Organizational Change: Role of the Leader
Being America's largest civil rights organization, the Human Rights Campaign (HRC) largely concerns itself with the role of improving the lives of lesbian, gay, bisexual, and transgender (LGBT) persons "by advocating for equal rights and benefits in the workplace, ensuring families are treated equally under the law and increasing public support among all Americans" (HRC, 2014). Capitalist structures have facilitated the campaign's operations -- there has been a substantial rise in lesbian and gay identity in America, and corporations have been increasingly progressive in their practices towards such individuals (Githens, 2009). However, the same is not the case in many other countries. The HRC admits that millions of LGBT persons across the world still live in isolation and fear, and under the rule of administrations that criminalize their identities and sexual orientations. To this end, the campaign is seeking to expand its operations into the global front, and reach out to the public in those countries that are yet to show reception for LGBT identities through research, partnerships, fellowships, advocacy, and education.
This is a large-scale change that is likely to call for a complete overhaul of some of the structures currently in place. As expected, there will be more information discussions, education campaigns, training...
Change agents must address both the process-centric and people-based aspects of change for lasting contributions to be made to their organizations. Theirs is the role of disruptor of the status quo, as in many organizations there is a tendency to become lethargic and complacent about the need for change. Instead, change agents are more comparable to disruptors of change who should not be silenced but encouraged instead (Zigarmi, 2008).
Organizational Change Recruiting and Retaining Talent In response to the scenario provided, the scenario represents one of the more extreme examples of organizational change. However, there are three months to prepare for the change which provides for some level of planning and facilitation for the change. This analysis will create a guide for attempting to meet the objectives of employee retention throughout the transition. There will undoubtedly be a great deal of
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
Changing role of HR management in response to trends in globalization, technology, diversity, e-Business, and ethics Human resources management of any organization has many functions which it continues to perform. One major function is that is provides the organization with the necessary human resources for it to continue in its day-to-day activities. The business environment in which companies operate is quite dynamic and is exposed to various internal and external factors
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
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus
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