I will make sure that I reassure the individual and explain that their safety is the most important and that it is my duty of care to tell the manager. I will make sure that I let my manager know what has happened immediately and pass this information on in private and make sure my report is also confidential. I will only report and record the facts - what the individual has told me. Depending on what is found out the individual might need to continue to be monitored and a plan of care will be put in place that must be followed to protect the service user. I will make sure that I let my manager know and report and record this in private but if the allegation is about my manager or the manager is unwilling to do anything, I will follow my company policy of reporting abuse and report to CQC.
Soonest as possible but not later than 24hours of my suspicions I call to the office and contact the Safeguarding Tem. 5.2.2 Explain the actions to take if an individual alleges that they are being abused: In case when the individual have been abused, I take the event seriously. I always d follow the company´s Policies and Procedures, keeping the Confidentiality and proceeding by the Importance of Agreed Ways of Working. I should protect the person. Report to safeguarding Authority or to the police.
One group is willing to adapt to the change and work with it, but the other group has questions and this leads to tension inside the HR department where two different staff groups need to work together. There are two ways to influence the stakeholders to support the change. 1. Winning the support of those who oppose the change. Because the group is divided the new HR manager can convince them to work with the change process and supply them with
However, it may lead staff to feel unappreciated and angry. This style can also prevent staff from developing their own initiative. Communications can break down and in the long run the employees can lose their drive for the job. The democratic leader encourages people to be part of the decision making process. The leader is still in control, however, this leadership style allows others to use their personal experiences and expertise to help the team.
The company lacked synergy among departments which often resulted in technical glitches that cost time and money during the design moves. Straberg recruited other company executives with strong track records in innovation to speed the transition. These members were from a heterogeneous group with a “variety of knowledge, information, and experience to draw upon (Ivancevich, p. 284).” The idea was to incorporate a member from every group to accomplish a common organizational goal. The proximity of these members increased interactions. “Highly cohesive groups are important forces in influencing organizational behavior (p. 291).” This approach created groupthink among the members because not everyone had previously participated in product creations.
Case Study: Managing Virtual Work Teams Part 1- Conflict Response: I would suggest Lauren using compromising approach to deal with the conflict situation she might face during the meeting with the virtual team. Although “Collaborating” seems to be a win-win solution to many conflict situations, it is not easy to accomplish in short time. I believed compromising approach has considerable practical appeal to Lauren in this case. First, there is time pressure in this case. Lauren is assigned manager of the project and she need to work the team effectively and efficiency for sure.
That is why people avoid change. To encourage people to assist with the change, you must create a sense of urgency (Kotter, 1996, 1998) 2) You can try and battle the resistance to change that people have by yourself, or you can make your life much easier by enlisting the help of others. To counteract resistance, one option is to form a powerful coalition of managers to work with the most resistant people. 3) While it is not impossible to get things done without a definite plan of action, it is much simpler (and you get more cooperation) if there is a clear plan in place. Creating a vision and the strategies for achieving the vision will help expedite the change.
This attitude can lead to the rejection of new ideas, and can hinder a company’s performance. Long-term employees do bring insight to the job. They have seen many things and are very knowledgeable about their work. The problem is not keeping older employees; it is when these employees do not continue to bring innovative ideas. Performance should rate higher than tenure, even though tenure is still important.
We are encouraged to focus on all the bad things that may happen especially from our news and media telling us how things are not as good as they used to be. Another reason people fear change because it is the unknown. Lack of knowledge creates fear. People become comfortable with the status quo. So, even when something changes for the better, it takes energy to accept it.
“If you can sell your employees on the company's future and the importance of their role in it there are numerous advantages people are more likely to generate their own ideas, to contribute with enthusiasm, to keep slogging when it becomes unpleasant, and also to experience a sense of camaraderie and togetherness” (Spiro 2010) Another significant error that was made was in the HP story in which the vision was never communicated, step four. From the very start of the merger Walter Hewlett was not on board with it and therefore Fiorina also had a problem with step one. Although it seemed like she did try to implement change, and