Though this organization was successful, they were not successful enough to be in the stuck state they were in. The growth of the Levon Corporation should have been the primary focus of everyone in the company especially the management team. Even though bringing the project management consultant in to outline to the management team the importance of project management functionality was stubbornly agreed upon it proved to be the first and most important step in the company’s change process. The employees will feel their opinions are suggestions are valued as a result of the management team taking the time to hear out the consultant. The apprehension of the management team is understood because that is the culture; however, once the functionality is implemented and the management team sees the growth and positive change, the company will be more adapt to change.
In the scenario, Emergency department staff members were likely shaken by this poor outcome of Mr. B., and would be motivated to change to a safer model just to avoid a repeat in the future. Staff members may be reluctant to change because of established habits in patient flow. This reluctance to change would be an identifiable restraining force, which opposes process improvement. Implementing a model which allows for rapid, safe adjustment to increasing acuity would help avoid poor outcomes in the future. Follow-up is
KPI’s enable you to measure progress towards it goals along a specific path by monitoring progress immediately and are able to be adjusted in real time. Therefore KPI’s need to be measurable and current and tied directly to individual or teams. These indicators should be able to be measured on a daily or weekly basis to ensure that if performance slips measures are taken for improvement and the success of these interventions are identifiable. Activity 4 Explain the role of an impact assessment in contingency planning and outline the steps within it. Impact assessment is the process of identifying the future consequences of a current or proposed action.
o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss. • This relates to strategy because it is important to understand the effect management has on it. o If a manager will suffer personal embarrassment or a loss by adopting a new (although better) strategy, they are more likely to simply stick with the current course of action. o This can be avoided by assessing and addressing the problems of an organization prior to major investments being made o Implication on strategic choice, as they can act for the betterment or detriment of the organization. o Differences in manager’s preferences are specific to their individual personalities, experiences and situations.
The learning curve will present challenges in that, employees will maintain the need to refer to the old system to proceed with business as usual. Possible struggles presented by the learning-curve are expected from several employees. Some will adjust more than others, but the main challenge is in the adaptation or orientation phase. Technologically, since the system is equipped with back up software, it should eventually eliminate the need for hard copy records and files. This will save time in the long run, which should encourage most employees despite their initial frustration with the management system change.
Role-playing takes place between the manager, programmer, and salesperson that act out roles to explore a particular scenario. They each specialize in their field, but the problems are that they are not working together as a team. By acting scenarios, they are likely to respond to different approaches and miscommunications. Louise, the manager, should have not take sides after calling out Ricardo for Frank to continue his problem. Frank may be the leading salesperson who has to deal with the situation when it actually happens (customer dissatisfaction).
Wal-Mart is a large monopoly that is rampaging through the world economy in disastrous ways. Many small town family owned businesses lost everything when a Wal-Mart was built nearby. The Hunter family owned a family business for 43 years and they were doing well until Wal-Mart came to town, which caused them to go out of business. Don Hunter said “Wal-Mart forces people out of business [and] the value of [their] building decreased greatly” after the Wal-Mart was built near by (Wal-Mart). Another man stated that Wal-Mart “steals hometown quality in a business that they will never be able to get back” (Norman qtd.
While senior management is getting raises and expanding their corporation, people are living in misery because of the lay-offs; this could change if the corporations gave those unemployed some compensation. Flint, one out of the 11 towns
Change is painful for some people, because they do not want to change; they want to remain the same. Countless self-help books and score of motivational speakers would tell you to embrace change, and that change is good/what one need to grow. Transforming organizations is tough! It is more difficult than many people realize just discussing changes in strategies can bring on problems for some people. Generally, leaders attempt change efforts that are too mild and then give them too little time to succeed.
GM’s current woes are nothing new. During the early 1980s management and assembly line workers in Fremont, California had reached an impasse. More than one fifth of the five thousand workers failed to even show for work daily. The workers believed that their jobs were considered expendable and management blamed the laborers for GM’s problems. A majority of workers had been there over 20 years and were “resistant” to change.