Discuss the Similarities and Differences Between Two...

The two societies that are to be discussed are Modern Britain and the Old Order Amish. Family is a value that is shared by both the Amish and Modern Britain. Each values the word, family, in different ways. The Amish have a strong belief that family is sacred. Amish take their wedding vows seriously. Divorce is not sanctioned in the Amish church, though may occur in rare cases. Divorce is seen as reason for excommunication. Separations, however, do occasionally occur among Amish. Within the Modern day British community, it has become a Norm for families to separate if either parent chooses to leave the family unit. Individual choice is a much stronger value within Britain today. The amount of divorces that took place within†¦show more content†¦It is something that is very apparent throughout the Country. In Modern Britain people can use their personalities and self identity to search for a partner throughout the many subcultures that are formed in the United Kingdom. Most of these cultures do not have an opinion on who people marry and see that choice down to the actual people involved. Others, like the Amish, are guided by their traditions to marry within their own culture. The Amish have extremely strict views on marriage, especially not marry within. They have certain dates that they are allowed to announce their engagement on, have their wedding â€Å"published† at the church and then get married. They can only get married once the harvest season has ended. This is due the crops being a major source for them to survive independently during the winter months. The Amish community are mostly farmers and tradesmen who make products that are useful in their day to day running of their lives. The children do not get to choose what career they would like to do when they are adults like the British community. They are brought up with the view that they will take over the responsibilities to keep the community alive and to socialise their offspring with their community cultures. In Britain, most people do not solely survive on home grown crops and home made products. Most British families use convenient foodShow MoreRelatedDiscuss the Similarities and Differences Between Any Two Societies. in Your Answer, Make Reference to the Role of Cultures, Norms, Values and Inequality in Social Organization.1201 Words   |  5 PagesV Bradley Word Count 1099 Discuss the similarities and differences between any TWO societies. In your answer, make reference to the role of cultures, norms, values and inequality in social organization. There are many similarities and differences between the cultures of Japan and Britain, this essay will look at some of these including religion, education, norms, values and inequalities in their social organizations. 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Organizational Transformation Issues In A Health Care Clinic Free Essays

CONTENTS:Pages ASSIGNMENT BRIEF 2 EXECUTIVE SUMMARY 3 GLOSSARY OF TERMS 4-5 1. 0. INTRODUCTION 6 1. We will write a custom essay sample on Organizational Transformation Issues In A Health Care Clinic or any similar topic only for you Order Now 1. OBJECTIVES 7 1. 2. METHODOLOGY 8 2. 0. LITERATURE REVIEW 9-25 3. 0. ANALYSIS 26-30 4. 0 REFLECTION 31 REFERENCES BIBLIOGRAPHY ASSIGNMENT BRIEF: ORGANIZATIONAL TRANSFORMATION ISSUES IN A HEALTH CARE CLINIC (CASE STUDY). EXECUTIVE SUMMARY This paper is based on the case study Organizational Transformation in a Health Care Clinic where focus, is the many organizational transformational issues that take place during an organisational development and transformational change of the Health Care Clinic. According to Anderson and Ackerman (2001:39-40 50), transformational change is defined as a â€Å"completely new way the organization and its people see the world, their customers, their work and themselves. For organizational change to be successful the procedure would require changes that would affect employees’ behaviour, how they think and the organization’s culture thus raising many transformational issues such as leadership issues, communication issues, training and development issues, and cultural issues. GLOSSARY BehavioursThe way in which people in the organization act in terms of what they do and say that br ings the strategy and desired culture to life ControlsWhat gets measured and rewarded Change To alter, modify or transform CultureThe totality of socially transmitted behavior patterns, arts, beliefs of an institutions FacilitateTo make something easier to do GoalsThe objectives or targets that the organization is trying to achieve LeadershipThe ability to guide, direct and influence persons ManagementPersons in charge of organizing and controlling the affairs of a business or a sector of a business MissionThe purpose of the organization OrganizationA body of persons organized for some specific purpose Organization Development (OD)A primarily behavioural science approach to planned organizational change that is composed of traditional OD and mainline OD ( Krell 1981) Organizational Transformation (OT)Change that involves transformative changes in the fundamental nature of the organization and requires completely new ways of thinking, behaving and perceiving by members of the organization Realignment To readjust or change something to fit different circumstances StrategyThe approach that the organization is adopting to achieve the goals that support the strategy ValuesThe underlying principles and ethics that drive the organization Vision A picture of a desired future state that is sufficiently appealing and compelling to drive change forward 1. 0. INTRODUCTION: ORGANISATIONAL TRANSFORMATION can be defined as â€Å"a fundamental shift in the way business delivers value to its customers and stakeholders resulting in dramatic change strategy, processes, technology and utilisation and management of human resources to meet the needs of the global economy†. ORGANISATIONAL DEVELOPMENT is a system wide application and transfer of behavioural science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to organisational effectiveness. Many organizations of today go through changes because of circumstances, wanting to become more developed and/or advanced or simply because of wanting to move with the time. Management of the health care clinic initiated an organizational development programme because of problems originating from the application of modern technology to the jobs of medical technologists. It was discovered that employees of the biochemistry department were greatly dissatisfied because of their feeling of having their skills underutilized, having cultural differences with other staff members, having communication barriers and not having job challenges present. The organizational development staff and the manager agreed that job redesign should take place to bring more autonomy, control, feedback and meaningfulness to the work for the employees of the clinic. Over a period of two years evaluation of the results by the organizational development staff found that job characteristics and satisfaction declined for both groups that were involved in the transformational change process. Changing environments of an organization has effect on the organization and the organization’s environment thus creating many transformational issues. Transformational issues include leadership issues, cultural issues, communication issues, cultural issues and training and development issues. 1. 1. OBJECTIVES: 1-To identify the organizational transformational issues that are involved in the change in the health care clinic 2-To evaluate change implementation and intervention strategies at a health care clinic. 1. 2. METHODOLOGY: The researcher in the context of this case study has opted to use the phenomenological approach as opposed to a positivistic approach (Collis and Hussy 2003). Triangulation-â€Å"the use of more than one method or source of data in the study of a phenomenon so that findings can be cross checked† Bryman (2008 pg. 700) Triangulation method of data collection will be used collecting qualitative and quantitative data from both primary and secondary sources for example using unstructured questions and interviews. A variety or literature, theoretical and analytical tools and techniques will be used. The research conducted being a case study the data collection will be consequence on the evidence as suggested in the case study. Random sampling s suggested by Saunders et al cannot be validated, in that for quantitative research the sample size must be of at least 95% in order to obtain realistic or quantifiable data and it may be dangerous and less accurate to do otherwise. 2. 0. LITE RATURE REVIEW The core issues which will guide the facilitation of policy development, plans and programs for the organisational will include the under mentioned factors: Lewin’s(1951) force field analysis demonstrates the two key external forces that push organisations into change situations but counteracting, resisting forces are often arisen from inside organisations when the changes are attempted and that change occurs when the driving forces out number resisting forces. This force field is propagated on the idea that social situations can be seen as equilibria that are periodically disturbed when changes to the situation are attempted. The concept of change as modification of these forces keeping a system’s behaviour stable. The two groups of forces are those striving to maintain the status quo and those pushing for change. A state of ‘quasi-stationary equilibrium’ as coined by Lewin(1951) is achieved when both sets of forces are almost equal and current behaviours and attitudes are maintained. FIG. 1 BELOW REFERS. Kurt Lewin (1951) identified three stages of behaviour modification in a simplistic change management model is seen in the table 1 below. LEWIN(1951)THREE STAGE MANAGEMENT TABLE. (TAB. ) UnfreezingIs concerned mainly with selling the change and provides a motive for groups and individuals to change their attitudes, systems, behaviours values and structures. The unfreezing stage will be greatly accelerated if it is reco gnised that the need for change is immediate, clear and the survival of the organisation depends upon it. MovingIs concerned with recognising what the new attitudes and desirable practise, norms and behaviours should be and communicating it and encouraging others in the organisation to embrace and own it as new job requisites. This aspect can occur through assimilation and exposure to new concepts or from individuals with different perspectives. RefreezingThis stage is the final and stabilising stage of the change implying reinforcement of the new behaviours. Evoking positive reinforcements such as rewards and praise. For negative reinforcement such as sanctions for indiscipline or deviant attitudes. Source:Mullins,Laurie J. (1997) Management and Organisational Behaviour 9th. Edition. FT/Prentice Hall . Again, Lewin(1951) suggested that for change to be successful there must be group activity. Unless group norms are transformed there will be no sustenance to individual actions and without reinforcements change can be short-lived. Employees are beginning to accept that the time has come for change and the changes must be made so that the organisation can remain viable. Schein (1988) model of change outlined the pivotal role of the change agent. Schein (1988) delineated each stage of Lewin’s (1951) model by expressing the dynamics of individual change and how imperative it is for change agent to manage these changes (see table 2 below) the change agent can be seen as the coach, facilitator and motivator assisting individuals through the change can be seen as the coach, facilitator and motivator assisting individuals through the change. According to Schein’s(1988) model the first stage the change agent assists with motivating the individual by disconfirming their behaviours, attitudes and performance. Stage two emphasises the need to get employees to perform tasks differently and actually engaging belief that changing norms and working habits can effectively improve their performance. At Stage three the change agent helps the employee to change his thought patterns by integrating new and well defined behaviours. Self conceptualisation and reinforced performance standards are confirmed. Schein (1988) believes that none of these stages are susceptible to self management but need the intervention of change agents. In furtherance, Cummings and Worley (2005) planned change concept outlined how change can be implemented in organisations. This action research model places heavy emphasis on gathering and diagnosing data prior to action planning and implementation and on assessment of results after action is taken. The action research model describes change as a cyclical process involving joint activities between employees and organisational ractitioners. Figure 2 below compares Lewin (1951) change model to other models of planned change such as the positive model and the action research model all of which describes the phases by which planned change occurs in organisation s. Initiation of successful organisational change modified restructuring strategies and organisational efficiencies can be envisaged through these theories. In this model many steps overlap and interact in practise. This simple model has been used to analyse and manage change and can be useful at times. However, it tends to treat people as the objects of manipulation and does not involve them in the change process at all. All three approaches emphasises the application of behavioural science knowledge, involve organisation members in the change process to varying degrees and recognise that the interaction between an organisation and a consultant constitutes an intervention that affects the organisation. Lewin’s(1951) change model approach differs from the other two models in that it deals with the general process of planned change whereas the others target specific organisational development(OD) activities. To manage strategic change effectively, it is important to understand its causes. Two main classifications of the causes of change are outlined by the following theorists: 1) Tichy’s(1983) four main causes of strategic change 2) Kanter, Stein and Jick’s(1992) three dynamics for strategic change. According to Tichy (1983) four main triggers for change: TICHY(1983) TRIGGERS FOR CHANGE †¢Environment- shift in the economy, competitive pressures and legislative changes can lead to demands for strategic change. †¢Business relationships-alliances, acquisitions, value chain linkages or core competencies. †¢Technology †¢People-new entrants may have different educational or cultural backgrounds or expectations that require change. Source:Mullins, Laurie,J. (1997) Management and Organisational Behaviour 9th. Edition FT/Prentice Hall. (TABLE 3) Tichy(1983) suggests that change is not only inevitable in such circumstances but can be managed to produce effective results. Kanter, Stein and Jick(1992)identified three causes of strategic change: Environment-changes here compared with the situation in the organisation can lead to demands for strategic change. Life cycle differences-changes in one division or part of the organisation as it moves into a phase of its life cycle that is different from another division may necessitate change. Typically, change issues related to the size, shape and influence of such parts and involve coordination and resource allocation issues between them. Political power changes inside the organisation-individuals, groups and other stakeholders may struggle for power to make decisions or enjoy the benefits associated with the organisation. For example, shifts in strategy from production oriented to customer oriented would be accompanied by a shift in the power balance between those two functions. The researcher suggested that the causes were constantly shifting, sometimes slowly and at other times faster. Kanter, Stein and Jick’s(1992) theory can be directly related to the Health care clinic as the organisation go through the process of change as it relates to the external environment changes so too must the organisation, as one part of the organisation change so too must other parts of the organisation change to ‘catch up’. Internal and external factors influence changes. Kanter, Stein and Jick (1992) identified three major forms taken by the change process. They linked these three categories of people involved in the change process, to produce a three stage process for managing change. These three forms were: 1)The changing identity of the organisation. 2)Coordination and transition issues as an organisation moves through its life cycle. 3)Controlling the political aspects of the organisation. The three major categories of people involved in the change process: I. Change strategists-those responsible for leading strategic change in the organisation. They may not only be responsible for implementation. II. Change implementers –those who have direct responsibility for change management. III. Change recipients- those who receive the change programme with varying degrees of anxiety depending on the nature of the change and how it is presented. Kanter, Stein and Jick(1992) offer one way of structuring and managing aspects of the change process. However, these categories of people only give limited indicators of how to manage the process. Kanter, Stein and Jick’s(1992) model may be suited to major changes than the more common ongoing process. According to Cummings and Worley (2005) there are five major activities involved in order to lead and manage change and they are done in the order in which they are performed. These in order of priority are: ? Motivating change. ?Creating a vision. ?Developing political support. ?Managing the transition. ?Sustaining momentum. A major point to note is that in this model, overcoming resistance to change is required early in the change. The change process in the organisation can be severely affected by resistance to change. People tend to very reluctant to move from their perceived ‘comfort zone’ to some unforeseen place as it relates to change thereby begging the questions of whether their contributions will mean anything for them in the future. Albrecht (1983) provided an interesting model of change in which organisations undergo the change cycle. Individuals also experience symptoms of change response cycle. This cycle is prevalent when change is dictated or imposed by management and internal and external forces. ( Table 4 below refers. ) (TABLE4) Source:Cummings, Thomas G. nd Christohper G. Worley,(2005) Organisation Development and Change 8th. Edition-,Thomson Southwestern. The six box model of change was introduced by Weisbord (1978) as a diagnostics tool to measure organisational effectiveness and looks at the inter-related elements within the organisation. Purpose. Is the representation of the o rganisation and an understanding of the employee’s agreement and commitment to it. Leadership.. – Includes the style and integrity of the employee and their ability to be goal oriented. Structure . -Displays the organisational chart, reporting styles and systems, job responsibility and delegation of authority Relationship. Are those of the employees in the organisation together with their norms, behavioural patterns, conflict management and their degrees of inter dependence Rewards. -Represent what the organisation needs to rewards both in real and psychological terms and include incentives for ‘doing the right thing’ Helpful Mechanisms. -Are the different and varied formal procedures and management systems that monitor and coordinate the organisation’s work. . According to Kotter(1995) there are eight steps to transforming an organisation. Source:Cummings, Thomas G. and Christohper G. Worley,(2005) Organisation Development and Change 8th. Edition-, Thomson Southwestern. Kotter(1995) suggests † that for change to be successful 75% of the company’s management needs to buy into the change and really work hard at step and spend significant time and energy building urgency before moving into the other steps. Don’t panic and jump in too fast because you don’t want to risk further short term losses, if you act without being properly prepared, you could be in for a bumpy ride’’ As a result of change many times there is the issue of conflict arising. Conflict is inevitable just as change and assuming that organisational goals are broadly dersiable , there are two aspects of conflict that are relevant and leaders must take cogniscance of. According to Hunt (1986) conflict can be highly desirable, it can energise relationships and clarify issues. Conflict can be constructive as well as destructive. the constructive effects of conflict are hat it can introduce different solutions to problems, power relationships can be d efined more clearly,it can encouragecreativity and testing of ideas,it focuses attention on individual contributions, it brings emotions out in the open and it provides opportunities for the release of hostile feelings that may have been, or may be, repressed otherwise. Conflict can have negative effects as it may distract attention from the task, it can polorise views and dislocate the group, odjectives may be subverted in favour of secondary goals,it encourages defensive or spoiling behaviour,it may result in the disintegration of the group and it can foster emotional, win-lose within the group. Job design involves the planning of the job. This includes its contents, the methods of performing the job and how it relates to other jobs in the organization (Rahim 2001). Job design and redesign main focus is to put together the needs of the employees that are involved in the different jobs with the production necessitate of the organization in mind. One of the main aims of job redesign is to supply the organizations workers with significant work that fit effectively into the flow of the organization. Enriching, enlarging or simplifying are also goals of job redesign. For the improvement of performance job redesign theory focuses on, job rotation and job enlargement. As in the case it was shown that the general feeling of the employees of the clinic was that there was an absence of job challenge and that technology had simplified the work to be done. According to Herzberg’s theory of motivation, workers motivation to work depends on the nature of the work and how challenging it is. Lack of this challenge will allow employees to become disenchanted with their job thus having a negative impact on organizational transformation. Having job challenges will help in motivating the employee to work. Adair (2004) believes that motivation comes from within a person but is fuelled by external factors eg. having work challenges to be able to align themselves to achieve a specific goal, (the goal being a challenge but yet it is attainable by the employee). Job rotation where the employees will be allowed to work on different tasks or in different departments. This will increase job satisfaction and would have helped the employees as they would have had the opportunity to perform different tasks, thus inhibiting boredom on the job. Learning will also take place as employees also learn new tasks and have different responsibilities with job rotation. Job enlargement whether horizontal or vertical would also lead to a more successful organizational transformation as it would also help in giving the employees a challenge as they will have more to do. Time is also extended so that the challenge of doing more is realistic. Self esteem will be contributed to as the employee would be entrusted with exercising judgement thus having added responsibility for tasks. Job design and redesign is mainly done by the management of the organization who are responsible for making decisions about how to design those jobs ( Mintzberg 1973) as they see fit. Although managers would have more influence and control over job design than they do over structure, technology, culture, relationships and people ( Hackman Oldham 1980), the time and attention of managers would still be greatly needed (Dutton : Ashford, 1993). Pfeffer(1994) believed that the depending on how managers make decisions about job design, it can be a liability or a potential source of competitive advantage for organizations however, many managers often use simplified work as the default approach to designing jobs (Campion : Stevens, 1991). 3. 0. ANALYSIS/FINDINGS: The researcher in her analysis of the case study of the particular health care clinic sought to ascertain where the problems were and attempts to ascribe the requisite solutions. There were certain strengths as well as considerable weaknesses associated with the case study. It was found that Lewin’s(1951) models were followed to the letter in the structure of this health care clinic and that factors outside these frameworks were not used thereby creating obvious gaps. TECHNOLOGY: Tichy’s(1983) four main triggers of successful strategic change identifies technology as an important driver in the change. As is the situation in the case study it was found that with the advent of new modern technology strengths as well as weaknesses are abound. The medical technologists in the bio chemistry department were either inept with the new technology or were not prepared for the imposition of the new technology thereby dissatisfaction was wide spread, which can be seen as another weakness. Technological shifts can substantially impact on the quality or content of the work and may ultimately influence the factors that affect survivability of the organisation. SOURCES OF DISSATISFACTION Paragraph 2 of the case study identifies several sources of dissatisfaction among the technologists that were of concern. The under mention identifies the concerns together with the possible cause and effect and likely solutions. Under utilisation in their work†-this can be seen as a weakness in the organisation and could have been possible as the OD staff failed and or neglected to take into consideration issues such as job design and redesign RAHIM (2001), job rotation, job enrichment, job enlargement and job evaluation on employees at the hea lth care clinic. â€Å"Communication within the laboratories was insufficient†-it is apparent that the communication channels between laboratories were severed or perhaps were insufficient. As such the OD experts should have embarked on team building workshops and organisational development seminars and sufficient enough training and development exercises. Work wasn’t evenly distributed†- this would suggest that there was a certain lack of supervision in the laboratories and there was a failure to have equity distribution in assignment and management of tasks. The issues of capacity management and production planning are areas that OD experts should have looked at. â€Å"Medical staff didn’t treat them with the respect that they deserve†-this clearly suggests that the medical staff felt that the technologists were their subordinates and felt that way because the technologists may be less remunerated as compared to the medical staff. As such OD staff should take into consideration issues such as reward management systems, merit recognition eg. Employee of the month, performance pays system, team based pay and a comprehensive performance related merit system of remuneration. The advent of technology had had simplified the work to the point that it no longer seemed to require the level of training common among medical technologists†-this would suggest that technologists should have had enhanced training in other skill sets or multi skill training which would give them the extended capacity to build manpower capacity. â€Å"Studies in personnel management literature†-there is no such evidence in the case study to suggest that there were any studies in the personnel management literature carried out. â€Å"Job challenge was a primary cause of job turnover†-this is an issue really of job retention as opposed to job attrition. By looking at performance appraisal strengths and weakness can be determined. In looking at job turnover OD require job retention, job security and career and talent management. LEADERSHIP: The art of leadership is saying no, not yes. It is very easy to say yes. (TONY BLAIR, 1994) Are leaders born or made? Trait (1950) theory seems to suggest that leaders are born and not made, yet Stodgill(1949) and Mann (1959) suggests that there are few relationship between the traits possessed by leaders and their performance. The Trait (1950) theory that leaders are born failed under scrutiny (Zaccaro, 2007). Kirkpatrick and Locke (1991) having examined existing literature on leadership suggests that there are six leadership traits. They are: 1-Drive 2-Leadership motivation 3-Honesty and integrity 4-Self confidence 5-Cognitive ability 6-Knowledge of the business As in the case study there is no clear indication as to the leader (Weisbord 1978) of the change process as it is reputed that the OD staff had discussions with the managers. Clearly no one took charge of the change process from the onset of the planned change. There is no evidence to suggest whether the OD staffs were adequately qualified to conduct such a change process or whether the interviews were conducted professionally. COMMUNICATION Communication is a key component in the facilitation of any change process. For this reason communication is heightened importance when change is needed. Bordia et al (2004) suggests that communication during change is vital to manage employee uncertainty and feelings of loss of control. As was the case in this case study there is hardly any evidence to suggest that there was a proper reporting structure so that information on the change initiatives were being communicated to the technologists by the OD experts. To this end came the issue of the readiness for change as this is an important indicator to coping with resistance to change so suggests Armenakis, Harris and Mossholde(1993). Communication strategies need to emphasize two messages. They are: 1- The need for the change, that is, indicating what the organisation is doing as opposed to what it should be doing and 2- The ability to change successfully, that is, it is important that the employees believe that the change could be done thereby encouraging them to make the extra effort. TIMEFRAME: Apart from using volunteers to assist in the analysing of the data which is in itself questionable as there is evidence that they are overworked and not properly remunerated. The OD staff administered questionnaires which asked for confidential opinion as opposed to change or job analysis questions and there is no indication of its contents. These questionnaires sought only quantitative data. Whether the truth will be written on those questionnaires is anybody’s guess as there is no validation of the data. There is no clear definition as to the timeline for the project and no implementation plan. The random sampling data collecting took two months seems to be incredibly long for such an exercise. To suggest that two years later the OD staff evaluated the results of the change program was incredulous to say the least as this was certainly not an effort in organisational transformation but rather an incremental change plan. This was an exercise that was limited in scope, time and cost thereby failing to meet its objectives. RESISTENCE TO CHANGE Resistance to change is a widely used term that generally gives a bad or a negative connotation. It us usually asked of employees to change something in the organisation that they may have been comfortable with for their entire life. That change will not come easy at all, there will be some anguish and fight and may even be the source of collective group action like strikes and industrial action by employees. This is not necessarily a bad thing. Ford and Ford(2009) suggests that resistors to change should not be overlooked but that resistance should be taken in a positive light and accepted as a form of feedback that can actually build and encourage the change process. Pockets of resistance can also be found with the Lewin (1951) model of unfreezing, moving and refreezing. As the activity of unfreezing comes to an end resistance is usually found as employees attempt to move. This is quite natural as without proper communicating many are unsure of their future especially the employees who have fallen into their comfort zone. As with the case study there was a definite feature of resistance to change. 4. 0. REFLECTION: This change process was a failure from its inception because the very basic of protocols were not adopted. The OD staff sought to enlist volunteers who do not have the requisite educational capacity to carry out that vital function of collecting and analysing data. The human resources department should have been the ones directly involved in the change process. The change agent should have been engaged who is a highly trained professional in organisational development to lead the drive towards organisational transformation. In this case study the data collected would at best be unscientific and unrealistic to say the least. Change, whether planned or emergent can take a number of forms, each of which requires a different type of action. Utilising collective methods of action research together with capacity building and the will to include people in the change process will go a long way in achieving successful change. In conclusion it must be said that there are unprecedented opportunities and challenges in the health care industry for which organisational development (OD) practitioners must be aware of and as such there can be significant positive growth and development by linking strategic activities of the organisation towards the direction of organisational transformation. Organisational transformation can also be achieved by being able to facilitate integration of people and processes across traditional department and organisational boundaries and by acknowledging competencies and integrity. REFERENCES: ATKINSON, P. E. (1990) ‘CREATING CULTURAL CHANGE’ MANAGEMENT SERVICES VOL. 34 NO. 7, PP. 6-10. BPP PROFESSIONAL EDUCATION- ORGANISATIONS AND BEHAVIOUR SUPPORTIND FOUNDATION DEGREES, MANDATORY UNIT 3 P. 185.. CUMMINGS,T. G. AND WORLEY,C. G. (2005)’ ORGANISATION DEVELOPMENT AND CHANGE’, 8TH. EDITION,THOMPSON SOUTHWESTERN. P. 509. HANDY, C. B. (1993)’ UNDERSTANDING ORGANISATIONS’, 4TH. EDITION KOTTER, J. P. AND COHEN, D. S. (2002)’ THE HEART OF CHANGE’, HARVARD BUSINESS SCHOOL PRESS MAYLOR, J. (2004) ‘MANAGEMENT 2ND. EDITION’, F T/ PRENTICE HALL ,PP. 69-74. Mc LEAN, A. AND MARSHALL, J. (1998) ‘CULTURES AT WORK, LOCAL GOVERNMENT TRAINING BOARD’. MULLINS,LAIRIE, J. (1997)’MANAGEMENT AND ORGANISATIONAL BEHAVIOUR 9TH. EDITION FT/PRENTICE HALL SENIOR, B. AND FLEMING, J. (1993). ‘ORGANISATIONAL CHANGE’, 3RD. EDITION, FT/ PRENTICE HALL. BIBLIOGRAPHY Bradford Burke. 2005. Re-Inventing Organisation Development, Wiley Publication. Cummings Worley. 2004. Organisation Development Change, Thomson Publishing French Bell. 1999. Organisational Development: Behavioural Science Interventions for Organisation Improvement, Prentice Hall Publication. French, Wendell,Bell, Cecil Zawacki, Robert. 2004. Organization Development Transformation: Managing Effective Change, McGraw-Hill Publication Stacy, Ralph. 2000. Strategic Management Organisational Dynamics: The Challenge Of Complexity, FT/Prentice Hall. Morgan, Gareth. 2006. Images of Organisation, Sage Publication. Handy, Charles. 2002. Age of Un-reason, Pitman Handy, Charles. 1993. Understanding Organisations, Penguin Schein, Edgar. 1998. Process Consultation Revisited, Prentice Hall Schien Gallos. 2006. Organisational Development, Jossey Bass Publication Burnes, Bernard. 2004. Managing Change: A Strategic Approach to Organisational Dynamics, Prentice Hall. Oppenheim, A. N. 1992. Questionnaire Design, Interviewing and Attitude Measurement Vansina, Leoplod Vasina-Cobbaert, M. J. 2008. Psychodynamics for Consultants Managers: from Understanding to Leading Meaningful Change, Wiley Publication. How to cite Organizational Transformation Issues In A Health Care Clinic, Essay examples

Young People at Work

Question: Discuss about the Young People at Work. Answer: Risk Assessment of young People in Twenty Twenty manufacturing: Risk Assessment Form Department RA Leader Approved by: Signature: Reference Number: Process: Process/ Activity Location: RA Member 1: RA Member 2: Original Assessment Date: RA Member 3: Name: Last review Date: RA Member 4: Designation: Next review Date: RA Member 5: Date: Hazard Identification Risk Evaluation Risk Control Ref Work Activity Hazard Possible Injury/ Ill-health Existing Risk Control S L RPN Additional Risk Control S L RPN Due Date Remarks 1 Working in lab Chemical Burns Use less toxic material 4 3 12 Only authorised use and expert usage 2 1 2 15/1/16 2 2 Handling Organic products Biological Infection Instead organic substance, use water based solvent 3 2 6 NA 2 1 2 2 3 Working with Electrical substance Electrical Fire Use glove boxes 4 3 12 Maintenance of laser systems and only authorised use 4 1 4 4 4 Handling heavy machines Mechanical Fractures Use crane or other things without direct handling 3 2 6 NA 2 1 2 2 5 Working with sharp machines Physical Cuts Good laboratory work 1 3 3 NA 1 1 1 1 6 Working in computer Ergonomics Musculoskeletal Disorder Proper training 1 3 3 NA 1 1 1 1 7 Understanding difficult condition Psychological Mental stress Good skills 2 3 6 NA 2 1 2 2 8 Handling Machines Slip Cuts and Fracture Safety practice 4 3 12 Use of crane or authorized equipments 5 1 5 5 9 Handling Electronics Fall Break Safety eyewear and respiratory protection 3 2 6 NA 2 1 2 2 10 Vibration of machines Hearing Impairment of hearing Earplug 3 2 6 Na 1 1 1 1 Induction Process for young People: Description of the company including the nature of the company, the establishment time and employee number Hazardous substances like chemicals, hydrogen cyanide Risks, hazards and harmful effects Health and safety policies of Twenty Twenty manufacturing according to Singapore regulation Responsible Person to Compile the Risk Assessment: If any hazardous event or accident takes place, the managing director should be notified and necessary actions should be taken. Firstly, the manager of the department, where the accident is happened, should be informed. He must arrange some preventing method to control the risk (Wong 2016). The manager needs to arrange training to control the risks (Sousa, Almeida and Dias 2014). Responsible Person to Accept Copies of Risk Sssessment: The responsible manager, who will accept the copies of risk assessment, is the HR of Twenty Twenty Manufacturing. He needs to scrutinize the risk assessment report and develop the health and safety policies of the company. Description of Spider Diagram: Figure 1: Spider Diagram (Source: As created by Author) In the induction process on work experience for the young at Twenty Twenty Manufacturing the responsible managers and employees should participate. HR should teach the new one about the health and safety policy to make him aware about the risks. The training manager will explain the training procedure at Twenty Twenty Manufacturing. The quality manager should guide about the role of a design engineer and the working procedure. References: Burke, R.J., 2016.The fulfilling workplace: the organization's role in achieving individual and organizational health. Routledge. Goh, Y.M. and Chua, D., 2013. Neural network analysis of construction safety management systems: a case study in Singapore.Construction Management and Economics,31(5), pp.460-470. Sousa, V., Almeida, N.M. and Dias, L.A., 2014. Risk-based management of occupational safety and health in the construction industryPart 1: Background knowledge.Safety science,66, pp.75-86. Wong, S.C., 2016. Transformation of employment patterns and need for career services in modern Singapore.The Career Development Quarterly,64(3), pp.287-299.

The Pelican Brief Essay Example

The Pelican Brief Paper The pelican brief. „The pelican brief† is the 3rd novel written by John Grisham in 1992. Most of his novels are about lawyers and so is this one. I could say that this book is definitely the one with most action in it, because the storyline is based on major government cover-up. One aspect of this book is its theme. The main theme of this novel is large-scale conspiracies in America. The author shows us the dark side of political and economical impact and its importance in the same time. The story starts out with two Supreme Court Justices murdered for no apparent reason. The main character is a young law student, named Darby who gets drawn apart in the deeps of political conspiracies by writing a brief in witch she reveals her theory of conspiracy. It was a shot in the dark for Darby, a brilliant guess, which appeared to be true and that’s the main reason why she becomes a target for a big business and political giant- Victor Mattiece, who murders Darby’s friend Thomas Callahan and Gavin while the young student tries to run to earth the evidence against Victor Matice. Darby have to deal face to face with the political corruption, trying to get evidence against the persons involved in these crimes. Throughout the novel her struggle with guilt and pain is blowing up , as well as her fear. The author shows how hard it is to be alone against all system of bureaucratie. To some this may seem ironic that a young female law student can so easily write a brief, that turns out to be the only document that can cover up such a large-scale corruption, but that is not the point. The idea is to show political system problems in general. We will write a custom essay sample on The Pelican Brief specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Pelican Brief specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Pelican Brief specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In my opinion the author ties to show us that they are more interested in golf than a major government crisis, and choose to let others worry about it. Step by step the young law student and her friend Gray debunks a shifty cover-up, made by the most prestigious men in the country. In the end of the book Darby lies in the beach feeling slightly free from all troubles she have lived thought. The second aspect of â€Å"The Pelican brief† is it’s style . The author’s language is quite pleasant, he writes in the 3rd person. The interest aroused quite quickly, because of the unexpected turn in the very beginning . I could say that it is hard to follow the storyline if you have missed some events, because the story is fast mooving. The final aspect of â€Å"The Pelican brief is its value. The story has an influence on reader it made me think about who you can and cant trust, and also showed some skills of being sharp. I think John Grishams goal while writing this novel was to strike suspense, fear, happiness, and enjoyment into the reader in the same time.

The Development of Canals in the Industrial Revolution

The Development of Canals in the Industrial Revolution Water was an important method of transport in Britain prior to the industrial revolution  and was used heavily for freight. Basically, to have a working economy things had to be moved from the place of production to the place of need, and vice versa, and when travel was based on horses, no matter how good the road, there were limits on products, in terms of freshness or quantity. Water, which could take more, and faster, was crucial. There were three key aspects of water borne trade: the sea, the coast, and rivers. Sea Carriage: Overseas trade required large ships and was important for importing and exporting goods and raw materials. Several key British ports, including the hub of the nation in London, had been growing on trade even before the boom of the revolution, and many traders had built public buildings. As the revolution got underway and Britain experienced an export boom in the late eighteenth century, wealth was reinvested in refurbishing ports, and they expanded greatly.Coastal Trade: Moving heavy goods at sea along the coast of Britain was much cheaper than moving the same items along the road network, and coastal trade was a key aspect of Britain’s economy. Between 1650 and 1750, i.e. before the industrial revolution, half a million metric tons of coal was moved this way from Newcastle in the north to London in the south. Foodstuffs could be moved fairly quickly through coastal trade, and it helped provincial trade. The east coast, with a sheltered, smooth sea, had the great est use, and most early industries like iron, tin, and grain depended on this method. Navigable Rives: Britain made major use of its river network for transport as well as waterwheel energy, but there were problems. Rivers didn’t always- or rarely- went where you wanted your goods to go, and they were affected by drought and erosion, as well as other industries being in the way. Many were simply unnavigable. People had tried to improve the river network by dredging, widening, and cutting past meanders by the start of the eighteenth century, and canals became the logical next step. Indeed, it was river improvements that gave the engineers of the canals their start. However, lots of important industrial areas in Britain, such as Birmingham, didn’t have any water links and were held back. If there wasnt a river, and you werent on the coast, you had transport problems. The solution was to be found in canals, a man-made route in which you could (mostly) direct the route. Expensive, but if done right, a way of making large profits. The Solution: Canals The first British canal to follow a totally new route (the first British canal was the Sankey Brooke Navigation, but this followed a river) was the Bridgewater canal from collieries in Worsley to Manchester and was opened in 1761 by the colliery’s owner, the Duke of Bridgewater. This reduced the Duke’s transport costs by fifty percent, vastly cheapening his coal and opening up a whole new market. This showed to the rest of Britain’s industrialists what canals could achieve, and it also demonstrated both what engineering could do, and what wide-ranging enterprise could create: the Duke’s money had come from agriculture. By 1774 over thirty-three government acts had been passed providing for canals, all in the Midlands where there were no comparative or realistic alternative means of water transport, and a boom continued. Canals became the perfect answer to regional needs, as you could design their path. The Economic Impact of Canals Canals allowed a greater volume of goods to be moved more precisely, and for much less, opening up new markets in terms of location and affordability. Seaports could now be connected to inland trade. Canals allowed for the greater exploitation of coal reserves as the coal could be moved further, and sold cheaper, allowing a new market to form. Industries could now relocate to coalfields or move to towns, and the materials and products could be moved either way. Of over 150 canal acts from 1760 to 1800, 90 were for coal purposes. At the time- before the railways- only canals could have coped with the swiftly rising demand for coal from industries like iron. Perhaps the most visible economic effect of canals was around Birmingham, which was now joined to the British freight transport system and grew hugely as a result. Canals stimulated new ways of raising capital, as the majority of canals were built as joint stock companies, with each company having to apply for an act of Parliament. Once created, they could sell shares and buy land, bringing in widespread investment, not just local. Only a tenth of the funding came from the elite of wealthy industrialists, and the first modern company management structures were put in place. Capital began to flow around the constructions. Civil engineering also advanced, and this would be fully exploited by the railways. The Social Impact of Canals The creation of canals created a new, paid, labor force called ‘Navvies’ (short for Navigators), increasing spending power at a time when industry needed markets, and each canal needed people to load and unload. However, people tended to fear navvies, accusing them of taking local jobs. Indirectly, there were also new opportunities in mining, hardware, and other industries, for instance, the potteries, as markets for goods opened right up. The Problems of Canals Canals still had their problems. Not all areas were suitable for them, and places like Newcastle had relatively few. There was no central planning and the canals weren’t part of an organized national network, coming in different widths and depths, and were largely limited to the Midlands and North West of England. Canal transport could be expensive, as some companies monopolized areas and charged high tolls, and competition from rival companies could cause two canals to be built along the same route. They were also slow, so things had to be ordered well in advance, and they could not make passenger travel cost effective. The Decline of the Canals Canal companies never solved the problems of speed, making the invention of a faster method of transport almost inevitable. When the railways were introduced in the 1830s people felt that the advancement would spell the immediate end of the canals as a major network for freight. However, canals continued to remain competitive for a number of years and it wasn’t until the 1850s that railways really replaced the canals as the primary method of transport in Britain.

The History and Origin of Aerosol Spray Cans

The History and Origin of Aerosol Spray Cans An  aerosol  is a  colloid  of fine  solid  particles or  liquid  droplets, in the air or another  gas.  Aerosols can be natural or artificial.  Frederick G. Donnan  presumably first used the term  aerosol  during  World War I  to describe an aero-solution, clouds of microscopic particles in the air. Origins The concept of an aerosol originated as early as 1790 when self-pressurized carbonated beverages were introduced in France. In 1837, a man called Perpigna invented a soda siphon incorporating a valve. Metal spray cans were being tested as early as 1862. They were constructed from heavy steel and were too bulky to be commercially successful. In 1899, inventors Helbling and Pertsch patented aerosols pressurized using methyl and ethyl chloride as propellants. Erik Rotheim On November 23, 1927, Norwegian engineer Erik Rotheim (also spelled Eric Rotheim) patented the first aerosol can and valve that could hold and dispense products and propellant systems. This was the forerunner of the modern aerosol can and valve. In 1998, the Norwegian post office issued a stamp celebrating the Norwegian invention of the spray can. Lyle Goodhue and William Sullivan During World War II, the U.S. government funded research into a portable way for servicemen to spray malaria-carrying bugs. Department of Agriculture researchers, Lyle Goodhue and William Sullivan, developed a small aerosol can be pressurized by a liquefied gas (a fluorocarbon) in 1943. It was their design that made products like hair spray possible, along with the work of another inventor Robert Abplanalp. Robert Abplanalp - Valve Crimp In 1949, 27-year-old Robert H. Abplanalp’s invention of a crimp on valve enabled liquids to be sprayed from a can under the pressure of an inert gas. Spray cans, mainly containing insecticides, were available to the public in 1947 as a result of their use by U.S. soldiers for preventing insect-borne diseases. Abplanalp’s invention made of lightweight aluminum made the cans a cheap and practical way to dispense liquids foams, powders, and creams. In 1953, Robert Abplanalp patented his crimp-on valve for dispensing gases under pressure. His Precision Valve Corporation was soon earning over $100 million manufacturing one billion aerosol cans annually in the United States and one-half billion in 10 other countries. In the mid-1970s, concern over the use of fluorocarbons adversely affecting the ozone layer drove Abplanalp back into the lab for a solution. Substituting water-soluble hydrocarbons for the damaging fluorocarbons created an environmentally friendly aerosol can that did not harm the environment. This put the manufacture of the aerosol spray can products into high gear. Robert Abplanalp invented both the first clog-free valve for spray cans and the Aquasol or pump spray, which used water-soluble hydrocarbons as the propellant source. Spray Paint in a Can In 1949, canned spray paint was invented by Edward Seymour, the first paint color was aluminum. Edward Seymours wife Bonnie suggested the use of an aerosol can be filled with paint. Edward Seymour founded Seymour of Sycamore, Inc. of Chicago, USA, to manufacture his spray paints.

Review of film Surviving Picasso Essay Example | Topics and Well Written Essays - 750 words

Review of film Surviving Picasso - Essay Example The essay "Review of film Surviving Picasso" will explore the film "Surviving Picasso" by James Ivory. The genre of film provides an amazingly rich opportunity for artistic expression. The study will find out how effectively this movie portrays the artist's life and work, and why Picasso's life served as a good base for a commercial fare in the first place. First of all, it should be mentioned that Pablo Ruiz Picasso, or just Picasso as the artist preferred to call himself, belongs to the list of the most outstanding persons of the last century, who was as famous during his turbulent life as he is famous now. In the purely artistic terms, Picasso is known as one of the principal founders of cubism, a style of art in which the natural forms of subjects are represented as geometrical shapes. But in his personal life Picasso was known for his relations with numerous women, and this fact played quite a significant role in the artist’s art and in his own vision of himself. It is on this ground that the film â€Å"Surviving Picasso† finds its main theme as it attempts to help the audience better understand the life of this controversial figure. More specifically, the film`s plot is centered on the relationships between Picasso and one of his mistresses Francoise Gilot, with whom Picasso had a relationship since meeting her as a young student of art in 1944 in Paris, and who eventually left him in 1953, which was an unprecedented case for the artist and therefore deeply shook him. This event would be much less significant.... What is interesting is that these women, which in a certain way can be perceived as victims of an evil genius, were apparently drawn to him not unlike moth is attracted by fire. As one of Picasso mistresses Dora Maar puts it in the film: "Without him [Picasso] there is nothing" (Ivory, 1997), and another woman silently confirms this attitude as she saves Picasso's cut hair and nail clippings. In this light, the story of Francoise Gilot is an account of a person who was not overcame by the artist, and who even later had to withstand his attempts for revenge. In the very beginning of their relationship a lot of symbolism is present - Picasso leaves Dora Maars table in order to join Francoise Gilot, which was quite typical for the artist frivolous character, and when she enters the studio of Picasso, he warns that from that moment she was in the labyrinth of Minotaur who had to devour at least two young girls a day in order not to perish. And even a servant of Picasso tells Gilot that i t would be better for her to go home. At this point in the film a question arises as to why Picasso was so irresistible in womens opinion. One of the evident answers offered in the movie, and confirmed by biographic accounts of Picasso, is that it was the inner perception of irresistibility filling him that he was able to easily project on other people as well. Of course, the ability of Picasso not only to create but to constantly maintain his reputation of the greatest artist of his time added to his almost mythical appeal. Still, despite of presence of numerous accurate observations in the film of elements of Picasso's character, the picture does not fully avoid the