The Addiction And Its Effects On The American Economy

Workaholism, defined broadly as work addiction, still lacks a specific, widely accepted definition, even though it is becoming increasingly prevalent in the United States. As job insecurity has increased following the Great Recession and technology has allowed for employees to be constantly connected to the office (Shifron Reysen, 2011; Foster, 2014), people often find themselves working more. Indeed, Americans are taking less time off than they have in the past (All Work, 2014) and 25-30% identify as workaholics (Robinson, 2001 as cited in Shifron Reysen, 2011). There is still a debate over whether workaholism is a genuine addiction/disease, or just the set of associated behaviors, i.e. working excessively, thinking ceaselessly about†¦show more content†¦Additionally, productivity seems to plateau after a certain amount of weekly working hours. One study found that increasing working hours to over 60 per week caused productivity to increase for three to four weeks, then d ecline sharply (Covert, 2014), while another found that productivity declined after 49 hours per week, regardless of the weeks worked (Pencavel, 2014 as cited in C.W., 2014). By studying data from World War I munitions workers, the latter study provided a direct, concrete measure of productivity, while the former focused on more modern, white collar work, suggesting that decreases in productivity with increased work hours can be observed across a broad spectrum of career fields. In addition, Ng, Sorenson, Feldman (2007) reported that although working longer hours led to greater job performance in the short term, it took a toll on performance in the long term because of the decline in employee health. In addition to excessively long work hours, a lack of vacation time negatively affects productivity. However, American workers often do not or cannot take a vacation. The United States is the only advanced nation that does not guarantee paid vacation, while European countries allow for 20 to 30 paid days off annually (Covert, 2014; Olen, 2014). Even with these

Difference Between Utilitarianism And Nietzsche - 934 Words

Paper One Philosophy Utilitarianism and Nietzsche Utilitarianism is the actions that things are right by what makes others the happiest. Utilitarianism and Nietzsche theories are very important to know because they show us ways that our society conducts in. Knowing these theories can help us understand or even question the way we believe. The theory is Utilitarianism is an ethical theory of right and wrong and it solely relies on outcomes. Some criticisms of act-utilitarianism are slavery and the act that it was permissible if produced that person the greatest amount of happiness. Rule-utilitarianism is a rule that creates the greatest good, which means even if it’s a bad act upon society if it was to reach the greatest good, it is†¦show more content†¦When we do something noble, we do it for the emotional satisfaction that we receive. That’s why serial killers get satisfaction from killing, because that’s what brings them emotional satisfaction. So, emotionally it doesn’t have to be a good act t o feel that sense of happiness. Act-utilitarianism follows utilitarianism meaning that they would do the right action according to the situation. They try to judge the right of actions based on what they choose. There is no in between in these theories, all of them want to maximize happiness. Knowing how to tote up utility is generated by various actions. Whatever makes an action right or wrong the consequences behind them is what an act-utilitarianism would go by. Critics argue that act-utilitarianism is not consistent with our considered judgements about justice. According to hedonism the only thing that is good in this world is self-pleasure and happiness. Others see desires whatever that person desires, is what is good in the world. A lot of people believe that Act-utilitarianism is objective but it’s very the rule of worship is where act-utilitarianism criticize rule-utilitarianism for irrationally supporting rule-based actions. They recognize rules can have values but they have no time to deliberate. R ule-worship believes that act-utilitarianism and rule-utilitarianism is different. Happiness is intended pleasure, and absence of pain; by â€Å"unhappiness†. When people know that more good can be done, the rule is overridden.Show MoreRelatedThe Theories Of Pleasure And Ethics1544 Words   |  7 Pagesinteresting gentlemen such, Friedrich Nietzsche and John Stuart Mills were important influential philosophers from the early 19th century. I’ll be comparing both philosophers’ theories of pleasure and ethics. Also, I’m going to focusing on the major similarities and differences they individually perceive on both topics. Now let us walk through both of their individual backgrounds to get familiar with their ideas and beliefs on society. German Philosopher Friedrich Nietzsche was recognized from his writingsRead MoreThe Idle No More Movement1478 Words   |  6 Pages Friedrich Nietzsche is a German philosopher that has a great influence on Western philosophy. One of his works called On the Genealogy of Morals discusses an overlying theme of superiority and power as well as â€Å"good and bad†. This book discusses the difference that the power that superior people have compared the the weak and poor. Nietzsche exemplifies how the powerful seem to â€Å"forget† about issues that do not pertain to themselves where as the weak fight for the issues (Nietzsche, 2007, pp 14)Read MoreNietzsche And Mill s Theory Of Morality Essay1505 Words   |  7 Pages Nietzsche and Mill have explored the theory of ‘morality’ from different perspectives. The two philosophers appear to get along that the notion ‘morality’ has been exploited to a great extent, though a little certainty has been provided on the issue. The two philosophers agree on the complexity of the issue. Mill’s theory of ethics is based on the concept of ‘utility. The philosopher provides the meaning of the idea as it has been largely perverted. Nietzsche stipulates that ‘morality’ is notRead MorePhilosophy of Ethics Essay2233 Words   |  9 Pagespleasures: the need of life, bodily health, and peace of mind. One of the last major philosophers of Virtue Ethics was Plutarch who advocated virtue but disagreed with Epicurus because he believed there was no true pleasure. At this same time, between 400 B.C.- 40 B.C. Stoic philosophers such Cicero, who combined the philosophies of Aristotle and Plato, developed his idea on ethic s and how everyone has a duty and should imitate virtue for others. He said duty has two points which are to achieveRead More Comparing Nietzsche and Schopenhauers Attitudes Towards Life3293 Words   |  14 PagesComparing Nietzsche and Schopenhauers Attitudes Towards Life ABSTRACT: On the basis of his metaphysics, Schopenhauer was led to advocate quietism and resignation as attitudes toward life. In the course of his career, Nietzsche reversed his estimation of Schopenhauer from initial agreement to final excoriation. In what follows, I examine and assess the grounds on which Nietzsche revised his opinion of Schopenhauer as educator of humanity. I argue that three fundamental issues divide Nietzsche andRead MoreAn Overview Of The Ethical1407 Words   |  6 Pagesï ¿ ¼Ã¯ ¿ ¼ÃƒËœÃ¯Æ'Ëœ Various philosophers through the centuries have had a tremendous impact on the way modern society thinks. ØïÆ'Ëœ Friedrich Nietzsche (1844-1900) influenced modern thinking with his â€Å"God is dead† philosophy. This meant that there was no longer any room for God in an enlightened and civilized society. ØïÆ'Ëœ John Stuart Mill (1806-1873) helped popularize the philosophy of utilitarianism. The basic idea is that morality is determined based upon what is the greatest good for the greatest number of people. ØïÆ'ËœRead MoreContemporary Ethical Theory Philosophers5014 Words   |  21 Pagesmuch happiness some action produces. Moore and Ross denied that the rightness of an act or the goodness of an end can be defined in terms of happiness or any other natural property or thing. (They disagreed with each other about the relationship between rightness and goodness.) But like the utilitarians, they believed that moral judgments are a type of factual judgment.thics and virtue ethics, as explained in Chapter 10The contemporary British linguistic philosopher R. M. Hare (1919–2002) saidRead MoreThe Universal Declaration Of Human Rights3323 Words   |  14 Pagesimportant to note that criticisms towards human rights have existed since eighteenth century. A lot of criticisms have come from utilitarian philosophers such as Jeremy Bentham (Benthan 1943) and John Stuart Mill. The reason behind this is that utilitarianism believes that goodness or truth are not abstract principles and can change their meaning depending on the context in which they are discussed. While Benthan rejected the idea of rights viewing them as neither observable nor enforceable, Mill wentRead MoreKant s Categorical Imperative For The Practice Of Modern Medicine3842 Words   |  16 Pagesmaxim always a legislating member in the universal kingdom of ends.† In order to act in accordance with these formulations one must use his/her reason and avoid acting out of rash passions and desires. Kant saw human nature as experiencing a tension between animal inclinations and the voice of rationality which we should aim to listen to. Thus autonomy is all important in order for us to govern our decision making process and think through Kant’s formulations to give the most moral outcome. Kant wasRead MoreThe Emergence And Development Of Russia s Radical During The Post Reform Era2688 Words   |  11 PagesFrank Masi History 127B How would you explain the emergence and development of Russia’s radical intelligentsia during the post-reform era? What were the major ideological positions and differences? Why were these positions believed to be the only possible paths to significant political change? The emergence of the intelligentsia can be heavily attributed to a general feeling of unease towards the future of the Russian Empire, which is examined by David Saunders in his book entitled â€Å"Russia in the

Learning With Style Essay - 912 Words

In 1979 Howard Gardner started researching human potential, this research led to a book entitled â€Å"Frames of Mind† this book introduced the theory of multiple intelligences (Armstrong). The theory of multiple intelligences challenged the conventional idea that intelligence could be measured and scored by a simple test giving us an â€Å"IQ† number. (Armstrong) The theory of multiple intelligences propounds that intelligence can be found in many forms and that different learning methods are required for different intelligences. Gardner identified 8 â€Å"intelligences†: linguistic, logical-mathematical, spatial, mechanical-kinesthetic, musical, interpersonal intrapersonal, and naturalist. (Armstrong) According to the theory: Linguistic intelligence†¦show more content†¦A key point to the theory of multiple intelligence is that every individual contains each intelligence to some degree, and everyone is capable of developing each intelligence to a level of competence (Armstrong). Instructors using the theory should be aware that while understanding a student’s strengths allows them to be taught more effectively; it is important to present students with opportunities to strengthen their weaknesses. This can only be accomplished by exposing them to all the intelligences. (Hoerr). When teaching a child with a strong linguistic intelligence word problems and stories around numbers can help them strengthen their mathematical-logical intelligence. Books on tape can aid someone with musical i ntelligence in strengthening their linguistic skill (Hoerr). The important thing is to identify a learner’s strengths and use those strengths to develop their weaknesses. Using multiple strategies to teach a concept can present a challenge in a structured classroom environment and can be accomplished at the elementary level by separating a classroom into â€Å"learning centers† that each focus on presenting information in a way that appeals to different intelligence (Hoerr). In adult learners who have not developed all their intelligences to a competent level, it is important to consider your learning style before choosing a college; either online or brick and mortar (Haynie). It is important investigate howShow MoreRelatedLearning Styles And The Learning Style1811 Words   |  8 Pageswill be exploring the importance of learning styles and the effectiveness of them to student nurses, providing evidence from learning theories and also acknowledging David Kolb’s experiential cycle (1984). Furthermore, I will be discussing my dominant learning style, providing the advantages and disadvantages of my learning style on my learning and development, considering the various ways I can improve my learning. I will also explain my weaker learning style and express the different ways I canRead MoreLearning Styles : A Learning Style Assessment1520 Words   |  7 PagesA learning style is a term used to describe the ways in which people gather, interpret, and store information. Each style can be broken down into a category based on sensory needs: auditory, visual, and tactile. The presumption is that you will best retain the information presented to you if the conditions of your learning style meet. Based on the idea that learning styles exist, I consider myself a visual learner. I prefer to write instructions and keep my thoughts organized. I generate ideas basedRead MoreLearning Styles And The Learning1679 Words   |  7 PagesAccording to the researchers, the experiential learning is the best way to teach the students. They said that the knowledge process is made with the help of transformation and the series of experiences (Peter, 2010). Later on, the researchers showed that the learning styles is the collection of the characteristics, the ways of gathering information, organizing information and thinking about the information. It is an examined fact that the people’s learning style includes all the things they know, actsRead MoreLearning Styles and Learning Theories963 Words   |  4 Pages Building on from the learning styles and theories I have covered, it is clear to see that although they target multiple learning groups; they fail to underpin any techniques, skills and strategies to become an effective learner. â€Å"Many students can perform and obtain good results, but that itself may be insufficient to make them effective learners. Often the distinction between performance and learning is blurred and many students have difficulty reflecting on how they can learn to become betterRead MoreLearning Styles And Teaching Styles1877 Words   |  8 Pagesa multitude of different learning styles, the highly-Recognized ones being Visual, Aural, Verbal Physical, Logical, Social and Solitary Learning. It is imperative for teachers, especially young teacher who may lack experience to understand the dynamics of all these different learning styles. It is also important for teachers to be flexible in their lesson plans and overall teaching strategy’s because not all of your students will learn best from the same teaching styles and no one student will useRead MoreVark Learning Styles: Read/Write Learning Style1002 Words   |  5 Pages VARK Learning styles: Read/write learning style Name: Institution: VARK Learning styles: Read/write learning style Overview of the read/write learning style The read/write learning style mainly makes the use of printed words to receive and convey learning information. Using the style enables one skill to become the input of another through the transfer of the ability to read to that of writing. The skills transfer is integral in raising the awareness of how the structural components involved inRead MoreVark Learning Styles: Read/Write Learning Style1031 Words   |  5 Pages VARK Learning styles: Read/write learning style Name: Institution: VARK Learning styles: Read/write learning style Overview of the read/write learning style The read/write learning style mainly makes the use of printed words to receive and convey learning information. Using the style enables one skill to become the input of another through the transfer of the ability to read to that of writing. The skills transfer is integral in raising the awareness of how the structural components involved inRead MoreThe Objective Of Learning Styles966 Words   |  4 PagesThe objective of learning is to understand information intended to be learned. 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The first site I used gave me a numericalRead MoreLearning Styles And Their Application1671 Words   |  7 Pages Various Learning Styles and their Application: Connecting Learning Styles to Training and Development Katie Gardner Kennesaw State University Abstract This paper examines three models of learning styles including Kolb Experiential Learning Model, the VARK model, and the Honey and Mumford model. While the research on these three learning style models details both strengths and weaknesses, an alternative is suggested and explored in this paper. The methods by which each model is

An Organization Customer Support, Finance, Accounting,...

Change Proposal In an organization customer support, finance, accounting, sales, marketing, and operations are some of the different divisions that many businesses consist of. In this report it will display the proposal modifications that will affect the sales division at the Kudler’s Fine Foods organization. The purpose of this report is to examine the structure and operation of the sales department at Kudler’s Fine Foods and obtain the authorization to implement a certain types of changes which will help the sales department operate more effectively. The first area of this report will explain why a change is required and how the proposed changes will benefit the organization. Then, this report will examine the four areas of change management and how each area’s purpose relates to the problems faced by the company. After that, the report will provide a summary of how company management will use the projected changes to make adjustments in the work environme nt. Lastly, this report will support the change proposals position by demonstrating information regarding the company’s expected return on investment Need for Change Implementing a change management program at Kudler Fine Foods will assist management as they seek to appropriately control the change within their organization (Leban Stone, 2015). The change management program’s main purpose is to ensure that upper management employees accept and understand the types of changes that are needed to maximizeShow MoreRelatedImplementing Enterprise Resource Planning ( Erp ) Systems1441 Words   |  6 Pagesvarious departments of an organization will input data essential to their core activities; and this data can be utilized to help other departments perform their activities faster and more efficiently. The idea is to have all aspects of an organization work from the same data. Organizations have abandoned the legacy systems of the past in favor of utilizing this application software that is designed to integrate what used to be disparate systems into an efficient operation of core corporate activitiesRead MoreCase Study of Pro stitution1406 Words   |  6 PagesJob analysis Finance Division Job profile Has overall responsibility and accountability for providing direction in the area of treasury services, accounting services, or procurement services. This position has discretion in establishing overall operating policies and procedures for assigned   QUALIFICATIONS Bachelors Degree in accounting, finance, business administration or related field. Relevant experience may substitute for the degree requirement on a year-for-year basis. Eight years of progressivelyRead MoreOverview of Management at Kudler Fine Foods, Virtual Organization1423 Words   |  6 PagesThis text is about Kudler Fine Foods, a virtual organization, used for the purpose of give an overview of management. This will identify the primary functions of management through the description of whom is responsible for each function at Kudler, explaining how technology and internet are used nowadays and how affects the management of the organization, and illustrating each of the five forces from Porter’s Model. Kathy Kudler was the VP of Marketing of a large defense contractor company and decidedRead MoreThe Key Point Of Business Management1535 Words   |  7 Pages(Why You Must Adapt or Watch Your Business Die.) All organizations have to adapt to society, and the organizations have to have high performance on competition. However, the business world is quick changing every day. One key that help the organizations avoid risk successfully is the ability to understand the complexities of the organization’s targets, for example, customers, prospects and partners. Consequently, executives of the organizations have to create policy that can make vantage on competitionRead MoreManagement and Functional Areas1731 Words   |  7 Pagesnetworks and data sources that collects, transforms and distributes information in an organization. An MIS helps decision making by providing timely, relevant and accurate information to managers. The physical components of an MIS include hardware, software, database, personnel and procedures. Management information is an important input for efficient performance of various managerial functions at different organization levels. The information system facilitates decision making. Management functionsRead MoreRiordan Manufacturing IS Upgrade Essay1673 Words   |  7 Pages(Riordan Manufacturing Intranet, 2005) Your current information systems state will not enable Riordan to achieve this mark, especially in the finance, accounting and inventory areas. We will demonstrate how systems upgrades at your Atlanta, Georgia and Pontiac, Michigan plants will improve information integrity and availability through your entire organization. This investment in the future will guarantee your financial success of the future. In examination of your network topography, software andRead MoreBsa 310 Riordan Business Systems Review5096 Words   |  21 PagesManufacturing has been on a steady growth pattern since it began in 1991. Riordan currently has multiple databases handling separate aspects of the company. Each branch of Riordan Manufacturing has its own databases for human resources, sales, accounting and finance, operations and security. This paper presents the problems this type of system can cause and recommendations of a system that will integrate all locations regardless of city, state or country. These recommendations will integrate Riordan’s businessRead MoreSwot Analysis : Value Chain1514 Words   |  7 PagesValue chain analysis has proven to be a useful tool for knowing how an organization can create the greatest value for its customers. Michael Porter (1985) in his book competitive advantage states that â€Å"understanding how a business creates value are essential elements for deve loping a competitive advantage.† [1]. According to porter (1985) value chain is â€Å"the process view of an organization, the idea of seeing an organization as a system, made up of subsystems each with inputs, transformation processesRead MoreProposal to Zilack Board of Directors4650 Words   |  19 PagesProposal to Zilack Board of Directors By: Blue Team Accounting and Finance Manager – Katie Dahle Marketing Manager – Mike Dadey Production and Operations – Chad Leibe Human Resources Manager – Lenora Box November 19, 2010 Introduction Zilack Corporation is a medium-sized manufacturing company with 250 employees. It directly markets one product: the Zilack coffee cup with a patented ball bearing sliding mechanism. James Jr. and a group of 15 other executives run the companyRead MoreImportance of Information Systems1230 Words   |  5 Pagesmanaging a business today? First of all, they support operational excellence; businesses improve the efficiency of their operations in order to achieve higher profit levels, and IS are important tools that managers use to increase efficiency and productivity of those operations. Manager’s use IS to obtain real time data in order to make informed business decisions, create new products and/or services, and service customers better. When customers are served well by a company they will often return

Bullying Program Free Essays

The issue of conflict and violence in the school is of considerable importance to students, staff, parents, school administrators, school district administrators and the community at large. By being aware of the behaviors, the communication, and the philosophical perspective a particular school adopts, these stakeholders can appreciate and understand the overall school culture that they create. Within the context of this culture, interactions occur and the potential for conflicts exists. We will write a custom essay sample on Bullying Program or any similar topic only for you Order Now The chosen community can be described in many ways. There are old buildings that look run down and there are new buildings in the neighborhood. There are restaurants around like the big daddy’s restaurant, spiro’s restaurant and baxter’s restaurant. The area has changed because new homes and town houses are being built in the community. The city of Norfolk have changed the names of some of the school who had the name park for example Richard Bowling Elementary school used to be call Bowling park elementary school. The reason behind this name change is that most of the areas around these schools that had the name park in them were populated by lower income people. When the city of Norfolk started rebuilding these neighborhoods with diverse incomes, the names of the schools were changed also to meet the rebuilding of the area. Most of the people in the community have lived in this area for their whole life. This community is a diverse community so there are young, old, homeless, people who are single and people who have a families. Most of the population is African American making up 97% of the community, 2% of the community is Hispanics and Caucasians. 1% of the community is of another origin. In the community there weren’t any mosques and temples. In a three miles radius from Richard Bowling Elementary school there were three Baptist churches like the Unity Lutheran church, Temple of God, and St. Mary Pentecostal. So, the overall theme was that the culture was a positive, caring, and consistent environment. The community generally is a group who were committed to setting up a culture that was a safe, positive environment for the students. III. Subsystems The community around the school looks nice. There are new homes being built. There are still a few building that look run down and but for the most part they are trying to make the area around school look good. Across the street from the school there are mixers of homes being built which include town homes and houses. These same mixers of homes are being built in the back of the school too. There are health and social services available in the community. One shelter where most homeless people go is called the Union Mission. At the Union Mission they can only accept a certain amount of homeless people because they are limited on the amount of space provided to the homeless. The Salvation Army and habitat for humanity helps the homeless by giving them clothes for interviews. In the School there aren’t any homeless children who attend the school. Most of the families in the community go to the hospital id they have any problems with their health. In the community there are three clinics in the area called New Walk and Hunterville community center, and Parkplace community center. These clinics are limited on what they can offer the community and resources. At this clinic they see a variety of people from pregnant women to people with diabetes. Most of the people who are sick go to the emergency room because there are more hospitals in the area then local clinics. Some of the hospitals in the area include Norfolk General Hospital, Sentara Leigh Hospital and Depaul Hospital. The home health agency that is most common in the community is provided by the Sentara hospitals. In the area around the school there is only one nursing home called Norfolk Healthcare. There are resources outside the community such as WIC, Medicaid, and Famis from social services. Most of the resources can be accessible to the community by the health department. The health department makes these resources available but it is up to the community if the take advantage of these resources. Hence, this community seems like more of a thriving community because of the reconstruction they are doing with the neighborhoods and renaming the schools. Also, people in the community shop at the common stores such as Wal-Mart, Farm Fresh, Food Lion and the Spartan Market. Most of the people in the community use a variety of ways to travel such as bus, cabs, Hampton roads transit, walk, and a few ride their bike. 90% of the children in the school ride the bus and the other 10% of the children walk to school because they live close to the school. There are sidewalks that they can use in going to school but there aren’t any bike trails. There are also private transportation that is available to the community like personal vehicles. The public transportation that is available to the community include: buses, taxes and Hampton roads transit. There are also protective services that are available to the community are police, fire department and sanitation. But still there are crimes committed like robbery, thief, murders, stealing, and people doing and selling drugs. But in general, most of the people in the community feel safe because they have lived here so long that they have learn to adapt to the neighborhoods. Various forms of communication, formal and informal is also available like the door to door, email, and cell phones. There are also news papers such as Virginia pilot, apartment guides, trade post, USA today, and magazines. Most people also have TVs and radios. Most of them like to watch cartoons, music videos, sports, and realty shows. During the summer the children play at the park and basketball courts. In the winter time the children go to other recreation activities such at skating or boys and girls club. Their major forms of recreation are basketball, football, and cheer dancing. Parents may sponsor and participate in events their children are in. Other recreations are the boys and girls club, Skating rings, but most of the children in the area participates in school activities. IV. Perceptions Most of the people love this community and refuse to leave it. The only thing they would like is for their community to be more diverse. Most residents find their community`s strength is their older people. They considered the older people as the strength in the community because they have been in the community the longest and seen the way things use to be. They are the people who stand their ground and enforce change. Problems in the community that can be identified are gang violence, violence in general, discipline from parents, and obeying the city of Norfolk curfew regulations. V. Project The researcher is interested in selecting the elementary school in this community as I see that it has a positive reputation. The selected school was suggested through an extensive consultative process involving the principal of various elementary schools who were aware of the reputation of their feeder schools. Also used as criteria for the selection of the school was the responses that were collected from the community dwellers during the community assessment process. Insight and guidance were also sought from specialized personnel in the district`s central office who worked in the elementary school as their major role in their job description. The researcher then visited the school. The school was old, constructed of brick. The student population was approximately 200. It was located in a low to medium socio-economic area, as determined by the perceptions of the respondents. The researcher visited the school principal where she discussed the proposed program, the method of conducting the program. The principal of this school expressed enthusiasm for the proposed program and offered to take this idea to the staff. The response from the staff was overwhelmingly positive and the entire staff agreed verbally to be involved. It is believed, by the researcher, that this particular staff was proud of the school they worked at and subsequently were interested in further insights. The proposed program is a modification of the â€Å"Bully Proofing Your School† program developed by Garrity and her colleagues (1997), which , in turn, was modeled after Olweu`s core intervention program (1978). This program is unique in its emphasis on clinical support to victims and bullies in the form of individual and group counseling, as well as its collaboration with community services. The major goals of this program are to reduce bullying behaviors and create safe and secure school environments. The main components include the following: 1. VI. References Garrity, C. , Jens, K. , Porter, W. , Sager, N. , Short-Camili, C. (1997). Bully proofing your school. Longmont, CO: Sopris West. Olweus, D. (1978). Aggression in the schools: Bullies and whipping boys. Washington, DC: Hemisphere (Wiley). How to cite Bullying Program, Papers

Strategic Organizational Change the Role of Essay Example For Students

Strategic Organizational Change: the Role of Essay Strategic organizational change: the role of leadership, learning, motivation and productivity Steven H. Appelbaum Faculty of Commerce and Administration, Concordia University, Montreal, Quebec, Canada Normand St-Pierre Canadian Imperial Bank of Commerce, Montreal, Quebec, Canada William Glavas Pratt and Whitney Canada, Montreal, Quebec, Canada Presents an overview of strategic organizational change (SOC) and its managerial impact on leadership, learning, motivation and productivity. Theoretical and empirical data presented are: the sources and determinants of strategic organizational change; the management implications of SOC; organizational leadership within the context of SOC; learning aspects of SOC; the impact of SOC on organizational and individual productivity; a model that explains the relationships between SOC, leadership, learning, motivation and productivity. Depicts strategic organizational change as an integrative process with all organizational elements such as human resources, systems and technologies being considered for successful change to occur. The proposed model for strategic organizational change is an attempt to link the software and hardware components of organizations. In view of the pressures being expected from the external environment and the critical vision of organizations, research suggests that top management needs to establish a ? exible and adaptive infrastructure that should lead contemporary and complex organizations to optimum levels of performance. The largest barrier to â€Å"change† is not changes to technologies and work processes but changes involving people. Introduction For centuries philosophers have struggled with definitions of â€Å"change†, †¦To the ancient Greeks†¦ tampering with the basic character of things – was, if not actually blasphemy, a sure path to disaster †¦ In modern Western culture, â€Å"change† is a more malleable notion, a means to bend fate to one’s ends†¦ (Kanter et al. , 1992). Critical determinants of organizational success and failure The features of organizations that make for success are not always the same ones that lead to failure. Based on reports generated by professional consultants, it is possible to identify the speci? c factors that contribute ost to success and failure. It is also possible to classify these factors as primarily environmental, structural, or management-oriented (Vecchio and Appelbaum, 1995). Although a successful organization need not possess all of the positive attributes, most successful organizations show more positive than negative attributes. S uccessful organizations tend to focus on customers and their needs. They invest in ways to improve sales and provide superior service to clients, and they do not forget that their customers and their customers’ needs underlie their organization’s existence. Successful organizations also adapt their structures to the needs of their missions. At the department level, controls may be simultaneously loose, in that managers have autonomy, and tight, insofar as speci? c performance goals may be set. Highly successful organizations often maintain a simple but appropriate structure that employs an adequate number of staff; they avoid empire building and padding with surplus staff. Also, entrepreneurship is encouraged within the divisions of the organization by rewarding successful innovation and encouraging risk taking (Vecchio and Appelbaum, 1995). A major management feature that can lead to success is a deliberate bias toward implementing solutions to problems. Management discourages â€Å"paralysis through analysis† of alternatives, and, instead, emphasizes satis? cing action that ensures goal attainment. Another management feature in successful ? rms is a commitment to the organization’s original arena of expertise. This is called â€Å"sticking to one’s knitting†. It involves staying close to what the organization knows how Management Decision 36/5 289–301  © MCB University Press In today’s turbulent environment of organizations, change has become synonymous with standard business practices as longterm organizational ends have to be reformulated on an ongoing basis. With this in mind, this article will present a conceptual framework of the various elements of organizational change in order to obtain a better understanding of the management of organizations. As such, the purpose of this article is to present an overview of strategic organizational change (SOC) and its managerial impact upon leadership, learning, motivation and productivity. The remainder of this article will be divided in six parts: the sources and determinants of strategic organizational change; a discussion of the management implications of SOC will be undertaken; organizational leadership will be addressed within the context of SOC; learning aspects of SOC will be described; the impact of SOC on organizational and individual productivity will be highlighted; finally, an attempt to develop a model that explains the relationships between SOC, leadership, learning, motivation and productivity will be presented. The discussion on strategic organizational change will be concluded by suggesting a need to develop more comprehensive models to study the impact of change on organizations. The following section of the article will identify the critical determinants of organizational success and failure which are significant in understanding how strategic organizational change may be managed more effectively, thus avoiding potential pitfalls. Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 o do best and not being led down different paths in pursuit of attractive but uncertain alternative product lines. Successful organizations also tend to stress a single value, such as delivering a quality product, reducing the cost of services to customers, or concern for each customer’s unique need. By emphasizing a single dominant value in its promotional mater ials and in its training of employees, the organization establishes a useful, distinct reputation for excellence in a speci? c area. Finally managers in successful companies often try to improve performance by achieving the agreement or consensus of employees. Thus, managers and workers may work together to set mutually agreeable performance goals. Employee suggestions are actively sought and a positive work-group spirit, which will serve as a basis for enhanced motivation, is encouraged (Vecchio and Appelbaum, 1995). Different factors in an organization’s environment, structure, and management may also lead to its failure. Among the environmental factors, change in technology are a major cause of organizational failure. Technological innovations by competitors, as well as innovations that cannot be implemented within the organization itself, can lead to lost business. Two forms of dependency – dependency on suppliers and dependency on a single customer – can also create problems. Difficulties in obtaining raw materials and ? nancing from other institutions can prove fatal for an organization in a competitive environment. In addition, a customer who realizes that another organization is highly dependent on its business may use its resulting power to drive down prices or extract greater concessions by threatening to take its business elsewhere. In terms of structure, inadequate control mechanisms may contribute to failure. For example, an organization may lack devices for sensing when changes occur that need to be corrected. As a result, product quality may suffer or change in employee or customer satisfaction levels may be ignored (Vecchio and Appelbaum, 1995). Management factors may also contribute to failure. Courageous and decisive leadership can inspire an organization to overcome difficult situations or take quick action. In contrast, a tendency to overanalyze data or to take a â€Å"wait-and-see† attitude may cause a ? rm to lose ground to competitors and may exacerbate internal problems. The kinds of expertise that enable a young organization to thrive may become outdated as an organization matures. The need for professional managers to aid, or replace, the founding group may go unrecognized, and the importance of hiring new talent to revitalize the innovative process may be ignored. Con? ict can lead to serious dysfunction if it is not well managed. Con? icting groups often suboptimize or set their own goals for political and personal gain ahead of organizational goals. For this reason, con? ict should be managed to ensure that it remains in desired forms and at desired levels. Success and failure factors are not evenly distributed across the three major sources. For example, more environmental factors may contribute to failure than to success. Conversely, more structural factors are potential sources of success than of failure. And an almost equal number of management factors seem to lead to both success and failure. This analysis, albeit simplistic, suggests a useful insight: Environmental factors are more likely to pose potential threats to an organization’s well-being, while structural factors are an organization’s major means of achieving success or, at least, coping with threats. It almost goes without saying that management-related factors are potential sources of both organizational success and organizational failure (Vecchio and Appelbaum, 1995). The origins of strategic organizational change will be the next focus of this article. Conceptual framework of strategic organizational change In order to de? ne organizational change, one has to be able to appreciate the historical antecedents that brought about the current environment with which business ? rms have to negotiate. After the Second World War, there was a drive to improve efficiency Organizational . heorists followed into the footsteps of Frederick Taylor in their attempts to de? ne organizational effectiveness in terms of a scienti? c approach to the management of organizations. â€Å"This closed system approach (where the environment was ignored) resulted in control-oriented organizations with complex structures and simple, routine, monotonous tasks† (Volberda, 1992). This approach to the m anagement of organizations dehumanized the nature of work and subsequently favored the emergence of the human relations approach to the management of organizations. As Adam Smith and Karl Marx pointed out the â€Å"†¦simpli? cation of work processes beyond a certain point could have diminishing returns and produce Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 feelings of alienation of workers† (Vecchio and Appelbaum, 1995). In the 1970s the market place demanded quality in products and services. Organizations had to distinguish themselves from their competition through excellence as markets opened up and competition became ? erce. In today’s environment, the ability of organizations to respond to micromarkets’ demands, where choice to the consumer is preponderant, will depend on their ability to be flexible. â€Å"The transitory nature of †¦ market demands is an important reason that flexibility †¦ ought to be a defining characteristic of organizational effectiveness† (Volberda, 1992). Therefore, from an organizational perspective flexibility can be defined as the ability to react to change. This section will also address conceptual origins and framework of change, internal and external determinants of change and directed/non-directed change. Like the ancient Greek philosophers, contemporary theoreticians do not agree on what â€Å"is† change. Instead of de? ning change as a transformation from one state to another, which would be logically circuitous, this article is intended to depict the characteristics of its manifestations in order to develop a framework for further discussion. Strategic organizational change will be referred to as a ? xible strategic planning process as opposed to a static form of strategic planning. Because organizational change has become an integral part of the planning and formulation of organizational strategies, the classical strategic planning model just presented where planning came before formulation does not apply anymore: In a turbulent environment strategic programs are insufficient and have to be complemented with strategic issu e (or change) management or even contingency planning. (†¦) If these programs and issues have to be revised too often, contingency planning is more suitable (Volberda, 1992). an either originate from the external environment such as changes in competitors’ actions, government regulations, economic conditions and technological advances. Organizations †¦ take inputs from the environment (e. g. suppliers), transforms some of these inputs, and send them back into the environment as outputs ( e. g. products) (Johns, 1983). Change can also originate from within an organization. These changes could be new corporate vision and mission, the purchase of new technology, mergers and acquisitions and the decline in the morale of the company. Consequently, among the most common and in? uential forces of organizational change are the emergence of new competitors, innovations in technology, new company leadership, and evolving attitudes towards work (Vecchio and Appelbaum, 1995). Strategic organizational change could be undertaken in either a reactive or proactive manner. In other words, management could either foresee the necessity for change and undertake the necessary steps to adjust their organization to meet the impending pressures of the environment. Or, management could resist change and be forced into an organizational transformation in order to survive. Directed change is intentional and consciously initiated, managed, and evaluated in relation to (organizations’) current and strategic objectives (Felkins et al. , 1993). Other authors have suggested that organizational change can be a continuous and evolving process encompassing: â€Å"approaches which view organizational change as an emergent phenomenon and the result of the interplay of history, economics, politics, business sector characteristics† (Wilson, 1992). Strategic organizational change and its management implications In light of all the different approaches to organizational change, we would like to point out a common thread that runs across all of them. In doing so, it is necessary to draw a parallel to the work of Frederick Taylor in the early 1900s and the emerging theories being espoused by contemporary theoreticians and practitioners of these SOC efforts: The apparent re-emergence of certainty, and the process of management as a science, reminiscent of Taylor’s (1911) â€Å"one best way† of organizing. Today this certainty has arisen in a different guise from the original studies of scientific management. In place of Taylor’s various It can therefore be suggested that strategic organizational change encompass ongoing initiatives that are directed from the top to the bottom of the organization and has a profound effect on the depth of the change effort. Examples of SOCs could involve organizational transformations from mass production to lean production, the adoption of advance manufacturing technologies and the implementation of total quality management systems. Strategic organizational change can emanate from two different sources: change Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 efficiency-based routines, the â€Å"one best way† now proposed lies along more structural and cultural lines. The favored model propounded by many business schools as practiced in many large companies is that of the decentralized structure coupled with a task or project based culture. This requires managers to work increasingly in multi-disciplinary teams; to become generalists as well as functional specialists; and to develop a set of competencies as skills (Wilson, 1992). The above proposition does provide a serious warning to today’s managers of organizational transformations: There is no â€Å"best† approach to strategic organizational change and effort should be undertaken to develop contingency or adaptive strategic planning models to organizational change. Whether one adopts a proactive or a reactive approach to strategic organizational change, critical managerial variables have to be assessed in order to implement the proposed change. It has been suggested that some key management change variables should include goals and strategies, technologies, job design, organizational structure, and people (Johns, 1983). Other authors have argued that the management variables to be changed fall into so-called intervention strategies that assist the manager to implement the appropriate organizational change (Robbins, 1983). These strategies will be described in the â€Å"strategic organizational change process† section of this article. This section will illuminate vision, design/technology, management practices and organization culture, the SOC process and resistance to SOC. management may impede the change process (Felkins et al. , 1993). Others have proposed that strategic change and goal setting will be influenced by how a decision maker perceives issues related to the change strategy †¦ Through the combined effects of perceived attributes of an issue (magnitude, abstractiveness, simplicity, immediacy) and the political foundation of an issue (personal stake), goal setting will become part of an agenda-building process that will foster organizational change (Dutton, 1988). Leadership will affect how decision makers will pursue this agenda building process as discussed in the leadership section of this article. Organizational design and technology Organizational design consists of the decisions about †¦ formal structures, processes, systems, roles and relationships (Walton and Nadler, 1994). More speci? cally, the characteristics which will be affected by a change in the organization’s mission and strategy will encompass the organizational form (functional, divisional, matrix), the grouping of business units (function, product/service, target market), hierarchical levels (many, few), planning and control systems, job specialization, training and education programs, degree of centralization, delegation and participation (Volberda, 1992). The degree to which the above organizational design variables are responsive to the change of an organization’s strategic objectives will re? ect the ? exibility of the structural design. For the management of organizations, the success of organizational change †¦ depends on the extent to which every aspect of the system (design) – formal structure, information ? ows, rewards, recruitment, etc. – support the new de? nition of what the organization is to be and how it is to operate Organizational vision: goals and strategies Although there is much talk about vision, mission, goals, and so on in most organizations, in too many those issues are not adequately articulated. An organization needs to understand the strength of its internal capabilities to properly communicate a vision and mission to its employees. The evolution of an organization’s leadership skills (e. g. technocratic versus â€Å"intrapreneurial†), training programs and investment capabilities will determine how the latter will set its goals and strategies. The degree to which management sets goals and strategies to change the organization is contingent upon the organization’s historical goal setting process success in implementing changes (i. e. learning from past mistakes). Unrealized past goals, poor communication to lower levels of management, lack of commitment from top (Kanter et al. , 1992). A new organizational design needs to be supported by appropriate technologies. A change readiness assessment should illuminate the factors that affect on an every day basis and how people use the technology in their job (Trahant and Burke, 1996). The change readiness assessment will highlight the extent to which people in the organization are ready to adopt and use the new technology and will determine the magnitude of the change efforts needed. According to other researchers: productivity bene? ts derived from the incorporation of routine tasks into advance manufacturing technologies †¦ effectively intensi? es the complexity in the remaining jobs Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 ecause the production hardware, its software, and their maintenance impose more complex technical requirements than most earlier production technologies†¦ (Zammuto and O’Conner, 1992). Therefore, the change readiness assessment may help identify people who lack necessary skills to evolve in the new organization. By technology we are referring to: (1) hardware (like machinery and equipment) and the software (knowledge, techniques and skills) used in the transformation of material or informational inputs into various outputs (either goods or services) as well as (2) the con? guration of the hardware and software (Volberda, 1992). discipline, socialization, tolerance for ambiguity) and its external orientation (focus, planning attitude – from short-term to longterm) (Volberda, 1992). The extent to which these organizational cultural elements can assist managers in implementing strategic organizational change will explain their potential to contribute to the organization’s success. It has been suggested that organizations try to establish a link between the above cultural elements and some critical success factors such as continuous improvement, customer service orientation, cost consciousness, quality, teamwork and people oriented (Rogers and Byham, 1994). Effects of the Constitution Bill of Rights and Dec EssayMotivation, productivity and strategic organizational change This ? nal section of the article will discuss vision, performance management systems and technology and the linkage between motivation, performance and culture. To implement a new organizational vision and strategic organizational change, it has been suggested that organizations should Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 undergo transformational change. By transformational (change) we mean areas in which alteration is likely caused by interaction with environmental forces and will require entirely new behavior sets from organizational members (Burke and Litwin, 1992). For senior teams of organizations, it will require the following of decision strategies that will lead to superior organizational performance. Such strategies might involve creating value by introducing new products, penetrating new markets, introducing ? exible manufacturing capabilities and implementing activity-based costing within a new management control system framework. The basic idea behind strategic organizational change is to provide a clear focus and to help establish the gaps in performance and the areas greatest concern and opportunity for change management (Felkins et al. , 1993). The success of strategic organizational change will in turn be measured by improving key strategic organizational variables such as market shares, sales volume, earnings per share, stock price, cost reduction and stakeholders (i. e. suppliers, customers, public at large, etc. ) satisfaction. Motivation, performance and organizational culture The rules and principles governing how people accomplish their jobs in an organization can have profound impact on the latter’s ability to introduce any type of strategic organizational change. As was stated earlier, the biggest challenge for management is to have their change initiatives supported by the employees of the organization. These change initiatives are likely to encounter serious resistance from various levels in the organization, and especially middle management. This has already been addressed in a prior discussion. At the individual level, it has been argued that the organization members’ willingness to buy into a culture of change can be facilitated by applying the principles of behavior modi? cation. These principles, derived from operant conditioning concepts, are not applicable to all behavior modi? cation attempts. In designing jobs, organizations have to assess individuals’ capabilities to adapt to change. For example, it has been advanced that the degree to which individuals will translate organizational change initiatives into higher performance achievement (BM) is related to their â€Å"locus† of control. Since internally oriented individuals (internal â€Å"locus†) believe that their own actions determine outcomes, internals are more likely to take an active posture with respect to their environment. Externals (external locus), in contrast, may adopt a passive role (Kren, 1992). The ability of any organization to motivate individuals, whether they have an external or internal locus of control, to superior levels of performance is closely related to their reward systems. Therefore, strategic organizational change efforts must ascertain that different types of rewards are offered to employees who might have quite a different attitude set towards organizational change. Although it has been suggested that ideal organizational climate would provide opportunities for independence, recognition, and responsibilities (Vecchio and Appelbaum, 1995), some employees’ performance under an organizational change environment might still be motivated by extrinsic job satisfaction factors (e. g. pay, job security, fringe bene? ts, working conditions, explicit working rules, etc). As pointed out earlier in this section, individuals need control over the job attributes (intrinsic or extrinsic) that will determine how successful they are at reaching their performance objectives. A careful assessment of an individual’s ability to control Performance management system and technology The importance of control systems in organizational design has been highlighted earlier in this article. As such, performance management systems are being introduced in order to monitor the performance of implemented transformational activities in the organization. In a performance management system, strategic initiatives (are) broken into clearly de? ned accountabilities and responsibilities and then integrated into the performance objective of all employees who are responsible for turning them into actions (Rogers and Byham, 1994). For transformational change to occur, every employee in the organization needs to know what his/her responsibilities are, how his/her performance is to be evaluated and how his/her performance will be monitored against a predetermined set of goals. At the organizational level, performance improvement will occur when management provides the entire work force with all the necessary training and technical infrastructure to support the transformational change initiatives . All is needed for (strategic organizational) change is to determine the right training program, technology (requirements) and the appropriate incentives for each situations (Felkins et al. , 1993). Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 hort-versus long-term performance, risk taking versus risk aversion, division performance versus total (organizational) performance, maximizing return on investment versus sales growth, and so on is requested (Lawler, 1994). This article has examined and discussed the following: †¢ sources of strategic organizational change (SOC); †¢ SOC and management implications; à ¢â‚¬ ¢ leadership and SOC; †¢ learning and SOC; †¢ motivation, productivity and SOC. At this juncture, the development of a proposed SOC model will be presented for potential application. Conclusion: a proposed model for strategic organizational change The quest to develop a model of strategic organizational change has resulted in the selection of elements from Burke and Litwin’s (1992) â€Å"Causal model of organizational change† and Robbins’ (1993) â€Å"Model of planned organizational change†. The Robbins’ model depicted the â€Å"how† of organizational change while Burke and Litwin’s causal model presented the â€Å"what† of organizational change elements. An objective is to represent vision and strategy as organizational elements because of the importance that is placed on these in organizational theory and practice. In addition, it was decided not to represent the relationships between organizational elements in a matrixlike causal framework because similar to Burke and Litwin, that reality is much more complex than most, if not all, models can depict (Burke and Litwin, 1992). Furthermore, it was also decided that a model is needed that was relatively easy to understand for people who are required to manage change. On the pages to follow, a description is made of how the external environmental pressures and the vision of top management initiate a change process which affects the goals of the organization, its design, technology, culture, management practices, task skills and resistance to change; all topics covered in this article. Subsequently, the change process interaction with organizational leadership and learning is presented with the ultimate impact on individual and organizational performance. All of this is re? ected in the model presented (Figure 1). The strategic organizational change process was depicted earlier in this article as an organizational development underpinning and outcome. In discussing organizational change and strategies to manage it effectively, the success of organization development (OD) needs to be re-addressed in order to fully comprehend and appreciate the proposed model. A critical question to grapple with is does OD work? Despite difficulty of measuring the effects of OD efforts, it is possible to draw some tentative conclusions about the general value of OD in enhancing organizational effectiveness. In their examination of 35 studies, Porras and Berg (1978) sorted the obtained results into outcome variables and process variables. Outcome variables refer to measures of productivity, efficiency, absenteeism, pro? ts, and so on (relatively â€Å"hard† measures), while process variables refer to measures of trust, perceptions of leadership, motivation, and decision making (relatively â€Å"soft† measures). In addition, they further divided their sample of studies into categories based on whether the OD efforts were directed at groups, organizations, individuals, or leaders. Their analyses of these studies suggested that group outcome variables (e. . group productivity) were most likely to be enhanced following OD interventions. Individual process variables also showed relatively positive improvement (e. g. individual job satisfaction increased in roughly 40 percent of the OD studies in which it was measured) (Porras and Berg, 1978). A further analysis was made of these studies in terms of the impact of various OD procedures. By and large, Porras and Berg (1978) observed that the most common OD techniques, such as team building and survey feedback, were reported to have positive effects, while T-groups were somewhat less effective. Porras and Berg (1978) also observed that OD efforts that used four or more techniques (the eclectic approach) were likely to produce more meaningful change. This suggests that a multifaceted approach to achieving organizational change is most appropriate. In addition, they noted that interventions lasting at least six days had superior results, with maximum bene? ts being reported when the duration was between ten and twenty days. This suggests that OD efforts should be neither too brief nor too extended. Despite the methodological shortcomings of many of the studies that Porras and Berg examined and the tendency of OD specialists to report their results in the most positive light (OD failures are less frequently written up), these results suggest that the efforts are usually effective. As Porras and Berg’s (1978) Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 Figure 1 Strategic organizational change model Feedback External Environment Organization Vision Strategy Determinants of Change Feedback SOC Initiative Change Agents *Directed undirected Change agent(s) SOC initiatior Change Process *Unfreeze/Change/Refreeze *Organizational Behavior Process (Behavior Modification) Change Process *Organization Goals *Organizational Design *Technology *Organizational Culture *Management Practices *Resistance to Change *Training, Tasks Skills Leadership Top and Middle Management Motivation Learning Inter-Networked Organizational Elements Affected Feedback Individual Organizational Performance Source: Adapted From Burke Litwin (1992), Robbins (1993). analysis suggests, the precise nature of OD’s impact will depend on the type of technique, its duration, and the measure chosen to evaluate the intervention (Vecchio and Appelbaum, 1995). Although Porras and Berg’s review points to many positive conclusions, the value of OD as commonly conducted is often questioned by both managers and behavioral scientists. Some of this criticism derives from a healthy skepticism on the part of managers and behavioral scientists. However, other factors can partially account for this criticism. First of all, OD is not a panacea for every difficulty an organization may face. Its successful use requires skill and expertise, and it is most applicable to interpersonal problems. When used by nonexperts and applied to inappropriate situations, OD cannot be expected to succeed. Users may also be disappointed to find that OD often does not live up to its stated ideal as described in articles and texts, but the flaw may be traceable to the users’ approach. For example, OD is often performed at the lower levels of an organization, following top management’s endorsement. The attitude that OD is a task to be delegated to lower-level managers is likely to minimize the impact of most such programs. Yet high levels of participation, support and concern for OD efforts from top-level management are fairly rare. As discussed earlier, resistance to change is a signi? cant obstacle to OD efforts. While resistance on the individual level may be Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 anageable, more difficult challenges arise when resistance stems from the total organizational system and its need to cope with its external environment. The external environment, of course, cannot be meaningfully changed by most OD efforts – and OD efforts are rarely intended to make such changes. Therefore, this larger constraint limits the progress that is possible within the organization (Vecchio and Appelbaum, 1995). In the future, organizations may need to rely more heavily on the services of OD specialists as they are forced to undergo planned change. This need for managed change will result from a variety of emerging forces. Rapid changes in technology, for example, will require organizations to adjust their structure and processes. Also, the environment for many organizations will become more turbulent and uncertain. Contributing to this pressure will be an increasingly global business environment and a shrinking qualified labor pool (caused by both a â€Å"baby bust† and a struggling educational system). All of these forces will require organizations to be more flexible and responsive. The ability to effectively implement planned change will be of great importance in the years to come (Vecchio and Appelbaum, 1995). In conclusion, it is critical to depict strategic organizational change as an integrative process, and all organizational elements, the soft (human resources) and the hard (systems and technologies), need to be considered for successful change to occur. The proposed model for strategic organizational change is an attempt to link the software and hardware components of organizations. In view of the pressures being expected from the external environment and the critical vision of organizations, top management needs to establish a ? exible and adaptive infrastructure that should lead tomorrow’s organizations to higher levels of performance. The largest barrier to â€Å"change† is not changes to technologies, and work processes but changes involving people. To reach such level of performance, links between the environment, the vision of the organization, its leadership and learning processes are essential. Further research is needed to identify systematic integrative models of strategic organizational change with predictive capabilities. These models could be utilized both by management and organizational researchers in order to facilitate the implementation of adaptive strategic change initiatives. This is the challenge. References Argyris, C. (1991), â€Å"Teaching smart people how to learn†, Harvard Business Review, May-June, pp. 99-109. Beatty, C. , Lee, A. and Gloria, L. (1992), â€Å"Leadership among middle managers – an exploration in the context of technological change†, Human Relations, Vol. 45 No. 9, pp. 957-90. Beekin, R. I. (1989), â€Å"Assessing the effectiveness of sociotechnical interventions: antidote or fad†, Human Relations, Vol. 42, pp. 877-97. Beer, M. and Eisenstat, R. A. (1996), â€Å"Developing an organization capable of implementing strategy and learning†, Human Relations, Vol. 49 No. 5, pp. 97-617. Burke, W. and Litwin, G. H. (1992), â€Å"A causal model of organizational performance and change†, Journal of Management, Vol. 18 No. 3, pp. 523-45. Dutton, J. E. (1988), â€Å"Understanding strategic agenda building and its implications for managing change†, in Pondy, L. R. , Boland, R. J. Jr and Thomas, H. (Eds), Managing Ambiguit y and Change, John Wiley and Sons, New York, NY, pp. 127-44. Felkins, P. K. , Chakiris, B. J. and Chakiris, K. N. (1993), Change Management: A Model for Effective Organizational Performance, Quality Resources, Chapters 1,3,8,10, White Plains, New York, NY. French, W. L. and Bell, C. H. (1978), Organizational Development: Behavioral Science Interventions for Organizational Improvement, 2nd edition, Prentice Hall, Englewood Cliffs, NJ, p. 14. Hitt, M. , Keats, B. A. and Nixon, R. D. (1996), â€Å"Rightsizing: building and maintaining strategic leadership and long-term competitiveness†, Organizational Dynamics, pp. 18-32. Johns, G. (1983), Organizational Behavior: Understanding Life at Work, Scott, Foresman and Company, Glenview, IL, Chapter 17. Kanter, R. M. , Stein, B. A. and Jick, T. D. 1992), The Challenge of Organizational Change, The Free Press, New York, NY, Chapter 6, 10. Katzenbach, J. R. (1996), â€Å"Real change management†, The McKinsey Quarterly, No. 1, pp. 148-63. Kren, L. (1992), â€Å"The monitoring effects of locus of control on performance incentives and participation†, Human Relations, Vol. 45 No. 9, pp. 991-1012. Lawler, E. (1994), â€Å"Effective rewards systems: strategy diagnosis and designâ₠¬ , in Howard and Associates (Eds), Diagnosis for Organizational Change, The Guilford Press, New York, NY, pp. 210-38. Porras, J. I. and Berg, P. O. 1978), â€Å"The impact of organization development†, Academy of Management Review, No. 3, pp. 249-66. Robbins, S. P. (1983), Organizational Theory, The Structure Design of Organizations, PrenticeHall, Englewood Cliffs, NJ, Chapter 15. Steven H. Appelbaum, Normand St-Pierre and William Glavas Strategic organizational change: the role of leadership, learning, motivation and productivity Management Decision 36/5 289–301 Rogers, W. R. and Byham, W. C. (1994), â€Å"Diagnosing organizational cultures for realignment†, in Howard and Associates (Eds), Diagnosis for Organizational Change, The Guilford Press, New York, pp. 179-209. Rummler, G. (1996), â€Å"In search of the holy†, Training Development, pp. 26-32. Sleeth, R. , Johnston, G. and Wallace, R. (1996), â€Å"The effective leader as a link between tasks and people†, SAM Advanced Management Journal, pp. 16-21. Trahant, W. and Burke, W. (1996), â€Å"Creating a change reaction: how understanding organizational dynamics can ease re-engineering†, National Productivity Review, Vol. 15 No. 4, pp. 37-46. Van Buren, M. E. and Werner, J. M. (1996), â€Å"High performance work systems†, Business and Economic Review, Vol. 43 No. , pp. 15-23. Vecchio, R. P. and Appelbaum, S. H. (1995), Managing Organizational Behaviour Dryden, , Toronto, Chapters 10, 19. Volberda, H. W. (1992), Organizational Flexibility Change and Preservation: A Flexibility Audit Redesign Model, Wolters Noordhoff, Chapter 3, 4, 6. Walton, E. and Nadler, D. (1994), â€Å"Diagnosis for organization design†, in Howard and Associates (Eds), Diagnosis for Organizational Change, The Guilford Press, New York, NY, pp. 85-105. Wiggenhorn, W. (1990), â€Å"Motorola U: when training becomes an education†, Harvard Business Review, No. 4, pp. 71-83. Wilson, D. (1992), A Strategy of Change: Concepts and Controversies in the Management of Change, Routledge, New York, NY, Chapters 1-4. Zammuto, R. and O’Conner, E. J. (1992), â€Å"Gaining advanced manufacturing technologies’ bene? ts: the role of organizational design and culture†, Academy of Management Review, Vol. 17 No. 4, pp. 701-28. Application questions 1 Would you agree with the author that the largest barrier to change is people, not technology and work processes? 2 If planned change is the key to organization success, should people hold a de? ned change planning role?

Ethical Issue in the Health Sector in Australia Free Sample

Question: Identify and Described all the Relevant Ethical Principal and Statements from the Codes relating to the Scenario. Answer: Introduction Ethical issue in the health sector in Australia is very important. Ethics refers to moral principles that govern the conduct and behavior of individuals in the society. This ethics result from practices that have existed in the society for a period of time or laws that are made to govern behavior of individuals (Koutoukidis, StaintonHughson, Tabbner, 2013). On a professional point of view, ethics are the rules and regulations that govern the conduct, behavior and activities carried out by individuals when undertaking their professional duties. In the health sector, ethics are particularly important given the sensitive nature of the profession and the need to sanitize and achieve uniformity in health service provision. Due to this reason, the government and regulatory bodies have come up with laws and by laws which guides and governs professional in the health professional on how to act and the procedures to follow when making decisions related to the profession (Kerridge,Lowe Stewar t, 2013). This report analyzes the case study of Hai`s medical situation and the way in which the existing legislation will affect the steps and decision that Mark is going to take in trying to help his patient. Identifying relevant issues The problem that Dr. Mark is faced with in this particular case study is the need to identify the real and exact cause of the patients injury. This will help Mark to identify the root cause of the problem and treat it rather than the symptoms. Since there are conflicting episodes on what caused Hai to jump from the roof of his house, it is important for Mark to gather all the necessary and sufficient information concerning the patient. Mark needs to make sure that he adheres to all the laws and regulations governing provision of medical care to patient with psychological problems. Mark is also expected to act ethically when making decisions on the best way to help Hai recover from his situation. Who is involved in the problem? Hai is the patient who needs medical help. He is received by Mark who evaluates hi condition and determines that the patient has some mental problem. Dr Chin and Hai`s brother are involved in this case. Ethical principles The ethical principles that will be considered by Mark and his team when helping Hai include: Autonomy-Under the 2016 act, health professionals are required to respect a patient right to make choices about what he/she believes to be in his best interest. In this instances that require the consent of the patient include; informed consent, communication, confidentiality, truthfulness and keeping of promises made to the patient (Mark Taylor, 2010). Mark shared information of the patient with a fellow doctor but that does not amount to violation of the autonomous principle because, he was doing so with the patients best interests at heart. Mark also acted ethically according to this principle by ensuring proper and effective communication between him and the patient. Mark informed Hai of his mental health situation even though the patient did not want to hear that. Mark was also truthful to the patient as required under this principle. Therefore, Mark acted ethically according to the principle of autonomy. Another ethical principle which is relevant in this case study is that of no-maleficence- this principle highlights the duty of the health officer to do no harm and to protect the patients from harm (Benjamin Curtis, 2010). Mark is obliged to provide care of the highest level quality, to act ethically. Not to exploit the patient. The doctor is also required to notify the patient, colleagues and authorities in case he/she feels that serious harm might occur. Mark fulfilled the obligation of protecting the patient from harm by insisting that the patient should be subjected to mental check up in order to establish the state of his mental health. The decision of Dr Choi that patient should be treated for his mental problem before being treated for the physical injuries suffered means that the patient will be experiencing pain for a long period of time. This will be in violation of the principle of non-maleficence since the doctor has failed at protecting the patient from harm. The principle of Beneficence Is also vital in the evaluation of the case study involving Mark and Hai. This principle states that the health official has the duty and obligation to benefit others. This means that the medical officer must act in the best interests of his/her patients (Kerridge, Lowe Stewart, 2013). They should also undertake professional training and development. Mark acted in the best interest of the patient because he decided to seek help to solve the mental health issues being experienced by the patient rather than treat him for physical injuries and leave the rest. The forth principle according to the 2016 Act and which will be relevant to this case study analysis is the principle of Justice. This principle states that the medical officers should; ensure fair distribution of resources(distributive justice), respect the right of the patients as well as respect the morally accepted laws and being accountable for their actions and inaction(legal justice) (Staunton Chiarella, 2016). Mark should bear in mind and follow all this principle as he tries to help Hai in his situation. He will be responsible for all the decisions makes on behalf of the patient. Mark will also be responsible if he fails to take actions that would salvage the life of his patient or if he fails to take action and the condition of the patient worsens due to his ignorance. Code of ethics There are several provisions in the code of ethics of nurses that apply perfectly to the situation that Mark is facing. These codes of ethics provisions are discussed as follows: Value statement(1) Respect for people- this code require nurses and medical professionals to respect the capacity of people to make decisions concerning their health but after adequate and all the necessary information has been provided to them. The nurses are also required to show kindness and care towards to the patients (Staunton Chiarella, 2016). Mark violated this code since he did not allow Hai to make a decision regarding his health. This is despite the fact that the patient insisted that he had no problem and did not want to be subjected to any kind of anti-psychotic medication. The nurse did not allow the patient to make a decision by him despite the fact that he had provide the patient with all the information that was required for decision making. Value statement(2) This code states that nurses value the moral and legal authority of patients to participate whenever possible in decision making concerning their nursing and treatment. The nurse should help the patient to make informed decisions and at the same time should recognize the role of family members in decision making in case the patient is incapacitated, because of disability or other factors that may affect their decision making (Pozgar, 2012). Mark followed this code strictly since he allowed Tim to make a decision on behalf of his brother who was not mentally fit to make such crucial decisions for himself. Value statement(3) This code requires nurses to develop a culture and knowledge to help them communicate with members of a community with different cultures and traditions (Then McDonald, 2014). Mark acted in accordance to this code because he was able to convince Hai to reveal to him some information which was crucial in diagnosing his problem. Mark was able to make his character fit with that of Hai and they develop warm relations. Legal issues In the case of Mark and Hai, the legal question in this case will be that of consent. Consent refers to the capacity of a person to decide. This decision should be made freely and voluntarily. The consent of an individual should also relate to the intervention or treatment in question (Aitken, 2015). The law on consent of patients requires that; The right to decide on one`s own fete presupposes the capacity to act. Every person who is an adult is presumed to have the capacity to make decisions involving themselves. This is irrespective of the level of knowledge or education of the patient.This right can be rebutted according to the Mental Health Act of 2016 9(Qld) s4). A person who is established not to be in good mental health cannot be allowed to make decisions concerning his/her health by themselves. Decisions can be made by close family members and relatives who understand the patient well (Townsend Luck, 2013). In the case of Mark and Hai, he was mentally ill. This means that legally speaking, he could not be able to make informed decisions concerning his health. Therefore, Mark was right to allow Tim to make discussions on behalf of his brother. Mark therefore cannot be held liable for violating the law on consent of a patient. Implementation Mark acted ethically and legally in the way he handled Hai from the beginning to the very end. He did not violate any legal or ethical requirement for nurses. Therefore, Mark cannot be prosecuted by Hai for violating the law of consent for a patient. Reflection Mark acted ethically and legally throughout and he acted in the best interests of the patient and therefore cannot be held liable for any wrongdoing in a court of law. Conclusion Ethical and legal principles are very vital in the medical profession as well as other professions. In the case of Mark and his patient Hai, Mark acted ethically and in the best interest of the patient. Mark also protected the patient from harm when he wanted to be allowed to leave the hospital something which could have caused him further injuries and harm. Therefore, denying Hai the right to make a decision regarding his health by himself was the legal and ethical thing to do. References Benjamin, M., Curtis, J. (2010). Ethics in nursing: Cases, principles, and reasoning. Oxford: Oxford University Press. Hamlin, L., Richardson-Tench, M., Davies, M. (2011). Perioperative nursing: An introductory text. Chatswood, N.S.W: Mosby Australia. Fry, S. T., Veatch, R. M., Taylor, C. (2011). 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