The meaning and of managing change

The meaning and of managing change The word change itself tends to be very confusing and everybody fears and tends to refuse change. If you ask any employee about change, he/she will have negative responses to change. Despite being complex and confusing yet it is very important due to the changing economic situations facing the world nowadays. However, the meaning of managing change varies according to people. For some people it maybe, a new way toward success for others it may be seen as a way to put its business onto new waves and so on. According to Michael Armstrong, Change management is the process of achieving the smooth implementation of change by planning and introducing it systematically, taking into account the likelihood of it being resisted. Success of implementing change depends largely on the way change it is managed. In this chapter, there will be an overview on different perspectives, importance on change management, including various tools used by researchers to asses change management. 2.2 CHANGE MANAGEMENT 2.2.1 Conceptual matters A.P Sloan (1967) stated that The circumstances of an ever-changing market and an ever-changing product are capable of breaking any business organization if that organization is unprepared for change. In other words, if an organization decides to change it cannot just happen it should be managed properly. 2.2.2 Typologies of change There three types of changes namely: Strategic Change Strategic change is defined as changes in the content of a firms strategy as defined by its scope, resource deployments, competitive advantages, and synergy (Hofer and Schendel, 1978). It is about changing the organizational vision, mission and objectives for a longer term for its betterment. Operational Change Operational change consists of changes occurring in the organizations structures, new systems, procedures or technology, which will contribute towards a better human productivity or increase profitability. According to Gartner, operational change is primordial in the provision of a high IT service quality. Transformational Change Transformational changes occur when there is a shift in the organizational culture resulting from a change in the organizational processes and strategies. 2.2.3 Change Process It is important for organization to understand the change process steps well and subsequently initialize those steps. According to Robert Bacal, it comprises three phases; preparation stage, acceptance stage and commitment stage. Figure 2.0-The steps in the Change Process Preparation Phase: Contact Stage: The very first stage whereby, an individual have direct contact with the possibility of change occurrence. Awareness Stage: The individual is aware that change is being considered. Acceptance Phase: Understanding Stage: Occurs when the individual shows a certain degree of understanding of the nature and intent of change. Positive Perception: The individual starts developing a positive view about change. Commitment Phase: Installation Stage: The change is being implemented and operational. Adoption Stage: The individual has now adopted the change and it is being long time enough to exhibit its positive result and impact. Institutionalization: Change is fully incorporated in the organization and has shown its worth, durability and continuity and is now considered as a routine operating procedures. Internalization: Individuals have become committed to change as they themselves consider it as compatible with their working behaviours, goals and organizational systems. 2.2.4 Change Models Over the past years there have various change models being used, some of the models are described below. Kurt Lewin (1951), The basic mechanisms for managing change In this model Lewin talk about three processes; unfreezing, changing and refreezing. Unfreezing implies changing the current attitudes and behaviours existing at the workplace. However, this process can lead to resistance, so change agent should analyze the possible problems and resolve them. Besides, changing is a process of transition whereby, change starts to be operational. While refreezing occurs once change is implemented and is in need of stabilization. Nevertheless it is a time consuming process, as people will have to adapt to this new development. The process is shown below: Figure 2.2- Lewin Three-Stage Approach to Change There is also a methodology proposed by Lewin for analyzing change, known as Field Force Analysis. This method analyzes the restraining or the driving force which will have an effect on the transition. The restraining force includes those who have a negative view on change. It assesses which one of the two forces has the balance of power. Subsequently, it allow practitioner to take necessary meausres to increase driving force and decrease restraining force. This can be illustrated diagrammatically; Figure 2.3- Source: http://www.valuebasedmanagement.net/methods_lewin_force_field_analysis.html Richard Beckhard (1969), change programme Beckhard initiated the following processes; The organization should set out desired goals and future organizational conditions after the change. Identify the current situation of the organization in relation with the goals. Identify the activities and commitment required during the transition to meet future goals. Develop appropriate strategies and action to manage this transition, taking into account factors that might affect this change. Beckhard alongside with David Gleicher developed a Change Equation which is shown below: Figure 2.3-Source: http://www.greatleadershipbydan.com/2009/01/beckhards-change-equation.html According to them the above factors is necessary for any organizational change, which is applicable before and after the change. Keith Thurley (1979) five approaches to managing change According to Thurley, there are five approaches to manage change which are; Directive This is done without any consultation and is imposed onto the people in times of critical situation or when other methods have failed. Bargained Here change is being bargained whereby employer and employee discuss, negotiate, and compromise before implementing change. The views of the employees are being taken into consideration. Hearts and minds This approach force to change the current attitudes, values and beliefs of the workforce. Through this approach, management seeks commitment, and shared vision from the workforce which does not mean participation. Analytical Analytical approach demonstrates clear definition of problem by diagnosing and analyzing the situation. Afterwards, collect data to set objectives and design change process and finally evaluating the result. This theoretical approach is very difficult to do in practice. Action-based It starts with a broad idea of the problem and it uses trial and error to get a better solution. It is less analytical and more involving. 2.2.5 Resistance to Change People resist change because they fear of the unknown, and thus create negative feelings about change. People want stability and equilibrium in their lives as well as working life and so resist changes. 2.2.5.1 Joan Woodward (1968), reasons for resisting change According to Joan Woodward (1968), resistance to change are due to: Fearing the unknown Many people are suspicious about change because it will disturb their method of work, or working conditions, thus they have a feeling of insecurity. Economic fear People may feel if changes occur they might lose their job. Inconvenience They think changes will make their life difficult. Symbolic fear Changes may affect some symbolic issues that people are attached to, like separate offices etc. Threat to interpersonal relationships They believe that changes may disrupt their working relationships. Menace to status and skill They tend to associate change to a method of de-skilling or a reduction in the status level. Competence fears If changes occur, they fear that they will not be able to adapt to new working demands and lack competencies. 2.2.5.2 Overcoming resistance to change Resistance to change is a problematic situation which organization should overcome. Organization can use the Six Change Approaches (Kotter and Schlesinger) to deal with resistance to change, for example: Education and Communication One of the reason people resist change is because, there is a lack of sharing of information. So management must, share and communicate information about the motives behind the change to its people. Participation and Involvement When employees are involved and participate in the change, they are more enthusiasm about change and hence do not resist change. Facilitation and Support Upper management must support and facilitate the transition; they should help them to overcome their fears, through counseling, mentoring and so on. Negotiation and Agreement Managers may negotiate with group of employees which possess enough power to influence resistance to change. They may offer incentives or make agreement between them to combat resistance. Manipulation and Co-option Kotter and Schlensinger have proposed a method of manipulation and co-option when all other methods seem to be ineffective. This technique manipulates people who are resisting change. An example can be, giving a symbolic role in decision making to a leader. However, if they find out they are manipulated, they will drive resistance to change higher. Explicit and Implicit Coercion This is the last resort that managers used, that is forcing employees to accept change, this can be effected through fear, by threatening employees lost of job, no career prospects and so on. 2.2.6 Implementing Change Nadler and Tushman (1980) have developed some guidelines for effective implementation of change: Motivate people to accept and adapt to changes. Good management and control should be ensured during and after transition through communication and proper image of the future. Ensure that politics dynamics support changes rather than reject it. Build stability of new structures and changes. In addition to these guidelines, changes will take place smoothly with the help of a change agent who can be internal or external. 2.2.7 Organizational Transformation Organizational transformation as per Cummins and Worley (2005) is A process of radically altering the organizations strategic direction, including fundamental changes in structures, processes and behaviours. John P Kotter ((The Heart of Change, 2002) introduced strategies for organizational transformation, which is summed up below: Increase urgency Make real and achievable objectives and drive motivation. Build the guiding team Build a team with right people possessing right kind attitudes, skills, commitment and so on Get the right vision Make the team build simple vision and strategy and focus on emotional and creative aspect for more efficiency Communicate Communicate to people and encourage them to participate. Empowerment Organization should empower its people, remove all obstacles, provide 360 degree feedback, support and recognize and reward them accordingly. Create short term wins Create short achievable aims, which are easy to attain. Organizations should also finish existing aims before starting new ones. Never give up Always encourage and motivate and communicate forecasted results. Stabilize change Once change is implemented should make it stick, by creating a culture of change in the organization. 2.2.8 Role of HR in managing change According to Ulrich (1997) the key role of HR practitioners during change, is to act as a change agent and thus provide for organizational transformation and cultural change. 2.2.8.1 HR practitioners as change agents There are four dimensions according to Caldwell (2001) that classify HR change agent: Transformational Change These are changes having a great impact on HR policies and practices of a business. Incremental Change It is gradual modification of HR policies and practices that have little effect on its activities. HR Vision Set of values and beliefs relating to HR functions which are a strategic business partner. HR Expertise HR professionals can use their expertise and knowhow to contribute for business success. 2.2.8.1 HR contribution in change management Ulrich (1998) says that HR practitioners are not fully comfortable or compatible in the role of change agent. Therefore their duty is not to perform change but is to ensure that change is implemented. Their contributions are mostly about implementing structures, systems etc that support change. So they will have to motivate, communicate and involve people in change management. HR specialist must also provide proper training and development programmes so that employees can upgrade their skills, behaviours to adapt to change. 2.3 Conclusion Changes always happen, so to remain up to date organization should invest in change management. Upper level management should feel the need for change and communicate to its people. Additionally, management should never be demotivated even if there is resistant, they should be perseverant and continue to encourage people to accept change. You should be the change that you want to see in the world Mahatma Gandhi. Information from this literature was used to develop the research methodology in Chapter 4.

Bshs 402 Final Exam

Final Exam Please use the Initial List of Case Management Functions located in the Appendix of your Rothman & Sager text on page 289 as well as chapter 2. Use the vignette below to provide Case Management services to this particular client. Please follow all of the steps in the Case Management functions to best serve your client. Please do not number each of the functions in question/answer form, but answer in essay format using APA standards. You will not earn credit unless each of the steps is clearly identified; you may use headings, italicized identification throughout the paragraph with each of the steps, etc.The final exam is due Week 5 Day 7. Please submit to the assignments section on your student website. Your paper should be at least 3-5 pages double spaced. Jack is a single father of two children. He has recently lost his job which is creating difficulties taking care of his family. He is on the verge of having his electricity and water cut off to his house. He is also str uggling to pay his mortgage. He is on his last $50 and still has to feed his family for the week. He has not had much luck on his own finding services to help him in this time of crisis.Recently, his two children have had difficulties in school acting out and not completing their school work. Jack is becoming frustrated and feels hopeless given his current situation. He comes to you looking for help. What do you do? Client Identification and Outreach In order to help Jack return stability into his life and that of his children we need to follow a schematic model of intervention as discussed in Chapter 2 of our text. The first step in implementing the case management process is Client Identification and Outreach.According to Rothman (1998), â€Å"the flow of clients into the organization can come through referrals of various kinds (agencies, families, community organizations, clergy, police, schools, self-referral, etc. )†. Therefore the agency must make itself available to re ceive clientele as they approach the system. Jack has contacted our agency through self-referral. Now we must set up an interview to find out more about Jack and his family. This will be accomplished through an intake interview. Intake, Assessment and Setting GoalsAn intake interview will take place during the first appointment in a formal setting such as the agency office where various administrative forms will be filed. Intake will include identifying Jack’s problem and situation. Also, it will be determined if there is an appropriate agency-client match. Eligibility will be examined and the financial situation appraised. The client will be given information about agency services, requirements, and limitations. At this time we hope to find out more details about Jack’s struggles and needs as well as some personal/family background information.Psychosocial Assessment The next step would be assessing the level of the client’s social, psychological, and physical functioning. This is a rather involved step in the process because not only does the information come from the client but other sources such as family, previous agencies, work place etc. In Jack’s case he will be the main contributor to his background information. During the assessment process we find out that Jack was laid off because the company downsized to be able to compete in today’s tough market.Jack was a computer analyst. The financial burden has become unbearable and added stress to Jack’s family life. Recently he vented out his frustration on his two children, and now regrets it. With bills piling up, grocery dwindling away, and his children’s poor academic performance jack finds himself in despair and in need of outside assistance. At this time it’s been determined that Jack has suffered an emotional breakdown because of high stress and on the verge of developing mild depression.His psychological needs should be addressed simultaneously while helping Jack get back on his feet and provide basic needs for his family. Jack has many friends but he is too proud to ask them for financial help. Goal Setting Now we are able to set up concrete goals with Jack because we have covered all necessary background information and determined what his needs are. First we must prioritize. Jack needs food for his family and to keep the household utilities fully functioning so that his children may continue leading a healthy daily routine.In order to maintain Jack’s psychological health a counselor from the agency will work with Jack on gaining emotional stability and dealing with daily stressors. It will take time to find Jack gainful employment; in the meantime the case manager will help him apply for unemployment. Also refer him to a local food bank for food. Throughout the goal setting process client’s input is crucial and a must to make sure all their needs are being addressed and the client’s wishes are hear d and considered.The short term goals would be Jack’s psychological stability, food for his family, and maintaining full functioning of the household. Long term goals would be finding Jack full time employment and possibly learning new job skills. Another goal is to boost his children’s academic performance. Resource Identification and Intervention Planning Now we are ready to start implementing our intervention plan. An intervention plan is obviously enhanced through use of available service resources.For the purpose of our client Jack the resources we need have already been established. Now the case manager must locate these resources by looking in to the information that’s already available from previous cases or researching new resources through available networks. It’s also helpful to connect with other agencies or individuals and request needed information. It’s important to include the client in resource identification process by asking abou t places they turn to for help and what has been useful to them, additional resources surface, some off-the-beaten-track.By doing this a case manager can find out a lot of useful information about agencies such as availability of resources, eligibility of clients, reliability and quality of services. Now we are ready for the next step. Intervention planning encompasses both treatment planning, in the sense of therapy and counseling, and service planning, which involves the linking of clients to external agencies and informal networks for more varied and comprehensive assistance.The client’s personal rights, needs, and goals are considered in their interrelatedness with the external realities of physical space, social supports, family structure, and the community’s social and political climate. The intervention plan for Jack is simple, receive counseling and apply for unemployment, go to the local food bank. The counselor might recommend other services for Jack if she d etermines there is a deeper issue that cannot be resolved without the help of a therapist. Jack’s children should participate on a few counseling sessions so that a healthy family tmosphere can be established at home. A counselor might suggest Jack take a parenting class to build positive relationships with his children. The steps must be clearly defined and written out preferably in a contract. Linking Jack to the services and supports I have already identified will be our next step in the intervention plan. The case manager may assist these clients in acquiring job interviewing and job searching skills. A social service agency can assist with perplexities about housing, job training, or family disruption.Professional linking does not consist of simply suggesting a referral. It also means making a good hook-up, including doing whatever is necessary to ensure that the client actually receives the needed aid. The case manager will connect Jack and his family with each agency a nd perform a follow up to make sure Jack has received the help and services he needed. This process calls for a wealth of knowledge about the community human services system: accurate, up-to-date information on policies, programs and procedures; contingencies and â€Å"loopholes†; and the costs and benefits of different options.Monitoring, Reassessment, and Outcome Evaluation Monitoring is following up on a client intervention plan to make sure it is carried out and that it brings about the helpful results that were intended. In monitoring, the practitioner sees to it that the agencies accepting clients actually provide the needed services, that aid from family or friends is forthcoming, and that the client carries out tasks that were agreed upon. It also is a means of tracking the practitioner’s own intended performance.In our case with Jack the case manager will place weekly phone calls and set up appointments every two weeks in order to measure client progress. If n eeded the check in sessions can become more frequent or less frequent depending on how well the client is doing. Monitoring is closely tied with reassessment because looking at a process in action automatically provides feedback about how the process is playing out and with what consequences. During reassessment it should be determined if the original intervention plan is working or if some goals need to be changed or adjusted depending on how well the plan has worked.Again it’s very important to utilize client input during monitoring and reassessment to determine success or failure of the plan and if any changes or adjustments are necessary. Finally, if the plan has worked and Jack is happily functioning in all areas of his life such as family, work and social circles, then the implemented intervention was successful. If not then the plan must be revised and new goals set up addressing areas of previous failure. All the while the case manager must give the client, Jack, empo werment to take charge of his life and never give up.The monitoring should come to a minimum at this point so the client does not come depend and rely on the case manager. However not all contact must be severed an occasional phone call or an appointment must be made to let the client know that the door is always open when he needs guidance or assistance. References Rothman, J. (1998). Case Management: Integrating Individual and Community Practice (2nd ed. ). Retrieved from The University of Phoenix eBook Collection.

Pythia (the Oracle of Delphi)

Portrait of a Priestess By: Joan Breton Connelly The historical figure referred to as the â€Å"Oracle of Delphi,† in ancient writings by Aeschylus, Aristotle, Diogenes, Euripides, Herodotus, Plato, Plutarch, and Sophocles, was the â€Å"Pythia,† or â€Å"Priestess† of the temple of Apollo at Delphi; located in a cave on mount Parnassus, beneath the caspian Spring. The Pythia was a respectable position for a women among the ancient greeks. Several women were selected to succeed the position of Pythia over the span of the temples practice from 1,400 BC-393 A.D. I will be focussing on one in particular, whose experience changes the requirements of the position. The Pythia was known for her prophetic visions, said to to be inspired by the God Apollo. Ancient from all around Greece would travel to Delphi in hopes to hear a prophecy from the Pythia that be would be reflect favorable on their future. The myth was that the fumes from the Caspian Spring inspired her visi ons. Three male priests would accompany her, and interpret her hysterical, unintelligible babble to the visitors.Modern historians and scientists theorize that a hallucinogenic gas from a seismic crack in the mountain intoxicated her, and was the cause of her erratic behavior. However, scientist extensive scientific research has been performed on the location and been found contradictory and inconclusive on both sides. There is no documented procedure on how they selected the Pythia, but it is assumed that she was selected upon the death of her predecessor and chosen from a guild of priestesses. She was always a young, respectable virgin, native to the area.Once she was selected she had to leave her family, forfeit her personal identity, and sever all communication with those she’d previously known. The benefits were that she would receive monetary compensation, position, attend public events, and own her property. They also appeared to select women upon aptitude rather than position in society. One Pythia could be well education and aristocratic, and another could be from the working class. At the Height of the Temples popularity there were up to three Pythias in residents.They would alternate between sessions, because the activity left them exhausted and delirious. It was said that the Pythias life was shortened from the strenuous occupation. After an incident where a Pythias was been attacked and killed for giving unfavorable prophecies, they increased the number. The Pythia I’m choosing served in 300AD, she was attacked and raped in the temple. Upon this incident the priests were forced to make a decision on the policy of the requirements of a priestess, because she was no longer a virgin. They changed the policy which opened the opportunity up to married women as well.I would like to write about this incident, because she was not only violated, but in jeopardy of losing her job, being exiled, and possibly killed. Once a year the Pythia would undergo a cleansing ritual, where she would bathe in the Caspian Stream. The procedure was extremely detailed and strict. I think this would be an awesome incident to write my monologue about. The importance and specificity of the ritual makes it an important event in her life. Also bathing in the toxic spring could also present an interesting opportunity to intoxication, and visions.The Pythias personal life, (I can only imagine) was one of deep sadness and extortion. She may have had high hopes for the position, she may not have wanted to serve at all, but it was not a position that would be socially acceptable to refuse. Not only did she have to lose her family and her identity, but she had to forfeit any chance of getting married and having children. She was in a temple, that was essentially a converted cave, and constantly hyped up on hallucinogens. It was basically an ancient form of prostitution. The temple made money off of her â€Å"prophecies† while her mind and bo dy was slowly destroyed from abuse.The danger of attack, rape and death were very real to her in everyday life. I can only imagine the state of her mind, and her misery. She was dealt a hand that appeared glamorous from the outside, but was misleading. The source of the Pythias visions remain a mystery, which I find both exciting and troubling. If it were true that the woman selected to be Pythia received divine visions from the God Apollo my conjecture about her personal life would differ greatly than if she were a drugged, captive woman who was forced to live a desolate life. I think the mystery of the Pythia, is what makes it so intriguing even to this day.

The Presentation of Authority and Inferiority in The...

The Presentation of Authority and Inferiority in The Tempest Shakespeare has staged a play that explores the human hierarchy of the Elizabethan era. At the time dominance of one person over another was part of a system, which kept the society going. The social hierarchy consisted of the educated, kings, bishops, lords and noble men at the top of the hierarchy, with the working class peasants at the bottom. Everyone had a fixed status in society. However this is all physically displaced on the island, as there is no social structure and it is uninhabited and tropical. Shakespeare sets his plays mainly in Italy; however in ‘The Tempest’ he has placed a group of civilised people into an unshaped and†¦show more content†¦We know this from the way he addresses the noble men. The punctuation shows that the boatswain is shouting. He is able to move from inferiority to authority because he has something that the noblemen above him do not. The question asked by the boatswain is to make a point, as he knows that they cannot do a nything. He shows them as being ignorant and stupid; the question is quite insulting, sarcastic and sharp. It was very unlikely that noblemen would talk in that manner. Even if the noblemen do not agree or see themselves as being inferior to the boatswain, they need him to save them all from dying even though this may all change after the storm. Antonio gained authority from his brother who once had ultimate authority, and now does not but rules over an uninhabited island. Caliban as a native authority but gave it away, he also transfers his master from Prospero to Trinculo. Shakespeare’s choice of language helps shape who he feels to be superior and inferior. Throughout the play we see how Prospero swears and shouts at Caliban he orders and ‘threats and curses’, Caliban does swear and curse but is usually stopped by Prospero, as we know he only uses this language in front of Caliban. Prospero speech is in verse and Caliban in prose the image of inferiority and superiority is portrayedShow MoreRelatedIgbo Dictionary129408 Words   |  518 Pagesvery difficult period this dictionary could not have appeared when it did. No one is better aware than myself of the many shortcomings of this work; it is offered to the world as a beginning rather than an achievement, a stimulus rather than an authority 3. Onitsha Igbo The dialect of both Mr Pearman’s MS and of the present form of the dictionary may be described as a generalized form of Onitsha. My own decision to work on Onitsha Igbo was prompted by the fact that while there are some good studies