Cherise Turner Case Analysis
NORTHCENTRAL UNIVERSITY
ASSIGNMENT COVER SHEET
Student: Cherise Turner
THIS FORM MUST BE COMPLETELY FILLED IN
Follow these procedures: If requested by your instructor, please include an assignment cover sheet. This will become the first page of your assignment. In addition, your assignment header should include your last name, first initial, course code, dash, and assignment number. This should be left justified, with the page number right justified. For example:
TurnerOL7002-8.1
Save a copy of your assignments: You may need to re-submit an assignment at your instructor’s request. Make sure you save your files in accessible location.
Academic integrity: All work submitted in each course must be your own original work. This includes all assignments, exams, term papers, and other projects required by your instructor. Knowingly submitting another person’s work as your own, without properly citing the source of the work, is considered plagiarism. This will result in an unsatisfactory grade for the work submitted or for the entire course. It may also result in academic dismissal from the University.
<Course ID Number> OL7002-8
<Instructor> Professor: Duane Benton
<Course Title> Building Organizational Capacity
<Assignment Number or Title> 1 …show more content…
<Add student comments here> No Comments
Faculty Use Only
<Faculty comments here>
<Faculty Name> <Grade Earned> <Date Graded>
Evaluating Change Over Time
Cherise Turner
Northcentral University
Professor Duane Benton
OL7002-8
July 26, 2015
Evaluating Change over Time
This paper will explain why Bolman and Deal made the aforementioned claim on organizational change and my I will review my views on their assertion.
Next, I will discuss how culture influences organizational change will be revealed. Specific societal needs or enacted accountability measures that have forced organizations to change thought the 20th and 21st centuries will be identified and discussed. Whether there has been a shift in expectations for successful teams as well as those in leadership will be analyzed. Determination of what role does shared sacrifices play as organizations change will be assessed. Finally, how changing social context affect the need for change will be classified as
well.
Bolman and Deal Bolman and Deal made the aforementioned claim on organizational change because they felt as if they had an understanding of the advantages and disadvantages of organizational change and they have written multiple books covering this topic and their understanding. Bolman and Deal (2008) capture ongoing knowledge of how organizations and their leadership challenges often change. In this fourth edition publication, Bolman and Deal use case examples to deliver updated material that reveals organizational developments in managerial practices. The four-framed model of the book (four fundamental issues that arise from change efforts) view’s organizations as families, jungles, temples, and factories to explain the core foundation of organizational changes ( Bolman & Deal, 2008). The four frame model consists of individual needs, political conflict, structural alignment, and existential loss. Bolman and Deal discuss how organizations face continuous difficulties. One example of the author’s point of view regarding organizational change would be the effects of a decision maker. According to (Bolman & Deal, 2008) when organizational decision makers are inexperienced and unaware of the environment they manage, they are not fully capable of effectively managing and anticipating the ramifications of their actions. Sometimes environmental or leadership changes pressure decision makers to adapt to changes that have a negative impact on an organization. When decision makers follow their own paths ignoring the warning that they are heading in the wrong direction, the results can be fatal. Bolman and Deal (2008) suggest from observation that managers with limited thinking offer limited strategies which results in minimal concrete change.
Cultural Influence (Muls, et al., 2015)
According to (Muls, Dougherty, Doyle, Shaw, Soanes, & Stevens, 2015) Organizational leaders affect cultural changes and are responsible for the level of achievement capable pending their actions. Kings Fund (2013) suggests that leaders should be developed and has an understanding of the company’s current culture and the new direction their responsible for directing in order to promote and encourage change successfully. Leadership improvement should target employee individual achievements in effort to enhance team performance, organizational changes should include all staff and employees at all levels. According to (Seo, Taylor, Hill, Zhang, Tesluk, & Lorinkova, 2012) organizational culture is made up of visible and invisible rules that have been created over time. The foundation of the company is governed by these visible and invisible rules and they are considered valid. The company culture can consist of organizational values, inner structure, expectations, experiences, self-images, philosophy, and internal /external interactions. Culture is also based on the company’s belief systems, customs, and shared attitudes. Company culture affects how organizations treat their employees, customers, and the communities it serves. According to Watkins (2013) when a company’s culture changes, it can affect employee productivity, organizational performance, and it changes the protocol for customer service, safety, quality control, production, attendance, and employee environment involvement. The cultures of organizations vary depending on the company but it is very difficult to change.
Expectations
When organizations try to implement change there have been cases that provide examples of what it expected and show what can happen. When an organization makes changes, that would be to make the company better, more productive, or to change the existing company culture for productivity and growth. King (1974) suggests that organizational change will depend on employee and manger expectations to gauge success. Successful changes are hard to predict, the leaders who invoke the change expect for employees to accept changes and do whatever is necessary without resistance. Employees expect changes to barely impact them and if impacted it should be in a positive way. Organizational changes are made to increase a company’s bottom line, change a negative culture, or fix internal / external issues. Friga (2009) suggest that you get what you measure when change is involved. A company should set expectations, document those expectations, and track the results. Expectations have to be set, it would start at a point that displays what functions are needed and the order of those functions that are necessary to accomplish the changes wanted for the organization. The task should be tracked and documented, this way if any changes have to be made to the process of change it can be identified easier, making change more likely to be successful.
Roles
Everyone within an organization is responsible for change. The company is responsible for identifying what change is needed and for figuring out if those changes will be a benefit to the organization.
Social Context
Conclusion
References
Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership
(4th ed.). San Francisco, CA: Jossey-Bass.
Friga, P. (2009). The McKinsey engagement: A powerful toolkit for more efficient & effective team problem solving. New York, NY: McGraw-Hill.
Muls, A., Dougherty, L., Doyle, N., Shaw, C., Soanes, L., & Stevens, A. (2015). Influencing organizational culture: A leadership challenge. British Journal of Nursing, 24(12), 633-638.
King’s Fund (2013) Patient-centered leadership: Rediscovering our purpose.
Retrieved from: http://tinyurl.com/okqdrb7 on July 25, 2015.
Seo, M., Taylor, M. S., Hill, N.S., Zhang, X., Tesluk, P.E., & Lorinkova, N.M., (2012).
The Role of Affect and Leadership during Organizational Change. Personnel Psychology, 65(1), 121-165. doi:10.1111/j.1744-6570.2011.01240.x
Watkins, Michael.(2013). Harvard Business review: What Is Organizational Culture? \
And Why Should We Care? Retrieved on 7.27.15 from https://hbr.org/2013/05/ what-is-organizational-culture/ King S., Albert (1974). Expectation Effects in Organizational Change: Administrative
Science Quarterly, Vol. 19, No. 2, pp. 221-230. Retrieved on 7.25.15 from http://www.jstor.org/stable/2393891
ASSIGNMENT COVER SHEET
Student: Cherise Turner
THIS FORM MUST BE COMPLETELY FILLED IN
Follow these procedures: If requested by your instructor, please include an assignment cover sheet. This will become the first page of your assignment. In addition, your assignment header should include your last name, first initial, course code, dash, and assignment number. This should be left justified, with the page number right justified. For example:
TurnerOL7002-8.1
Save a copy of your assignments: You may need to re-submit an assignment at your instructor’s request. Make sure you save your files in accessible location.
Academic integrity: All work submitted in each course must be your own original work. This includes all assignments, exams, term papers, and other projects required by your instructor. Knowingly submitting another person’s work as your own, without properly citing the source of the work, is considered plagiarism. This will result in an unsatisfactory grade for the work submitted or for the entire course. It may also result in academic dismissal from the University.
<Course ID Number> OL7002-8
<Instructor> Professor: Duane Benton
<Course Title> Building Organizational Capacity
<Assignment Number or Title> 1 …show more content…
<Add student comments here> No Comments
Faculty Use Only
<Faculty comments here>
<Faculty Name> <Grade Earned> <Date Graded>
Evaluating Change Over Time
Cherise Turner
Northcentral University
Professor Duane Benton
OL7002-8
July 26, 2015
Evaluating Change over Time
This paper will explain why Bolman and Deal made the aforementioned claim on organizational change and my I will review my views on their assertion.
Next, I will discuss how culture influences organizational change will be revealed. Specific societal needs or enacted accountability measures that have forced organizations to change thought the 20th and 21st centuries will be identified and discussed. Whether there has been a shift in expectations for successful teams as well as those in leadership will be analyzed. Determination of what role does shared sacrifices play as organizations change will be assessed. Finally, how changing social context affect the need for change will be classified as
well.
Bolman and Deal Bolman and Deal made the aforementioned claim on organizational change because they felt as if they had an understanding of the advantages and disadvantages of organizational change and they have written multiple books covering this topic and their understanding. Bolman and Deal (2008) capture ongoing knowledge of how organizations and their leadership challenges often change. In this fourth edition publication, Bolman and Deal use case examples to deliver updated material that reveals organizational developments in managerial practices. The four-framed model of the book (four fundamental issues that arise from change efforts) view’s organizations as families, jungles, temples, and factories to explain the core foundation of organizational changes ( Bolman & Deal, 2008). The four frame model consists of individual needs, political conflict, structural alignment, and existential loss. Bolman and Deal discuss how organizations face continuous difficulties. One example of the author’s point of view regarding organizational change would be the effects of a decision maker. According to (Bolman & Deal, 2008) when organizational decision makers are inexperienced and unaware of the environment they manage, they are not fully capable of effectively managing and anticipating the ramifications of their actions. Sometimes environmental or leadership changes pressure decision makers to adapt to changes that have a negative impact on an organization. When decision makers follow their own paths ignoring the warning that they are heading in the wrong direction, the results can be fatal. Bolman and Deal (2008) suggest from observation that managers with limited thinking offer limited strategies which results in minimal concrete change.
Cultural Influence (Muls, et al., 2015)
According to (Muls, Dougherty, Doyle, Shaw, Soanes, & Stevens, 2015) Organizational leaders affect cultural changes and are responsible for the level of achievement capable pending their actions. Kings Fund (2013) suggests that leaders should be developed and has an understanding of the company’s current culture and the new direction their responsible for directing in order to promote and encourage change successfully. Leadership improvement should target employee individual achievements in effort to enhance team performance, organizational changes should include all staff and employees at all levels. According to (Seo, Taylor, Hill, Zhang, Tesluk, & Lorinkova, 2012) organizational culture is made up of visible and invisible rules that have been created over time. The foundation of the company is governed by these visible and invisible rules and they are considered valid. The company culture can consist of organizational values, inner structure, expectations, experiences, self-images, philosophy, and internal /external interactions. Culture is also based on the company’s belief systems, customs, and shared attitudes. Company culture affects how organizations treat their employees, customers, and the communities it serves. According to Watkins (2013) when a company’s culture changes, it can affect employee productivity, organizational performance, and it changes the protocol for customer service, safety, quality control, production, attendance, and employee environment involvement. The cultures of organizations vary depending on the company but it is very difficult to change.
Expectations
When organizations try to implement change there have been cases that provide examples of what it expected and show what can happen. When an organization makes changes, that would be to make the company better, more productive, or to change the existing company culture for productivity and growth. King (1974) suggests that organizational change will depend on employee and manger expectations to gauge success. Successful changes are hard to predict, the leaders who invoke the change expect for employees to accept changes and do whatever is necessary without resistance. Employees expect changes to barely impact them and if impacted it should be in a positive way. Organizational changes are made to increase a company’s bottom line, change a negative culture, or fix internal / external issues. Friga (2009) suggest that you get what you measure when change is involved. A company should set expectations, document those expectations, and track the results. Expectations have to be set, it would start at a point that displays what functions are needed and the order of those functions that are necessary to accomplish the changes wanted for the organization. The task should be tracked and documented, this way if any changes have to be made to the process of change it can be identified easier, making change more likely to be successful.
Roles
Everyone within an organization is responsible for change. The company is responsible for identifying what change is needed and for figuring out if those changes will be a benefit to the organization.
Social Context
Conclusion
References
Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership
(4th ed.). San Francisco, CA: Jossey-Bass.
Friga, P. (2009). The McKinsey engagement: A powerful toolkit for more efficient & effective team problem solving. New York, NY: McGraw-Hill.
Muls, A., Dougherty, L., Doyle, N., Shaw, C., Soanes, L., & Stevens, A. (2015). Influencing organizational culture: A leadership challenge. British Journal of Nursing, 24(12), 633-638.
King’s Fund (2013) Patient-centered leadership: Rediscovering our purpose.
Retrieved from: http://tinyurl.com/okqdrb7 on July 25, 2015.
Seo, M., Taylor, M. S., Hill, N.S., Zhang, X., Tesluk, P.E., & Lorinkova, N.M., (2012).
The Role of Affect and Leadership during Organizational Change. Personnel Psychology, 65(1), 121-165. doi:10.1111/j.1744-6570.2011.01240.x
Watkins, Michael.(2013). Harvard Business review: What Is Organizational Culture? \
And Why Should We Care? Retrieved on 7.27.15 from https://hbr.org/2013/05/ what-is-organizational-culture/ King S., Albert (1974). Expectation Effects in Organizational Change: Administrative
Science Quarterly, Vol. 19, No. 2, pp. 221-230. Retrieved on 7.25.15 from http://www.jstor.org/stable/2393891