Bshs 462 Force Field Analysis
Achieving and Maintaining Individual Excellence
Wendy Coghill
BSHS/462
November 3, 2014
University of Phoenix
Instructor Sharla Hansen
Achieving and Maintaining Individual Excellence
In this paper the reader will see the finished contents of the writer’s attempt to address the questions in the assignment regarding achieving and maintaining individual excellence in the writer’s life. The assignment required the writer to formulate a framework for achieving and maintaining individual excellence in life, and the skills necessary to develop further in life. After constructing the Force Field analysis similar to the one in the text, “Managing of Human Services Programs”, written by Lewis, Packard, and Lewis in 2005.
The writer was required …show more content…
to list personal and driving forces as well as current aspirations for each of the following topics of condition: Managing the environment, planning and program design, Human resource development, Supervision, Financial Management, Program evaluation, Organizational design, and Leadership within organizational change. The writer was also instructed to examine the five disciplines of Peter Senge, including Personal Mastery, Mental models, Shared vision, Team learning, and Systems thinking, and conduct a self-assessment of personal skills for growth.
Managing the Environment
A human service supervisor will need to monitor trends in the environment constantly, from the local and state levels to the federal and, sometimes, the global level. Political trends including transference of formerly federal responsibilities, privatization of services, and increased accountability demands are likely to continue (Lewis, Acheiving and Maintaining Organizational Excellence, 2005). Certain economic trends will always be relevant: in good times there may be increased funds for prevention, and in bad times less funding will be available when it is needed most. The “marketization” of human services and the increasing globalization of the economy will continue to affect human service agencies and clients. Social and organizational complexity will, if anything, increase, requiring managers to look clearly at wider aspects of society and anticipate change further into the future. Needs assessments, asset mapping, community collaboration, and marketing and public relations strategies will all help the manager and the agency deal with the environment (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Planning and Program Design
In order for the human service manager to subsist and accomplish anything in today’s human service organizations, he or she must have the necessary knowledge and skills of the planning process, the determination of strategy and goals, and their alignment with the organization’s mission and purpose; including assessment of the environment; the specification of program objectives, based on program goals, and their formulation in measurable terms. It has been proven that strategic planning is an effective method for incorporating the organization’s mission and internal strengths and weaknesses with opportunities and pressures in the environment (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
It states in the text by Lewis, Packard, and Lewis that, “Considerate attention has to be paid to the selection of program models and activities (including their possible social, economic, political, and legal consequences) designed to meet program objectives and goals and to satisfy the organization’s mission” (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Human Resource Development
After the overall organization is designed to fit agency strategies and programs, individual jobs must be designed to fit the model chosen for a particular program.
Jobs should be designed to accomplish program purposes and be fulfilling for staff. Then, criteria for jobs must be developed and staff must be hired. New staff need to be oriented, and an ongoing program of staff training and development should be created, based on a needs assessment. Staff should be evaluated annually, using techniques such as behaviorally anchored rating scales, management by objectives, or critical incidents. Striving for a diverse agency workforce is important. This will ensure compliance with relevant laws and executive orders and also increase the likelihood that the workforce will be able to respond to clients in culturally appropriate ways. The use of volunteers, prevention of burnout, and employee assistance programs are other important aspects of human resource …show more content…
management.
Supervision
It is through supervision, that human resources are encouraged. To have an effective supervising relationship starts with the usage of suitable models of leadership and motivation. One matter of importance to retain is the fact that no two workers are motivated in the same way, and it is necessary to use various styles of leadership depending on the situation. The staff also need to be compensated fairly and fittingly with a reward system of some sort. Attention to all of these factors will contribute greatly to the quality and effectiveness of the most important asset to the organization: the staff. Financial Management
It is usually after the program model has been identified and the necessary staff selected, that budgeting can begin, by estimating expenditures. An annual budget is created and may be updated during the year. Specialized techniques such as cutback management, zero-based budgeting, and cost-effectiveness analysis can at times be useful as aids to decision making. Fund-raising and writing proposals for grants or contracts are key management activities. Part of the accountability process is the preparation of periodic financial reports and the completion of an annual fiscal audit.
Information Systems
One major issue of importance is a well-designed information system. When this is the case, it can increase an organization’s success and receptiveness and raise an employee’s sense of satisfaction and purpose. Supervisors should keep these points in mind to evade having an information system designed only to meet external culpability and evaluation needs without being fully valued or supported by staff. An information system should be designed with the involvement of the use of computers, and the system should meet both internal needs (for feedback, program modification, and employee satisfaction) and external needs related to accountability and program evaluation (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Leadership and Organizational Change
Supervisors who successfully fill various roles, such as people who shape culture and creators of vision, can make vital contributions to an organization’s effectiveness. In today’s dynamic human service environment, change is a constant and leaders play key roles as change agents in their organizations (Lewis, Acheiving and Maintaining Organizational Excellence, 2005). In addition to leaders, other staff, even at the line level, can and should function as change agents. On occasion, consultants can provide valuable outside expertise to aid change processes. Planned change, conducted by a leader, lower-level staff, or consultants, can help keep the organization maximally effective and responsive to its environment.
We will now take a final look at the importance of leadership in human service management and then review some specific ways in which individuals, groups, and the organization as a whole can engage in ongoing change and development (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Peter Senge’s Five Disciplines Self-Assessment
The five disciplines as described by the author Peter Senge discussed in the book are: Personal Mastery, a learned discipline of one consciously enlightening, and continually making effort to deepen one’s personal vision of growth. The author conducted a self-assessment of the skills for growth in each of the following five disciplines. With personal mastery, a person must set aside the time and energy necessary for continued learning and personal growth (Model 1.3: Senge 's Five Disciplines, 2012).
Mental models are important to consider and bring to surface because they shape how a person understands other people, and the situations everyone faces.
Whether right or wrong, they inform the decisions and actions a person makes. The third discipline is shared vision, which is basically self-describing. As human beings it is necessary for one another to try and share the same goals and values (Model 1.3: Senge 's Five Disciplines, 2012). Team learning discusses using dialogue to work through difficult situations. The fifth discipline is the theoretical framework for using all the other four disciplines by looking for obvious patterns, and finding ways of improving on and making changes in those area. Personal mastery is a discipline of continually clarifying and extending our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively (Model 1.3: Senge 's Five Disciplines,
2012).
Conclusion
This particular assignment was somewhat difficult for the writer in that she has not been gainfully employed for nearly a decade as of this month, so it was a little difficult to address the material in a fashion the applied the author’s thoughts and feelings to the topics at hand since there is little to no knowledge of the material covered, other than the text required for the course has given. For instance, the author has not been supervised, or having had a supervisory role while employed, for many years so it was quite challenging to try and construct a force field analysis and list personal restraining or driving forces as well as the current thoughts or desires of the above topics.
References
Lewis, J. A. (2005). Acheiving and Maintaining Organizational Excellence. In Management of Human Services Programs (Fourth ed.). Cengage Learning. Retrieved October 31, 2014
Lewis, J. A. (2005). Leading and Changing Human Service Organizations. In Management of Human Services Programs (Fourth ed.). Cengage Learning. Retrieved October 31, 2014
Model 1.3: Senge 's Five Disciplines. (2012). (Emmanuel Gospel Center) Retrieved November 2, 2014, from Living System Ministry.org: http://livingsystemministry.org/module13
Wendy Coghill
BSHS/462
November 3, 2014
University of Phoenix
Instructor Sharla Hansen
Achieving and Maintaining Individual Excellence
In this paper the reader will see the finished contents of the writer’s attempt to address the questions in the assignment regarding achieving and maintaining individual excellence in the writer’s life. The assignment required the writer to formulate a framework for achieving and maintaining individual excellence in life, and the skills necessary to develop further in life. After constructing the Force Field analysis similar to the one in the text, “Managing of Human Services Programs”, written by Lewis, Packard, and Lewis in 2005.
The writer was required …show more content…
to list personal and driving forces as well as current aspirations for each of the following topics of condition: Managing the environment, planning and program design, Human resource development, Supervision, Financial Management, Program evaluation, Organizational design, and Leadership within organizational change. The writer was also instructed to examine the five disciplines of Peter Senge, including Personal Mastery, Mental models, Shared vision, Team learning, and Systems thinking, and conduct a self-assessment of personal skills for growth.
Managing the Environment
A human service supervisor will need to monitor trends in the environment constantly, from the local and state levels to the federal and, sometimes, the global level. Political trends including transference of formerly federal responsibilities, privatization of services, and increased accountability demands are likely to continue (Lewis, Acheiving and Maintaining Organizational Excellence, 2005). Certain economic trends will always be relevant: in good times there may be increased funds for prevention, and in bad times less funding will be available when it is needed most. The “marketization” of human services and the increasing globalization of the economy will continue to affect human service agencies and clients. Social and organizational complexity will, if anything, increase, requiring managers to look clearly at wider aspects of society and anticipate change further into the future. Needs assessments, asset mapping, community collaboration, and marketing and public relations strategies will all help the manager and the agency deal with the environment (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Planning and Program Design
In order for the human service manager to subsist and accomplish anything in today’s human service organizations, he or she must have the necessary knowledge and skills of the planning process, the determination of strategy and goals, and their alignment with the organization’s mission and purpose; including assessment of the environment; the specification of program objectives, based on program goals, and their formulation in measurable terms. It has been proven that strategic planning is an effective method for incorporating the organization’s mission and internal strengths and weaknesses with opportunities and pressures in the environment (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
It states in the text by Lewis, Packard, and Lewis that, “Considerate attention has to be paid to the selection of program models and activities (including their possible social, economic, political, and legal consequences) designed to meet program objectives and goals and to satisfy the organization’s mission” (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Human Resource Development
After the overall organization is designed to fit agency strategies and programs, individual jobs must be designed to fit the model chosen for a particular program.
Jobs should be designed to accomplish program purposes and be fulfilling for staff. Then, criteria for jobs must be developed and staff must be hired. New staff need to be oriented, and an ongoing program of staff training and development should be created, based on a needs assessment. Staff should be evaluated annually, using techniques such as behaviorally anchored rating scales, management by objectives, or critical incidents. Striving for a diverse agency workforce is important. This will ensure compliance with relevant laws and executive orders and also increase the likelihood that the workforce will be able to respond to clients in culturally appropriate ways. The use of volunteers, prevention of burnout, and employee assistance programs are other important aspects of human resource …show more content…
management.
Supervision
It is through supervision, that human resources are encouraged. To have an effective supervising relationship starts with the usage of suitable models of leadership and motivation. One matter of importance to retain is the fact that no two workers are motivated in the same way, and it is necessary to use various styles of leadership depending on the situation. The staff also need to be compensated fairly and fittingly with a reward system of some sort. Attention to all of these factors will contribute greatly to the quality and effectiveness of the most important asset to the organization: the staff. Financial Management
It is usually after the program model has been identified and the necessary staff selected, that budgeting can begin, by estimating expenditures. An annual budget is created and may be updated during the year. Specialized techniques such as cutback management, zero-based budgeting, and cost-effectiveness analysis can at times be useful as aids to decision making. Fund-raising and writing proposals for grants or contracts are key management activities. Part of the accountability process is the preparation of periodic financial reports and the completion of an annual fiscal audit.
Information Systems
One major issue of importance is a well-designed information system. When this is the case, it can increase an organization’s success and receptiveness and raise an employee’s sense of satisfaction and purpose. Supervisors should keep these points in mind to evade having an information system designed only to meet external culpability and evaluation needs without being fully valued or supported by staff. An information system should be designed with the involvement of the use of computers, and the system should meet both internal needs (for feedback, program modification, and employee satisfaction) and external needs related to accountability and program evaluation (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Leadership and Organizational Change
Supervisors who successfully fill various roles, such as people who shape culture and creators of vision, can make vital contributions to an organization’s effectiveness. In today’s dynamic human service environment, change is a constant and leaders play key roles as change agents in their organizations (Lewis, Acheiving and Maintaining Organizational Excellence, 2005). In addition to leaders, other staff, even at the line level, can and should function as change agents. On occasion, consultants can provide valuable outside expertise to aid change processes. Planned change, conducted by a leader, lower-level staff, or consultants, can help keep the organization maximally effective and responsive to its environment.
We will now take a final look at the importance of leadership in human service management and then review some specific ways in which individuals, groups, and the organization as a whole can engage in ongoing change and development (Lewis, Acheiving and Maintaining Organizational Excellence, 2005).
Peter Senge’s Five Disciplines Self-Assessment
The five disciplines as described by the author Peter Senge discussed in the book are: Personal Mastery, a learned discipline of one consciously enlightening, and continually making effort to deepen one’s personal vision of growth. The author conducted a self-assessment of the skills for growth in each of the following five disciplines. With personal mastery, a person must set aside the time and energy necessary for continued learning and personal growth (Model 1.3: Senge 's Five Disciplines, 2012).
Mental models are important to consider and bring to surface because they shape how a person understands other people, and the situations everyone faces.
Whether right or wrong, they inform the decisions and actions a person makes. The third discipline is shared vision, which is basically self-describing. As human beings it is necessary for one another to try and share the same goals and values (Model 1.3: Senge 's Five Disciplines, 2012). Team learning discusses using dialogue to work through difficult situations. The fifth discipline is the theoretical framework for using all the other four disciplines by looking for obvious patterns, and finding ways of improving on and making changes in those area. Personal mastery is a discipline of continually clarifying and extending our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively (Model 1.3: Senge 's Five Disciplines,
2012).
Conclusion
This particular assignment was somewhat difficult for the writer in that she has not been gainfully employed for nearly a decade as of this month, so it was a little difficult to address the material in a fashion the applied the author’s thoughts and feelings to the topics at hand since there is little to no knowledge of the material covered, other than the text required for the course has given. For instance, the author has not been supervised, or having had a supervisory role while employed, for many years so it was quite challenging to try and construct a force field analysis and list personal restraining or driving forces as well as the current thoughts or desires of the above topics.
References
Lewis, J. A. (2005). Acheiving and Maintaining Organizational Excellence. In Management of Human Services Programs (Fourth ed.). Cengage Learning. Retrieved October 31, 2014
Lewis, J. A. (2005). Leading and Changing Human Service Organizations. In Management of Human Services Programs (Fourth ed.). Cengage Learning. Retrieved October 31, 2014
Model 1.3: Senge 's Five Disciplines. (2012). (Emmanuel Gospel Center) Retrieved November 2, 2014, from Living System Ministry.org: http://livingsystemministry.org/module13