Management of Geriatric Health Facilities

Management of Geriatric Health Facilities Nirpreet Kaur Brar ABSTRACT The main purpose of the report is to tell about the different organisation’s services provided to elderly and how they can bring more improvements in their services. It also describes how to minimize the stigma impacts on individuals and their family. In this report the problems among elderly are described and the management of those problems is also described in the report. The report was descriptive in nature. The data was analysed and interpreted. INTRODUCTION In the field of healthcare, support planning for geriatric clients and family is packed with excitement, challenges, obstacles, confusions or frustrations, but all these are combined with the sense of purpose and commitment. Geriatric care management is the process in which planning and coordinating care of the elderly is done to meet the long term care needs of the elders, improving the quality of life of the elderly and maintaining the independence of the old people for a long time. It makes a part to work with persons of old age and their families to manage, render and refer various types of health and social care services. The common medical conditions which affect elderly are diabetes mellitus, hypertension and dementia etcetera. TASK-1 Identify and critically analyse the kind of support and access to community support services Kindly residential care rest home. Select at least five different organisations and explain how their services assist the elderly with common geriatric health conditions. Answer: -1) The Parkinsonism society of New Zealand (Parkinson’s New Zealand):- This society is for the old people who are affected by Parkinson’s. It provides support not just to the individuals with Parkinson’s but to their friends and families also. There is a list below for the carer to consider for providing care to the old persons:- Sufficient information about the need of the person you are supporting. Should have a diary to keep and record the symptoms and difficulties of the person you are caring. Should ask the Parkinson’s community educator about the financial benefits of the old person. Consider about the feelings and what you are doing. Should contact with other carers. It is the key to provide invaluable mutual support, ideas, information and friendship. Should promote independence for the person you are caring for. 2) Alzheimer’s New Zealand: The Alzheimer’s services are available to everyone who has dementia. The groups of this society are free and available in variety of locations such as North, south, east and west. The workers provide a comprehensive range of help and support of dementia which includes:- Telephone consultation and advice Home visits Family groups and individual consultations Excellent information resources Home based dementia support provides:- One to one socialisation for the person with dementia either in home or by the outings etcetera The staff runs weekly activity groups for people with dementia’s early stage for providing appropriate socialisation and stimulation. The Alzheimer’s New Zealand is strategic framework which is demanding and based on future for the national dementia community which provides the direction which in turns required for us to know how to meet the challenge of dementia at present or in the future. In New Zealand dementia is one of the most significant and growing challenge of the health care. There is a framework which challenges all of the organisations in the dementia community. 3) Arthritis New Zealand: Arthritis New Zealand is not-for-profit organisation which aims at enabling a better quality of life to the people which are affected by arthritis? It works in the areas of education, direct support and public awareness etcetera. It is one of the New Zealand’s leading charities which represent the interest of 530,000 people which are living with this painful disease. It aims at enabling a better quality of life for the people having arthritis. The generous community and their contribution help it. It costs $5.6 million annually to provide essential services. The 12% of this cost is provided by the government to the organisation. The rest of the cost has to find from elsewhere. For example through fundraising activities like lotteries and Annual Appeals. The net income which is raised through these fundraising activities is spent throughout 21 arthritis centres. 4) Osteoporosis New Zealand:-Osteoporosis New Zealand is a national organisation which aims at reducing the incidence of osteoporosis in New Zealand. It was formed for the aim of raising awareness and knowledge of osteoporosis and for providing a national voice for people with osteoporosis and for those who are at risk. The main objective of this society is to:- Improve bone health for all New Zealanders. Develop a culture in New Zealand for valuing bone health for life. Osteoporosis New Zealand is dedicated to improve bone health for all New Zealanders at all stages of life. This is done by scientific evidence based decision making through the development of management recommendations and position statements by providing advice, educational material and information for the public and advocating for better access to diagnosis and medication for osteoporosis. 5) Glaucoma New Zealand: Glaucoma New Zealand is a charitable interest which aims at eliminating blindness from glaucoma. It is number one preventable cause in New Zealand. Glaucoma aims at:- Enhancing public awareness regarding glaucoma Supporting and informing people with glaucoma Educating eye health workers for ensuring high quality services. Facilitate research into glaucoma. The key massage of glaucoma New Zealand is that the early detection of glaucoma is vital to prevent blindness which means an eye examination every five years from the age of 45 and every three years from the age of sixty. However at any age any changes noticed in eyesight then eye examination is necessary at that time. It is really important for the people to know that if glaucoma runs in their family the risk increases among every member substantially. At the age of 60 there are more chances of getting glaucoma or short sighted, if anybody used to consume drugs in past or present or have eye injury. Glaucoma activities include:- To aid early detection of glaucoma annual public awareness campaigns are established For educating the people and those with the interest of glaucoma regular public meetings are conducted for helping them to understand about the disease condition and treatment of that disease A glaucoma membership information package Eyesight publication- a regular newsletter sent free Support and inform people with glaucoma Participating in education of health professionals involved in glaucoma care Supporting research into glaucoma In information and education of glaucoma following things are done:- Presentation at public meetings around the country Free information packs for people who are registered Advisory service Fact sheets for distribution by ophthalmologists and optometrists Quarterly newsletter:eyelights b) Select at least six of the following type of services provision and explain how these assist the elderly with common geriatric health condition Hospitals: A hospital provides emergency medical care; intensive treatment; diagnostic testing and it may or may not require admission. The elder people use hospitals more than the younger people. The geriatric interdisciplinary team identifies and meet the complex needs of the old patients and watch for and prevent common problems among the old people. This team aim to ensure the following:- The patient can move easily from one care setting to another care setting The care is not duplicated 2) Residential care: Private companies and not-for-profit organisation provides the residential care in New Zealand. In most of the cases care cost of the individual is subsidised by the government funding which is known as residential care subsidy. Residential care divided into four levels: rest home care long term care hospital, dementia care and psycho geriatric care. Some of the homes provide all levels of care but some do not. 3) Psychiatric services: It is a time limited service which provides assessment, treatment, and management rehabilitation and consultation advice for old people who have functional or organic health conditions. The services are delivered in holistic way that acknowledges and takes account of the client’s cultural, social and spiritual needs as well as their disability and health needs. The service is provided in one of the following locations:- Dedicated mental health service for old people Acute adult mental health ward Assessment and treatment beds in private hospitals Clinics including outreach to rural and remote areas 4) Dementia advisors: Dementia advisors provide following services:- Education and training for people with dementia and their families. Workforce training and education Readily accessible services Governance Culturally appropriate services Funding streams Monitoring and evaluation Advocacy 5) Nursing homes: These are to maximize the physical functioning minimize or prevent the decline in daily living activity and plan for transitions of care. The care strategies include: Maintaining daily routines of individuals. Educate older adults, family and formal caregivers on the value of independent functioning and the consequences of functional decline. Minimize bed rest 6) Sheltered housing: The New Zealand population is ageing. But within the older population older age groups are increasing rapidly which results in increasing of life expectancy, which is higher for women as compared to men due to which women will experience more years with the disability at the end of the life. These factors combine to underline the vulnerability of older women and to suggest that their needs be given a high profile in the planning and designing for housing for older people. TASK-2 QUESTION- Kindly residential care rest home management would like you to prepare an outline of a booklet that they could have printed and use as part of the educational material supplied to stakeholders within the organisation which include staff, individual clients and family members. Management have identified the following stigma impacts: Social isolation of the individual and their family Answer: People living alone have few social connections and the nature of the dementia can make it hard for them to maintain social contacts. It can be defined as the absence of social interactions, contacts and relationships with family and friends. It is considered as a risk factor in disease development and in the existing disease disability. It is included as well as in the measure of quality of life and thus it is an outcome and also risk factor. Social isolation consideration almost always occurs in the context of social support and the two in most cases are used interchangeably. Both concepts are defined inexactly over the past few decades. A new study has shown that being socially isolated can have a greater effect on risk of early death especially among the elderly. In addition feeling of loneliness reported by the participants often linked with isolation was not significantly linked with death risks. Assumption of automatic loss of independence:- Answer: One may feel that by asking others for help, you will lose your sense of self or become dependent. The policies which are designed to meet the challenges of old population should be based on understandings of process of disability in old age. Unable to make decisions about own care:- Answer: Patients have the right to participate in decisions about their care, e.g., diagnostic and treatment interventions, diet, ambulation, daily care, and end-of-life care. Consent to diagnostic and treatment interventions requires that the patient demonstrate their ability to consider the benefits, burdens and risks of the decision. Whether or not an individual has the capacity to understand, make a decision and take responsibility for the consequences of the decision is a clinical determination; it is not a question of legal competence. Persons with mild-to-moderate dementia can have the capacity to make some, but not all, decisions. They may be able to participate in decision making but impaired memory recall might preclude their ability to demonstrate that they understand the treatment options. Dissatisfying interactions with the medical community Answer: One of the barrier that put the person with dementia in serious conditions by approving and complying to medical management. Many researchers stress the clinical and theoretical importance of effective communication in medical encounters Both empirical data and clinical experience suggest that there are important ways that physicians can maintain and enhance the health and well-being of patients, as well as family caregivers, by fostering mutuality through a triadic relationship Geriatric patients usually have a complex array of interacting biomedical, psychosocial, and functional disabilities .Caregivers play a substantial role in assisting patients in daily activities .In addition to the physical disabilities associated with age related co-morbidities, many older patients have cognitive impairment that compromises their ability to exercise judgment and report symptoms and experiences. Caregivers have knowledge of the patients physical, social, cognitive, and financial well-being, and bring this information to the medical encounter. This factor necessitates that physicians extend their learning possibilities and information-giving practices to caregivers. Research on geriatric encounters typically focuses on the many problems that exist between doctors and their geriatric patients, especially difficulties of patient communication .Other studies call attention to problems with the elderly persons capacity for self-care. Wait kin (1991) notes that some of the most interesting and important features of research on geriatric medical encounters involve concerns about matters that appear marginal or peripheral to the technical goals of clinical medicine. He found that elderly patients personal troubles included social isolation, financial insecurity, loss of community and material possessions, death of family members, and retirement from work. Physicians often responded to such social psychological problems by cutting off any discussion about social context and reemphasizing technical matters. At best, the current literature only implicitly addresses the pivotal role caregivers play in this relationship. Uncertainty of support and treatments:- In 2010/11 a wide range of health professionals, service providers and consumers were engaged in a process to develop a new way to deliver good quality, safe and sustainable services to meet the needs of the increasing number of older people in Hawke’s Bay. The model outlined in this document was been developed in line with the key principles of the government’s Better, Sooner, More Convenient and initiative. Evidence of what really makes a difference in the lives of older people was drawn upon, along with evidence of what has worked to reduce the pressure on hospitals both in New Zealand and overseas. Many older people especially those who are intensive users of health and support services have long term health conditions and support needs that require ongoing monitoring and follow-up. The model of care described here has been developed as a generic model which has the potential to be applied to other client groups with long term needs. Report prepared by Andrea Joplin, Project ManagerKey developments outlined in this paper includes: The establishment of an Older Person’s Health Service within Hawke’s Bay DHB. The closer alignment of the over 65s team at Options Hawke’s Bay with the DHB’s Older Person’s Health Services. The establishment of interdisciplinary Care Clusters aligned to General Practice groups to include a Care Manager, Allied Health and District Nursing. Piecemeal changes to older people’s services are unlikely to make significant gains in the quality of life for our clients or achieve clinical and financial sustainability. The development of Care Manager Roles to undertake comprehensive assessment, care planning and service coordination for older patients with very complex needs. The development of Community Geriatrician resources. The resourcing of intermediate care services in community settings. The development of restorative home-based support services. The Steering Group recognised at the outset of the planning process that piecemeal changes to older people’s services were unlikely to make significant gains in the quality of life for our clients or achieve clinical and financial sustainability. As such the developments discussed in this paper are not insignificant. However, changes will be made in an evolutionary, rather than revolutionary manner and the model may take several years to fully implement. Changes will need to be carefully planned and implemented in stages, as finances and other resources allow. There is a window of opportunity to begin service developments before the increase in the number of adults aged over 85 years begins in earnest in 2013-2014. It will be possible to redirect existing resources to fund some of the new services in 2011/12, but there will also be a need for further investment in coming years as the proportion of older people in the Hawke’s Bay population grows. RECOMMENDATIONS There should be regular monitoring of the services to maintain good performance and to assess the areas of improvements. Planning should be made to provide good services and then that planning should be implemented in a better way. Sufficient staff should be there in every organisation to support and treat the old people. Good management for everything is very necessary. Conclusion The group believed that utmost management of geriatric health facilities is as important to the safety of the patient, the value given to staff, and the profit of the institution. The staff’s safety is also as much important as the patient’s safety. If staff will be good then only he /she can take care of his residences. REFRENCES Alzheimer’s New Zealand (1982) Retrieved from http://alzheimers.org.nz/ Hospital care and elderly (2013) Retrieved from http://merckmanuals.com/geriatrics/elderly/hospital_care_and_the_elderly Mental health services for old people (2014) Retrieved from http://otago.ac.nz/christchurch/otago014051 Social isolation among older individuals (1992) Retrieved from http://nap.edu/openbook.php Loss and recovery of independence among seniors (July 2002) Retrieved from http://odesi1.scholarsportal.info/documentation/PHIRN/NSAI/6316-eng

Organizational change Essay

Organizational change is an ongoing process with important implications for organizational effectiveness. An organization and its members must be constantly on the alert for changes from within the organization and from the outside environment, and they must learn how to adjust to change quickly and effectively. Organizational change is the movement of an organization away from its present state and toward some future state to increase its effectiveness. Forces for organizational change include competitive forces; economic, political, and global forces; demographic and social forces; and ethical forces. Organizations are often reluctant to change because resistance to change at the organization, group, and individual levels has given rise to organizational inertia. Sources of organization-level resistance to change include power and conflict, differences in functional orientation, mechanistic structure, and organizational culture. Sources of group-level resistance to change include group norms, group cohesiveness, and groupthink and escalation of commitment. Sources of individual-level resistance to change include uncertainty and insecurity, selective perception and retention, and habit. According to Lewin’s force-field theory of change, organizations are balanced between forces pushing for change and forces resistant to change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Types of change fall into two broad categories: evolutionary and revolutionary. The main instruments of evolutionary change are sociotechnical systems theory, total quality management, and the development of flexible workers and work teams. The main instruments of revolutionary change are reengineering, restructuring, and innovation. Often, the revolutionary types of change that result from restructuring and reengineering are necessary only because an organization and its managers ignored or were unaware of changes in the environment and did not make incremental changes as needed. Action research is a strategy that managers can use to plan the change process. The main steps in action research are (a) diagnosis and analysis of the organization, (b) determining the desired future state, (c) implementing action, (d) evaluating the action, and (e) institutionalizing action research. Organizational development (OD) is a series of techniques and methods to increase the adaptability of organizations. OD techniques can be used to overcome resistance to change and to help the organization to change itself. OD techniques for dealing with resistance to change include education and communication, participation and empowerment, facilitation, bargaining and negotiation, manipulation, and coercion. OD techniques for promoting change include, at the individual level, counseling, sensitivity training, and process consultation; at the group level, team building and intergroup training; and at the organizational level, organizational confrontation meetings. CHAPTER OUTLINE 10. 1 What Is Organizational Change? Organizational change is the process by which organizations move from their current or present state to some desired future state to increase their effectiveness. An organization in decline may need to restructure its competences and resources to improve its fit with a changing environment. Even thriving, high-performing organizations such as Google, Apple, and Facebook need to continuously change the way they operate over time to meet ongoing challenges. Targets of Change Organizational change includes changes in four areas: 1. Human resources are an organization’s most important asset. Because these skills and abilities give an organization a competitive advantage, organizations must continually monitor their structures to find the most effective way of motivating and organizing human resources to acquire and use their skills. Changes made in human resources include investment in training, socializing employees, changing norms to motivate a diverse workforce, monitoring promotion and reward systems, and changing top management. 2. Each organizational function needs to develop procedures that allow it to manage the particular environment it faces. Crucial functions grow in importance while those whose usefulness is declining shrink. Thus, key functions grow in importance. Organizations can change structure, culture, and technology to improve the value created by functions. 3 Organizational change often involves changing the relationships between people and functions to increase their ability to create value. 10. 2 Forces for and Resistance to Organizational Change Forces for Change If managers are slow to respond to the forces of change, the organization will lag behind its competitors and its effectiveness will be compromised. (Refer to Figure 10. 1) Competitive forces spur change, because unless an organization matches or surpasses its competitors it will not survive. Managing change is crucial when competing for customers. To lead on the dimensions of efficiency or quality, an organization must constantly adopt the latest technology as it becomes available. To lead on the dimension of innovation and obtain a technological advantage over competitors, a company must possess skills in managing the process of innovation. Economic, political, and global forces, such as the North American Free Trade Agreement (NAFTA) or other economic unions, are significant forces of change. The European Union (EU) includes over 27 members eager to take advantage of a large protected market. Global challenges facing organizations include the need to change an organizational structure to allow expansion into foreign markets, the need to adapt to a variety of national cultures, and the need to help expatriate managers adapt to the economic, political, and cultural values of the countries in which they are located. Demographic and social forces include an increasingly diverse workforce. Changes in the demographic characteristics of the workforce require managers to change their styles of managing all employees and to learn how to understand, supervise, and motivate diverse members effectively. Many workers want to balance work and leisure. Managers need to abandon stereotypes and accept the importance of equity in the recruitment and promotion of new hires. Ethical forces such as increasing government, political, and social demands for more responsible and honest corporate behavior are compelling organizations to promote ethical behavior. Many companies have created the position of ethics officer. If organizations operate in countries that pay little attention to human rights or to the well-being of organizational members, they have to learn how to change these standards and to protect their overseas employees. Resistances to Change Resistance to change lowers an organization’s effectiveness and reduces its chances of survival. Resistances or impediments to change that cause inertia are found at the organization, group, and individual levels. (Refer to Figure 10. 1) Organization-Level Resistance to Change Power and conflict: When change causes power struggles and organizational conflict, an organization is likely to resist it. If change benefits one function at the expense of another, conflict impedes the change process. In the old IBM, for example, managers of its mainframe computer division fought off attempts to redirect IBM’s resources to produce the PCs that customers wanted in order to preserve their own power. Differences in functional orientation: This means that different functions and divisions often see the source of a problem differently because they see an issue or problem primarily from their own viewpoint. This tunnel vision increases organizational inertia. Mechanistic structure: Mechanistic structures are more resistant to change. People who work within a mechanistic structure are expected to act in certain ways and do not develop the capacity to adjust their behavior to changing conditions. A mechanistic structure typically develops as an organization grows and is a principal source of inertia, especially in large organizations. The extensive use of mutual adjustment and decentralized authority in an organic structure makes it less resistant to change. Organizational culture: Organizational culture, values, and norms cause resistance to change. If organizational change disrupts taken-for-granted values and norms and forces people to change what they do and how they do it, an organization’s culture will cause resistance to change. Group-Level Resistance to Change Many groups develop strong informal norms that specify appropriate and inappropriate behaviors and govern the interactions between group members. Often, change alters task and role relationships in a group; when it does, it disrupts group norms and the informal expectations that group members have of one another. As a result, members of a group may resist change because a new set of norms must be developed to meet the needs of the new situation. Group cohesiveness, the attractiveness of a group to its members, also affects group performance. A highly cohesive group may resist attempts by management to change what it does or even who is a member of the group. Groupthink and escalation of commitment also make changing a group’s behavior very difficult. Individual-Level Resistance to Change People tend to resist change because they feel uncertain and insecure about what its outcome will be. Selective perception and retention suggest that people perceive information consistent with their views. If change doesn’t benefit them, they do not endorse it. People’s preference for familiar actions and events is a further impediment to change. Lewin’s Force-Field Theory of Change Force-field theory is a theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place. When the forces are evenly balanced, the organization is in a state of inertia and does not change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Any of these strategies will overcome inertia and cause an organization to change. (Refer to Figure 10. 2) Managerial Implications Managers must continuously monitor the environment to identify the forces for change. They must analyze how the change will affect the organization and determine which type of change to pursue. 10. 3 Evolutionary and Revolutionary Change in Organizations Evolutionary change refers to change that is gradual, incremental, and specifically focused. It adds small adjustments to strategy and structure to handle environmental changes. Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of evolutionary change that organizations use in their attempt to make incremental improvements in the way work gets done. Revolutionary change refers to change that is sudden, drastic, and organization-wide. It has repercussions at all levels in the organization—corporate, divisional, functional, group, and individual. Three ways to implement revolutionary change are reengineering, restructuring, and innovation. Developments in Evolutionary Change: Sociotechnical Systems Theory Sociotechnical systems theory is a theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness. It emerged from a study of changing work practices in the British coal-mining industry. The socio-technical systems theory argues that managers need to fit or jointly optimize the workings of the technical and social systems. A poor fit between an organization’s technology and social system leads to failure, but a close fit leads to success. When managers change task and role relationships, they must recognize the need to adjust the technical and social systems gradually so group norms and cohesiveness are not disrupted. By taking this gradual approach, an organization can avoid the group-level resistance to change. Researchers suggest that a team-oriented system promotes values that enhance efficiency and product quality. Total quality management uses sociotechnical systems theory. Total Quality Management Total quality management (TQM) is a technique developed by W. Edwards Deming to continuously improve the effectiveness of flexible work teams. It was embraced by Japanese companies after World War II. Changes frequently inspired by TQM include altering the design or type of machines used to assemble products and reorganizing the sequence of activities—either within or between functions—necessary to provide a service to a customer. Changing cross-functional relationships to help improve quality is important in TQM. The changes associated with TQM are changes in task, role, and group relationships. Implementing a TQM program is not always easy because it requires workers and managers to adopt new ways of viewing their roles in an organization. Managers must be willing to decentralize control of decision making, empower workers, and assume the role of facilitator rather than supervisor. The â€Å"command and control† model gives way to an â€Å"advise and support† model. Flexible Workers and Flexible Work Teams In implementing socio-technical systems theory and TQM, many organizations are finding it easier to achieve their goals by using flexible workers and teams. Flexible workers can be transferred between departments and functions as demand changes. The advantages of flexible workers include quick response to environmental changes; reduced boredom and increased incentives for quality; better understanding by learning one another’s tasks; and combining tasks to increase efficiency and reduce costs. A flexible work team is a group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process. A flexible work team is self-managed; members jointly assign tasks and transfer from one task to another. In a flexible work team, separate teams assemble different components and turn those components over to the final-product work team, which assembles the final product. Each team’s activities are driven by demands that have their origins in customer demands for the final product. (Refer to Figure 10. 3) Developments in Revolutionary Change: Reengineering The term â€Å"reengineering† has been used to refer to the process by which managers redesign how tasks are bundled into roles and functions to improve organizational effectiveness. It involves rethinking business processes, activities that cross functional boundaries. Instead of focusing on an organization’s functions in isolation from one another, managers make business processes the focus of attention. A business process is an activity that cuts across functional boundaries and is vital to the quick delivery of goods and services or that promotes high quality or low costs. Because reengineering focuses on business processes and not functions, an organization must rethink the way it approaches organizing its activities. A good example of how to use reengineering to increase functional integration comes from attempts to redesign the materials management function to improve its effectiveness. In the traditional functional design the three main components of materials management—purchasing, production control, and distribution—were typically in separate functions and had little to do with one another. Thus coordinating their activities is difficult. Each function has its own hierarchy, and there are problems in both vertical and horizontal communication. Today, most organizations put all three of the functional activities involved in the materials management process inside one function. Three guidelines for performing reengineering successfully are as follows: Organize around outcomes, not tasks. 2. Have those who use the output of the process perform the process. 3. Decentralize decision making to the point where the decision is made. Reengineering and TQM are highly interrelated and complementary. E-Engineering This is a term used to refer to companies’ attempts to use all kinds of information systems to improve performance. The importance of e-engineering is increasing as it changes the way a company organizes its value-creation functions and links them to improve its performance. Restructuring Restructuring is a process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness. Downsizing is the process by which managers streamline the organizational hierarchy and lay off managers and workers to reduce bureaucratic costs. The drive to decrease bureaucratic costs results from competitive pressures. Mergers and acquisitions in many industries, such as banking, have led to downsizing because fewer managers are needed. Other companies have reduced staff to match competitors. The negative effects of downsizing include overworked managers and lost opportunities. Companies that fail to control growth must downsize to remain competitive. The terms anorexic or hollow are used to refer to organizations that downsized too much and have too few managers to help them grow when conditions change. Restructuring, like other change strategies, generates resistance to change. Often, the decision to downsize requires the establishment of new task and role relationships. Because this change may threaten the jobs of some workers, they resist the changes taking place. Innovation Innovation refers to the process by which organizations use their skills and resources to develop new goods and services or to develop new production and operating systems so they can better respond to the needs of their customers. 10. 4 Managing Change: Action Research In Lewin’s view, implementing change is a three-step process: (1) unfreezing the organization from its present state, (2) making the change, and (3) refreezing the organization in the new, desired state so its members do not revert to their previous work attitudes and role behavior. Action research is a strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organization to reach that state. Figure 10. 6 highlights the steps in action research. Diagnosis of the Organization The first step in action research requires managers to recognize the existence of a problem that needs to be solved and acknowledge that some type of change is needed to solve it. In general, recognition of the need for change arises because somebody in the organization perceives a gap between desired performance and actual performance. Determining the Desired Future State This step also involves a difficult planning process as managers work out various alternative courses of action that could move the organization to where they would like it to be and determine what type of change to implement. Implementing Action 1. First, managers identify possible impediments to change at all levels. The second step is deciding who will be responsible for actually making the changes and controlling the change process. The choices are to employ either external change agents or internal change agents or use some combination of both. 3. The third step is deciding which specific change strategy will most effectively unfreeze, change, and refreeze the organization. The types of change that these techniques give rise to fall into two categories: Top-down change is implemented by managers at a high level in the organization, knowing that the change will reverberate at all organizational levels. Bottom-up change is implemented by employees at low levels in the organization that gradually rises until it is felt throughout the organization. Evaluating the Action The fourth step in action research is evaluating the action that has been taken and assessing the degree to which the changes have accomplished the desired objectives. The best way to evaluate the change process is to develop measures or criteria that allow managers to assess whether the organization has reached its desired objectives. Institutionalizing Action Research Organizations need to institutionalize action research—that is, make it a required habit or a norm adopted by every member of an organization. The institutionalization of action research is as necessary at the top of the organization as it is on the shop floor. Managerial Implications Managers must develop criteria to evaluate whether a change is necessary, and carefully design a plan that minimizes resistance. 10. 5 Organizational Development Organizational development (OD) is a series of techniques and methods that managers can use in their action research program to increase the adaptability of their organization. The goal of OD is to improve organizational effectiveness and to help people in organizations reach their potential and realize their goals and objectives. OD Techniques to Deal with Resistance to Change Education and Communication: One impediment to change is that participants are uncertain about what is going to happen. Through education and communication, internal and external agents of change can provide organizational members with information about the change and how it will affect them. Participation and Empowerment: Inviting workers to participate in the change process is a popular method of reducing resistance to change. Participation complements empowerment, increases workers’ involvement in decision making, and gives them greater autonomy to change work procedures to improve organizational performance. These are key elements of most TQM programs. People that are involved in the change and decision-making process are more likely to embrace rather than resist. Facilitation: Both managers and workers find change stressful. There are several ways in which organizations can help their members to manage stress: providing them with training to help them learn how to perform new tasks, providing them with time off from work to recuperate from the stressful effects of change, or even giving senior members sabbaticals. Bargaining and Negotiation: Bargaining and negotiation are important tools that help managers manage conflict. Because change causes conflict, bargaining is an important tool in overcoming resistance to change. Manipulation: Sometimes senior managers need to intervene, as politics shows that powerful managers have considerable ability to resist change. Coercion: The ultimate way to eliminate resistance to change is to coerce the key players into accepting change and threaten dire consequences if they choose to resist. The disadvantage is that it can leave people angry and disenchanted and can make the refreezing process difficult. OD Techniques to Promote Change Counseling, Sensitivity Training, and Process Consultation: Recognizing that each individual is different also requires them to be treated or managed differently. Sometimes, counseling will help individuals understand that their own perceptions of a situation may be incorrect. Sensitivity training is an OD technique that consists of intense counseling in which group members, aided by a facilitator, learn how others perceive them and may learn how to deal more sensitively with others. Process consultation is an OD technique in which a facilitator works closely with a manager on the job to help the manager improve his or her interactions with other group members. Team building is an OD technique in which a facilitator first observes the interactions of group members and then helps them become aware of ways to improve their work interactions. The goal of team building is to improve group processes to achieve process gains and reduce process losses that are occurring because of shirking and freeriding. Intergroup training is an OD technique that uses team building to improve the work interactions of different functions or divisions. Its goal is to improve organizational performance by focusing on a function’s or division’s joint activities and output. Organizational mirroring is an OD technique in which a facilitator helps two interdependent groups explore their perceptions and relations in order to improve their work interactions. This technique is designed to get both interdependent groups to see the perspective of the other side. Appreciating others’ perspectives allows the groups to work together more effectively. Total Organizational Interventions: A variety of OD techniques can be used at the organization level to promote organization-wide change. Organizational confrontation meeting is an OD technique that brings together all of the managers of an organization at a meeting to confront the issue of whether the organization is meeting its goals effectively.

The Modern Day Sports Cars - 1538 Words

Harry was going to a car track with his father ; he didn’t really care about cars. His philosophy in cars was to get from point A to point B. what his father always said â€Å" Forget that, there are way more to cars then point A to B.† Harry wondered for a little and then asked, â€Å" If so, prove it to me.† Harry’s father then said, â€Å" Well there s the engine, exhaust, aerodynamics, brakes, and lots more.† Harry then tells his dad to be quiet and he’ll study it himself latter. With his research he found out lots more about cars but questioned why the classic cars looked nicer but weren t as fast as the modern day sports cars; this is what he found. Although classic cars are nice and were very fast at the time, the sports cars today are faster†¦show more content†¦The torque of the car is the power of turning, like a wrench; torque is what gets the car to the speed needed as quick as it can. The 280z has 163 ft†¢lbf amount of torque. Now that we move to the new sports car, it’s in the same family with the 280z. The Nissan 2014 370z( FairladyZ Z34) is 38 years younger than the 280 and much faster than the 280z. With a 3.7 liter 6 cylinder engine. The horsepower of the 370z is 322 horsepower this is a lot more than what the 280z pushes out about two times the power of the 280z. It weighs about 3,232 pounds, even though it weighs more than the 280z it is still faster because the engine is a lot bigger and more power is made baking it even out to what the car weighs. The torque on the 270z is 269 ft†¢lbf making it much stronger to get to the speed wanted; this is a reason why it goes faster than the 280z. Another reason is that the body is more aerodynamically shaped then the 280z and that it is lower than the 280z. alot of people dont like lowered cars because it looks weird or it’s not logical. it might look weird for some cars but there is a logical reason and it is Le 3 that the lower you are the faster, this is because you get closer to the ground there is less air going under the car, it also lessen the center of gravity making you less of a risk of rolling over. Knowing a little about both of these cars, we can now talk about the similarities. The first similarity is that they are both made by the same companyShow MoreRelatedHistory of Drag Racing1784 Words   |  7 Pages1950s. Teens would rebuild their cars and â€Å"soup them up† to show off their mechanical skills. The most objective way to prove whos was better was the standing-start race of two cars over an identical short distance (amhistory.si.edu). 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