temporary assinment paper

8/9/2019 Temporary Assinment Paper

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It is important to have a change in the organization. In addition, such change should be successfuland must contribute towards the success of the organization. A change entails realignment oforganizational systems and processes. Managing change involves institutionalizing the philosophyof change in the organization. Effective change management entails creating a definitive visionand managing the transition to the desired future state.

An organization operates in an environment of constant change. In order to survive, it is

imperative for the organization to anticipate any change in the environment and proactively worktowards eliminating the effect of the same. Organizational Structure OS defines the roles and theactivities of different organizational positions within..

Any substantial organizational change event, and the following transition period (such asrestructuring, mergers or acquisitions), that is not well managed can produce a steep decline inemployee morale, productivity, and commitment.

Organizations undergo change for their betterment. Either they change to adapt themselves to thevarying external conditions or they change to overhaul their internal processes and systems. Thesuccess of the organization lies in effectively managing the change. Organizational ChangeManagement OCM is an approach towards managing change using the...Organizational change is an ongoing process in order to bring the organizational systems and

processes in line with the factors prevailing in the external and internal environment of theorganization. The forces of organizational change include internal and external forces.Organization Development OD refers to the framework consisting of planned-change...

No business can be stagnant and expect to survive. An ongoing transformation process is the norm, and when business

does not evolve with the environment, failure results. Hospital business activity is influenced by a variety of internal and

external forces. Factors may include changes in reimbursement, a shortage or excess of labor, changes in the political

landscape, the economy, and others. Managers must be cognizant of the environment in which they function in order to

anticipate andrecognize the need for change and for facilities to remain viable entities.

The culture and history of the organization can influence responses to factors interpreted as threatening within the facility.

The internal climate that exists within a facility can determine the ability of the staff to accept change in a positive

manner. Poor morale, lack of trust, and a feeling of disengagement with the organization are internal factors that

influence the organization's ability to reform and succeed. If staff reductions are the immediate response to internal

threats without a clear plan of action, staff may not trust the organization to appropriately handle future events.

Downsizing, whether through eliminated positions, department outsourcing, or layoffs, is an unfortunate trend in health

care and often leads to more detrimental effects than it prevents. A secretive senior management also may lead to

distrust on the part of employees as opposed to an open communication model in which staff are kept apprised of events

that may impact their future.

A thorough and ongoing assessment of external and internal factors exerting an influence on the organization is expected

of senior leadership to define a proactive plan of action in anticipation of strategic threats. By developing and

implementing a plan of action in advance of anticipated negative events, corrective measures may be initiated. Whether it

is the development of a strategic plan or a process improvement study, forward-thinking organizations are defining an

action plan to respond to their environment in a positive manner, which is designed to accomplish their goals. Strategic

planning follows a well-known process of setting goals and defining implementation plans based on previous activities, a

next step, so to speak. In contrast, reengineering is radical redesign implying a major upheaval within the facility. By

carefully defining a strategic approach to workplace reengineering, reorganization, and redesign and incorporating the


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shipped out. Even small businesses now compete with and have access to products, labor, and newmarketing techniques from all over the world. The same holds true for workforces. Employee pools, oncethought of as geographically static, now migrate across international borders as easily as cars or computerchips. Companies can locate--or relocate--to where the tax laws are most advantageous and where skilled,cost-effective labor is most readily available. Workloads can be spread over several time zones to cut

production costs and facilitate delivery schedules. According to Forbes.com, analysts predict that by2015, more than 3 million white-collar jobs in the United States will be outsourced to other countries.

2. The Technological Revolution

Advances in technology drive change throughout organizations, enabling them to improve their businessprocesses by replacing routine activities with information systems and robotics. Instant electronictransmission makes it possible to move data entry jobs to any location on the globe.

Technology is also opening up a world of true employee participation in business decisionmaking.Intranet systems allow organizations to capture and share knowledge throughout the organization, toexchange best practices and good ideas company-wide, and to reinforce the corporate culture. That is thegood news. The downside, of course, is the loss of jobs. Automated teller machines, robots, and electronicvoice mail replace human bank tellers, assembly-line workers, and telephone operators who all used tocollect paychecks and are now collecting unemployment.

3. Customer Power

Consumers around the globe are becoming relentless in their demands for quality, service, customization,convenience, speed, and competitive pricing. And with global competition and the new technologies

providing customers greater choice about when, how, and where they will receive goods and services,they have, in effect, become the determining factor in the success or failure of most organizations.

4. The Knowledge Economy

The shift from industrial to knowledge-based organizations has occurred with extraordinary swiftness inthis country, and its impact on our thinking about work and the workplace has been as profound as thatexperienced in the 19th century when America shifted from being an agricultural nation to an industrialone. In fact, the challenges of the knowledge economy are affecting every aspect of the workplace. Only ageneration ago, trained technical workers were a relative rarity in this country. Now they constitute nearlya quarter of the total American workforce.

The most highly skilled, the so-called gold collar workers, are engaged in steadily more specializedactivities, while the tasks demanding less rigorous training (technical and legal research, lab analysis,computer programming, and the like) are being handed over to a growing body of "paraprofessional"

support workers whose roles in today's service/information world equate roughly to those carried out byskilled mechanics and quality control engineers in the Industrial Age. Specialized subcontractors in avariety of technical fields are also proliferating as large professional organizations like hospitals,consulting companies, law firms, multinational publishers, and media conglomerates find that detailedwork once done in-house can be done faster, more cost-effectively, and often better by independentspecialists.

5. The Changing Employer/Employee Loyalty Compact

In the "old deal" employer-employee compact, workers were guaranteed job security in a safe, stableorganization. Factory giants protected their workers by offering fair compensation and lifetime security.

In the "new deal," workers can no longer expect lifetime employment, nor can they expect stability.Change has become "business as usual." Employers, on the other hand, must deal with a far more mobileworkforce that has multiple loyalties and a different set of values than the previous generation. The


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brainworkers of today consider job-hopping a normal route to professional growth and personalfulfillment.

Related Results

Today it is more effective to think of loyalty in terms of flexible "temporary systems"--much like a sportsteam or a movie company. Temporary systems by their very nature are relatively short-term liaisons

between people constructed around a common purpose. These fast-paced new systems require a new,

enlightened form of loyalty based on shared values and goals, and mutual caring and respect.

Who's going to succeed in changing times?

These five forces are the defining events of the post-Industrial age, and together they have turned a oncepredictable landscape into a place where constant instability is the only "certainty." People who succeedin changing times have learned to turn instability to their advantage. They also know that change can be alinear progression or (more often) a discontinuous leap, and they are prepared for both!

Recessions and market turmoil present the best opportunity to drive organizational change, whether it's areorganization, turnaround, restructuring, whatever. Here's a five step process for effective organizationalchange; it'll work for any company in any situationToday's organizations are facing both external and internal forces that make change inevitable Changecan be threatening to individuals and organizations. It challenges the usually comfortable status quo andoften raises the possibility of job loss or at least change in job quality and statusEvery organization must change not only to survive, but also to retain its relevance in a world of intensecompetition, constant scientific progress, and rapid communication.A number of factors, in the modern business scenario, have necessitated organizational change. Theyinclude globalization, rapidly changing technology, and increasing Government regulations. Anorganization has to fully internalize and institutionalize the change in order to achieve organizational

success. An effective leadership facilitates change managementA central theme of this paper is that successful organizational change requires that executives accept thefull responsibilities of strategic leadership, has the ability to anticipate, envision, maintain flexibility,think strategically, and work with others to initiate changes that will create a viable future for theorganization.

An organization is, quite simply, any group of individuals who come together to try to achieve mutualgoals by means of a division of labor. This is done by means of setting goals that will further theorganization's growth and viability within the existing social and economic milieu as well as developingagreements among the people comprising the organization as to who will do what and when and underwhose supervision and guidance.

When contemplating changing anything about these arrangements, it is well to be advised to start at the

beginning of why and how this existing arrangement came to be and why it exists at the current time.After all, what has come to be accepted and observed as the standard operating procedures of anorganization came about for good reasons and have been effective at achieving beneficial results for a

period of time (perhaps a very long period of time). Altering an accepted, comfortable and heretofore


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useful way of doing things is challenging. The initial challenge that presents itself is fully comprehendingand appreciating the foundational narrative of the organization and the collective experiences thatmembers have shared since its inception. In other words, what of its past makes the organization ticktoday?

After coming to a thorough understanding of what makes the current organization tick, there are fivesteps that need to be taken sequentially in order to effect effective change.

1. The first step to take in initiating change within any type of organization is to create acute awareness ofhow things are now and how this state of affairs falls short of accomplishing stated goals and objectives.This can be done by disseminating occasional "state of the organization" reports as well as holding brief,

but frequent, "progress report" meetings within each department and/or subgroup.

2. The second step is to nurture understanding that something must be done to change the currentsituation. Solicitation of input from coworkers regarding what can be done to change things followslogically from the understanding that something should be done. "Input equals buy-in" and those whocontribute their ideas on how their organization should change have a strong investment in making thatchange happen.

3. Next, although people may provide suggestions as to how to change, unless there is a sense of urgencyto do so, change will be perceived merely as a concept rather than a process that needs to be startedimmediately. Once change is understood as needing to be accomplished, a positive perception of what itwill look like, both in terms of the transition process and the "finished product," needs to be fostered andfed by constant communication about the shared vision of the future and the specific ways everyone willindividually benefit in that new reality.

4. On the way to making the changed environment and operating procedures "stick" and stay feasiblethroughout the organization, there needs to be a well-thought-out program to ensure the actual adoption ofthe changes in the way things are done. Rewarding those who perform in the new ways and telling thestories of how their results better meet the current needs and accomplish the goals of the organization willgo a long way to moving all members toward behaving in the "new and better" way.

5. Once adopted as "the way things are done around here" change can be seen as having beeninstitutionalized within the organization and established as the new standard for performance andmeasurement of success, recognition and reward. Continue to solicit feedback on the new ways andrequest still other ways members can improve their respective job tasks to achieve even greater levels of

efficiency. The idea is to leverage the experience and ideas of those who do the job to improve the job ona continuous basis. Institutionalizing new and improved ways of doing things in an organization is anongoing process. In other words, managing organizational change means to continually insist on changefor the better.

Knowing the roots of the organization, where and when it arose and how it's progressed over time, andthen engaging in the five steps to initiating and managing organizational change, you will successfullyguide your organization through its transition from where it is now to where it needs to be for greatereffectiveness and better results.

Ken Wallace, M. Div., CSL has been in the organizational development field since 1973. He is a

seasoned consultant, speaker and executive coach with extensive business experience in multipleindustries who provides practical organizational direction and support for business leaders. A professionalmember of the National Speakers Association since 1989, he is also a member of the InternationalFederation for Professional Speaking and holds the Certified Seminar Leader (CSL) professional


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designation awarded by the American Seminar Leaders Association.

Ken is one of only eight certified Business Systems and Process Coaches worldwide for General Motors.

His topics include ethics, leadership, change, communication & his unique Optimal Process Designprogram.

Tel:(800)235-5690 Claim your FREE Leadership Self-Evaluation Checklist and your FREE 5-Day Mini-

Course on how to get off your mark and into the life of your dreams, "Get It Done By Tomorrow!" byvisiting the Better Than Your Best website and sign up for our FREE Newsletter.

Article Source:http://EzineArticles.com/?expert=Kenneth_Wallace

the premise that an organization must often fundamentally transform its business practices andorganizational culture to fully align with and realize the value of product and process innovations.The methods and practices that are set forth give readers the tools to create the essentialorganizational transformations needed to meet the challenges of a complex, rapidly evolving globaleconomy.
http://www.kenwallacecompany.com/http://ezinearticles.com/?expert=Kenneth_Wallacehttp://ezinearticles.com/?expert=Kenneth_Wallacehttp://www.kenwallacecompany.com/http://ezinearticles.com/?expert=Kenneth_Wallace

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