Change and Culture Case Study Ii

ii) What changes or restructuring is occurring and why? Refer to the situational analysis that you completed – is the company hiring or laying off?

In tough economic times, companies are looking for ways to continue to provide services and products to the public without compromising quality and efficiency. When it comes to smaller businesses, or businesses that provide the same product or service, it is often wise to merge the companies together to form a stronger, more stable structure. This will take place when Frithsen Physical Therapy merges with Select Physical Therapy. Select Physical Therapy is a national corporation that provides physical therapy as well as aquatic

Six months after the merger of Mercy Medical Hospitals and the Promedica Health Systems, the new administration initiated a significant reduction in workforce. The decision was made to redesign patient care delivery. The administration’s first job redesign recommendation was that of a universal worker. The universal worker would deliver many support services. Although this is not a fail proof system, the administration wanted other options to be considered as well.

Also, consider a meeting to allow everyone to bring their ideas to the table. If everyone is on board and feel they are part of the change, they are more willing to participate. (Umble 2014). This engages the employees making them feel a part of the team and the change. The perception is that they are part of the change and will have job security. Allow everyone to come to an agreed decision of what changes need to be made and how it can be improved. Be sure to include everyone in the decision making.

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.

The purpose of this report was to examine organization restructuring. Research for the report included literature based on organizational restructuring and the various processes involved in restructuring. The major findings indicate that the two methods commonly used for organizational restructuring to be downsizing and reengineering of business processes(Cummings & Worley, 2008). Downsizing assist the company to reduce its workforce, and this saves cost in terms of payroll reduction. Reengineering allows a company to change and adapt to the way it

Restructuring an organization comes with many challenges and hardship for an individual, organization and the environment. Employees become stressed or distrustful of their employer, its management and their coworkers because the trust is lost. There are three crucial obstacles or challenges that management faces in any restructuring program. They include: 1) “Design – what type of restructuring is the best fit for an organization to resolve precise challenge,

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

The main objective of this report is to gain a better understanding of large scale organizational change. The different changes implemented by General Motors company in an attempt to cope with the economical crisis of 2008 is a perfect example of this concept.

The job of a middle manager is not easy, especially during times of extreme change. It requires balancing and maintaining varying personnel within the organization including upper management and a subordinate workforce. An option for many who successfully have not influenced the direction of an organization is to leave the company. However, according to Covey (2004), “A more common but insidious alternative is to remain and become a mindless conveyor of decisions from the top” (p. 47). The middle manager who manages to compete with the pressures from upper management with some degree of success faces alternate

Often times organization cultures undergo major changes. Usually these changes are to put into place new and improved organization cultures. Change is inevitable on the individual, group, and organization level. In their works Dupais, Mcainey, Fortune, Ploeg, & Witt (2014) define culture change as " an ongoing and evolving process that invokes the difficult work of critically reexamine the language, values and assumptions, attitudes, practices, approaches, policies me added within an organization." According to McKinney (1976) culture change needs to meet felt needs of the member of the society.

The need for transformation in any given organization arises when discontent is felt at the current procedures and strategies of the organization (Oden, 1999, p.20). The results gained from the procedures perfected over time by the organization, may become unprogressive and may actually make the owners of these companies question their own values before any outsider does. With so much competition in the ever-changing market, change and good change at that, becomes a necessity. This change should come following a strategy lest it be lost to the whims of employees.

Change is unavoidable, it is a transformation of one thing into another. In the year 1990, Peter Senge said that we need to start acting like gardeners and stop thinking like mechanics in order for big companies to change (Webber, A. 1999). As a leader of an inter-disciplinary team, I am responsible for the rehabilitation of clients into their homes. Our company have just secured a new contract from the Ministry of Health and needs to widen the scope of its services. As of the moment, we have 12 staff and the management advised me that we can employ 8 more staff. Therefore, I need to decide the health care services and the qualities of the new employees that we will hire. This paper will tackle about leading a team into change.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.