work structures have also been argued to enhance firm performance by allowing skilled and motivated employees to become more involved in determining what work is to be done and how it is to be performed." (Delaney, Huselid, 1996)
The situation of the organization determines what and to what degree changes need to be made. To be effective, a change may be small or minor. On the other hand, sweeping, systematic changes may be necessary for the improvements necessary. Bowen and Lawley III force the point: "Quality improvement may require changes in mission structure, job design, management practices, and every other facet of the [HR] organization." (Bowen, Lawler III, 1992) Another necessary effective change is the attitude that change is welcomed. If an organization will truly adopt and effective quality change, "the value of improvement must be ingrained in the [corporate] culture." (Bowen, Lawler III, 1992)
In conclusion, change is crucial. It demands preparation. It takes research. It takes courage. Change is only good if one is interested in remaining and attaining success. The suggestion is not to change everything because traditions are valuable. Predicting the outcomes of change is vital as well. Organizations cannot effect change and not track the results. How would an organization know if the change was an effective use of time and assets? If the problem remains or if the original problem is gone, but as a consequence, other problems arise, the change was not effective.
Performance excellence culture seems intuitive and logical. Though it is, most organizations do not pursue it. Executives make feel change cost too much time and money. Executives desire the bulk of the organization's profits. They do not wish the profit used toward making the working lives of the workers better. It is fundamental of capitalism. Capitalism desires the most products produced to generate the most capital possible in the shortest amount of time for the longest amount of time. Nowhere does it mention or matter about the quality of the working culture in an organization. If the mainstream practice was to take time to generate performance excellence cultures...
Organizational Change The Burke-Litwin Model contains twelve organizational variables. Each of these variables is interconnected, so that changes in one variable will affect the others. Also built into the model is the idea that change can occur as the result of a concerted effort to change multiple variables. Ideally, an organizational change program will be strongest when all of the different variables are aligned in the direction of the desired change.
Organizational Change Plan -- Part III: As explained in the previous articles, the setting up of an Electronic Medical Record in a healthcare facility is a positive measure to improve the efficiency of the facility and cope up with the constantly changing technological world. The implementation of the system in a health facility is also beneficial in enhancing the quality of services, productivity, and the overall output. One of the most
Change Plan Effectiveness of the organizational change There are various questions that the leaders of the organization have to ask themselves such as what happened after the changes? Were the expected results got? What were results got that were unexpected? Did the performance of the organization improve? Did the performance decline? Do any adjustments need to occur? The changes that have been implemented should be reflected on the performance of the organization.
Organizational Change Management Plan The pervasive adoption of home care treatment programs over their more costly and less flexible institutionalized counterparts is forcing rapid change throughout the healthcare industry. Many of these changes are predicated on serving the patient more effectively, and this often encompasses their treatment programs, the level of patient satisfaction attained with their remote care, and the effectiveness of remote support and treatment from trained healthcare professionals. Telemedicine's
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major
Exploring the complex web of meaning and interpretation attached to concepts like nostalgia would illuminate aspects of resistance in ways that current rationality-based theories do not. Greater attention to affect, identity, symbolism, aesthetics, and related subjects would provide a useful balance to change and innovation research. It is important to acknowledge the many sides of human beings and consider how they may figure in starting, sustaining, and resisting change. We
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