The Employee Reaction Toward Organizational Change Commerce Essay

The Employee Reaction Toward Organizational Change Commerce Essay A force drive change is always exists since the Industrial Revolution changed the nature of work. Whether to improve efficiency or create better working environment and productivity has been the base in many organizations. Managers and consultants are continually looking for ways to improve it. Employee dissatisfaction and conflict have also become important farces that push the need for change. At the same time, societal and political forces, such as the fall of communism, increased competition, privatization, and deregulation have an important role. The response of employees to change is hard to be predicted as well, as many factors may have an effect on this. The research investigates the effect of organizational culture to the perception of employee for organizational changes; where organizational culture is characterized by Hofstede cultural dimensions. One of the biggest obstacles to the success of any planned change is employee resistance. Resistance affects a change program. People generally resist change because of its negative consequences. Every person reacts to change differently. The leader of the organization needs to identify the different responses of the employees and be able to deal with their issues and concerns. The most important response that the leader must be prepared for is resistance. Employees may perceive change as endangering their livelihoods and their workplace social arrangements, or their status in the organization. Others know that their specialized skills will be rendered less valuable after a major change. The research tries to find the relation between organizational culture where employees used to work, and the organizational changes. Hofstede dimensions is used to characterized the organizational culture to and relate kind of organizational culture with employees attitude to change. Research Objectives The research has objective of finding the relation between organizational culture and response to organizational change; the research, will determine which one of Hofstede cultural dimensions has larger weight affecting the employees reaction for change, as well as how organizational culture can affect response to change. Research Hypotheses The Research is based on two hypotheses; each of them is related together. First, considers the organizational culture and its characterization with Hofstede cultural dimensions; while the second relates organizational culture with organizational change. The two hypotheses are: H1: Organizational culture is characterized Hofstede cultural dimensions. H2: employees response to change is related with organizational culture. Conceptual Framework Many models and theories have been developed trying to look at organizational change; each is looking the process from different point of view. The modern models for organizational change are:(Kezar, 2001),(Cameron , Green, 2004) Evolutionary Teleological Life Cycle Dialectical Social Cognition Cultural Bullock and Batten, planned change; Kotter, eight steps; Beckhard and Harris, change formula; Nadler and Tushman, congruence model; William Bridges, managing the transition; Carnall, change management model; Senge, systemic model; Stacey and Shaw, complex responsive processes; Some of these approaches are discussed later; while the research is based on relating these approaches, with Hofstede cultural dimensions:(Harris, Moran , Moran, Judith, 2004) 1. Power distance 2. Uncertainty avoidance 3. Individualism 4. Masculinity Research has the roadmap as illustrated in Figure 1 . Organizational culture Organizational Change Process Hofstede cultural dimensions Characterization of organizational culture Drivers of organizational change Employee reaction Figure 1 Research road map The above figure illustrates how research theoretical framework is constructed, based on this and beginning with the concept of organizational change, forces behind organizational change is searched , its types, and theories explaining organizational changes, as well as employees response to that change. On the other hand, Hofstede cultural dimensions are studies to formulate the hypothesis linking these two concepts together. A survey is then investigates the validity of these hypothesis, in the same time if valid it will results in weight of each dimension on the response of change. Research structure The research is constructed from five chapters; first chapter introduces a research problem statement; research objectives and conceptual framework; the second chapter introduces a literature review about the organizational change, Hofstede cultural dimensions, and employees response to change, the operational definitions are stated with the most suitable form research point of view. Chapter three discussed the research methodology, method, and sampling; data collection plan and data analysis is stated as well. Findings of the research are presented in chapter four, as well as the analysis of the data. Finally, chapter five is the conclusion ad recommendations. Chapter 2 Literature Review Introduction In this chapter, a review of literature is introduced; the review includes references of books and scientific publications in recent years. As well, definitions of keywords are introduced, based on operational definitions of terms used in the research. What is Organizational change? Organizational change can be defined as the difference in form, quality, or state over time in an organizational entity.(de Ven, Andrew, 2004) where Culture is defined as a set of meanings and values shared by a group of people.(Alvesson, 2002), so relating the organizational change to organizational culture we can define organizational culture as a specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. ; the research will define the point under consideration of resistance to change as a Negative emotional, cognitive, and intentional responses to change (de Ven, Andrew, 2004) where magnitude of change is the magnitude of change represents a continuum ranging from fine-tuning changes, such as employee training, to radical organizational changes, such as reengineering and mergers. Changes (Pasmore, Woodman, 2007). Organizational change models Modeling the process of change is an important issue; this modeling can facilitate the process of monitoring change, assessing the results (for both Macro and micro levels); models also can explain the reason behind changes happen, its driving forces, and its consequences. The following sections discusses the early theories addressed the organizational change, followed by discussing the modern theories. Categories of Theories and Models of Organizational Change Evolutionary model The model assumes that the change process is dependent on circumstances, situational variables, and the environment faced by each organization. Social systems as diversified, interdependent, complex systems evolve over time naturally. However, evolution is deterministic, and people have only a minor impact on the nature and direction of the change process. The model focus on the inability of organizations to plan for and respond to change, and their tendency to manage change as it occurs. The emphasis is on a slow process, rather than discrete events or activities. Change happens because the environment demands change for survival. The assumptions in these theories range from managers having no ability to influence adaptability to managers having significant ability to be proactive, anticipating changes in the environment. As seen ; The theory ignores important environmental variables, and ignores the complexity of organizational life (Kezar, 2001) by focusing on a few factors within the external and internal environment, such as resources and size of organization. Environmental disturbance and constraints are overemphasized. Teleological model The model assumes that organizations are purposeful and adaptive. Change occurs because leaders, change agents, and others see the necessity of change. The process for change is rational and linear, as in evolutionary models, but individual managers are much more instrumental to the process. Internal organizational features or decisions, rather than the external environment, motivate change. Key aspects of the change process include planning, assessment, incentives and rewards, stakeholder analysis and engagement, leadership, scanning, strategy, restructuring, and reengineering. At the center of the process is the leader, who aligns goals, sets expectations, models, communicates, engages, and rewards. Strategic choices and human creativity are highlighted. Goal formation, implementation, evaluation, and modification based on experience are an ongoing process. New additions to the repertoire of management tools include collaborative culture definition, large group engagement processes, and individual in-depth interventions. The outcome of the change process is similar to that in evolutionary models: new structures or organizing principles.(Kezar, 2001) Based on above , it can be concluded that , the model analyzes the change process strategy as based on technological terms like reengineering, planning, assessment, restructuring; which is more realistic than other psychological terms like motivation. It also assumes that the process of change is controllable by managers and stockholders. The emphasis on the role of people and individual attitudes to the change process was introduced, especially in research on resistance to change. The ability to, at times, forecast or identifies the need for change was an important contribution, helping organizations to survive and prosper in what otherwise would have been difficult times. The main criticisms relate to the overly rational and linear process of change described within the model. Researchers of second-order change demonstrate a chaotic process and find management models to be lacking needed information on the importance of culture and social cognition.(Kezar, 2001) Dialectical model The model assumes that organizations pass through long periods of evolutionary change and short periods of revolutionary change, when there is an impasse between the two perspectives. An organizations polar opposite belief systems eventually clash resulting in radical change. Conflict is seen as an inherent attribute of human interaction. The outcome of change is a modified organizational ideology or identity. Predominant change processes are bargaining, consciousness-raising, persuasion, influence and power, and social movements. Leaders are the key within any social movement and are a central part of these models .collective action is usually the primary focus. Progress and rationality are not necessarily part of this theory of change; dialectical conflict does not necessarily produce a better organization.(Kezar, 2001) It is seen that, this model provided explanation for regressive change and highlighted irrationality.(Kezar, 2001) The model does not take the effect of the environment upon the change processes. Cultural model Most models of change describe organizations as rational places with norms and rules. The major contribution of cultural models to the change literatures their emphasis on irrationality (also emphasized in dialectical models), the spirit, or unconscious, and the fluidity and complexity of organizations. The model assumes that change occurs naturally as a response to alterations in the human environment; cultures are always changing. Cultural and dialectical models often overlap with the image of social movements as an analogy for cultural and political change. The change process tends to be long-term and slow. Change within an organization entails alteration of values, beliefs, myths, and rituals. There is an emphasis on the symbolic nature of organizations, rather than the structural, human, or cognitive aspects emphasized within earlier theories. History and traditions are important to understand, as they represent the collection of change processes over time.(Kezar, 2001) Change can be planned or unplanned, can be regressive or progressive, and can contain intended or unintended outcomes and actions. Change tends to be nonlinear, irrational, non-predictable, ongoing, and dynamic. Some cultural models focus on the leaders ability to translate the change to individuals throughout the organizations through the use of symbolic actions, language as the key to creating change. If there is an external motivator, it tends to be legitimacy, which is the primary motivator within the cultural model, rather than profit or productivity, which exemplify the teleological and environmental models. It is obvious that the model simplifies the culture as it can be easily handled or understood; but this actually not the case; other complex models to handle culture effect on change is introduces but not easy to apply. Organizational change theories and models (Cameron , Green, 2004) Lewin, three-step model: organism, machine Kurt Lewin developed his ideas about organizational change from the perspective of the organism metaphor. His model of organizational change is well known and much quoted by managers. Lewin is responsible for introducing force field analysis, which examines the driving and resisting forces in any change situation. The underlying principle is that driving forces must outweigh resisting forces in any situation if change is to happen. it assumes that ; if the desire of a manager is to speed up the executive reporting process, then either the driving forces need to be augmented or the resisting forces decreased; or even better, both of these must happen. Lewin proposed that organizational changes have three steps. The first step involves unfreezing the current state of interactions. This means defining the current state, surfacing the driving, resisting forces, and picturing a desired end-state. The second step is about moving to a new state through participation and involvement. The third step focuses on refreezing and stabilizing the new state of affairs by setting policy, rewarding success, and establishing new standards. Figure 2 Lewins three-step model Source: Lewin (1951) Lewins model is good, and can be considered as a fundamental base for further study or theory The model is seen as plan of actions, which can be used to make the change, rather than a model of change Model. It also ignores the assumption of the organism metaphor that groups of people will change only if there is a felt need to do so. (Mills, Dye and Mills, 2009) The change process can then turn into an un-well studied plan that does not tackle resistance and fails to harness the energy of the key players. The effect of culture also is ignored in this model. Bullock and Batten, planned change: machine Bullock and Battens (1985) phases of planned change draw on the disciplines of project management; there are many similar steps to changing your organization models. This particular approach implies the use of the machine metaphor of organizations. The model assumes that change can be defined and moved towards in a planned way. A project management approach simplifies the change process by isolating one part of the organizational machinery in order to make necessary changes, for example developing leadership skills in middle management, or reorganizing the sales team to give more engine power to key sales accounts. this approach implies that the organizational change is a technical problem that can be solved with a definable technical solution. The approach also simplify the process of change , but it can not handle complex situation for organizational change , i.e. when organization has complex situation of changing where change drivers and forces are unknown Kotter, eight-steps: machine, political, organism Kotters (1995) proposed eight steps to make change in organization; his model is derived from analysis of his consulting practice with 100 different organizations going through change. His research highlighted eight key lessons, and he converted these into a useful eight-step model. The eight steps are: Establish a sense of urgency, felt-need for change. Form a powerful guiding group. Assembling a powerful group of people who can work well together. Create a vision. Building a vision to guide the change effort together with strategies for achieving this. Communicate the vision. Kotter emphasizes the need to communicate at least 10 times the amount you expect to have to communicate. The vision and accompanying strategies and new behaviors need to be communicated in a variety of different ways. Empower others to act on the vision. This step includes getting rid of obstacles to change such as unhelpful structures or systems. Allow people to experiment. Plan for and create short-term wins. Look for and advertise short-term visible improvements. Plan these in and reward people publicly for improvements. Consolidate improvements and produce still more change. Promote and reward those able to promote and work towards the vision. Energize the process of change with new projects, resources. Institutionalize new approaches. Ensure that everyone understands that the new behaviors lead to corporate success. This eight-step model gives more defined and detailed procedure for change process; the steps are clear and well defined; but it may take more time to implement and, maybe, it would be difficult to follow strictly. The approach did not refer to the situation of inability of achieving one-step; and how it can be handled. Beckhard and Harris, change formula: organism Beckhard and Harris (1987) developed a formula of change that defines some parameters to take into consideration Figure 3. Figure 3 Source: (Cameron , Green, 2004) Factors A, B, and D must outweigh the perceived costs X for the change to occur. If any person or group whose commitment needed is not sufficiently dissatisfied with the present state of affairs A, eager to achieve the proposed end state B and convinced of the feasibility of the change D, then the cost X of changing is too high, and that person will resist the change. Resistance is normal and to be expected in any change effort. Resistance to change takes many forms; change managers need to analyze the type of resistance in order to work with it, reduce it, and secure the need for commitment from the resistant party. The formula is sometimes written (A x B x D) > X. This adds something useful to the original formula. The multiplication implies that if any one factor is zero or near zero, the product will also be zero or near zero and the resistance to change will not be overcome. This means that if the vision is not clear, or dissatisfaction with the current state is not felt, or the plan is obscure, the likelihood of change is severely reduced. These factors (A, B, D) do not compensate for each other if one is low. All factors need to have weight. This formula is simple but in the same time useful. It illustrates the factors affecting change process; if each party in the process applies in this formula, it will help determining the weak points, and help enhance the performance in each phase of change. On the other hand; the formula gives each factor the same weight, and did not correlate any of these factors together; which may be in accurate. Stacey and Shaw, complex responsive processes There is yet another school of thought represented by people such as Ralph Stacey (2001) and Patricia Shaw (2002). These writers use the metaphor of flux and transformation to view organizations. The implications of this mode of thinking for those interested in managing and enabling change are significant: Change, or a new order of things, will emerge naturally from clean communication, conflict, and tension (not too much). As a manager, you are not outside of the system, controlling it, or planning to alter it, you are part of the whole environment. In Patricia Shaws book Changing Conversations in Organizations, rather than address the traditional questions of How do we manage change? she addresses the question, How do we participate in the ways things change over time? This writing deals bravely with the paradox that our interaction, no matter how considered or passionate, is always evolving in ways that we cannot control or predict in the longer term, no matter how sophisticated our planning tools. As a first look, the model seems to be passive one; it discards the ability of making change goes as we want; also, it assumes that change is an ongoing process by itself, we have no control upon it; all we have to do is to watch and participate in it with a limited role. This can be translated to practical as follow: Managers have to decide what business the organization is in, and stretch peoples thinking on how to adapt to this. Ensure that there is a high level of connectivity between different parts of the organization, encouraging feedback, optimizing information flow, enabling learning. Focus peoples attention on important differences between current and desired performance, between different styles of work and between past and present outcomes. Characterization of organizational culture On the other hand Hofstede cultural dimensions will be used to characterize the organizational culture and can be defined as psychological dimensions, or value constructs, which can be used to describe a specific culture (Harris, Moran , Moran, Judith, 2004). where Hofstede has defined 4 dimensions to define culture ,first is the Power distance is The extent to which a society accepts that power in institutions and organizations is distributed unequally.(Harris, Moran , Moran, Judith, 2004), second dimension is uncertainty avoidance, is the extent to which a society feels threatened by uncertain or ambiguous situations. (Harris, Moran , Moran, Judith, 2004), third dimension is Individualism, which is loosely knit social framework in a society in which people are supposed to take care of themselves and of their immediate families only.(Harris, Moran , Moran, Judith, 2004); and Collectivism, which is the opposite, occurs when there is a tight social framework in which people distinguis h between in-groups and out-groups; they expect their in-group (relatives, clan, organizations) to look after them, and in exchange for that owe absolute loyalty to it .finally; masculinity is The extent to which the dominant values in society are assertiveness, money, and material things, not caring for others, quality of life, and people. (Harris, Moran , Moran, Judith, 2004) Hofstede cultural dimensions The pioneering work on cultural measurement could be credited to Hofstede (1980). In the earlier stage, Hofstede identified four dimensions of culture and highlights the most important culture differences in a multinational organization. The four dimensions are individualism versus collectivism, power distance, uncertainty avoidance and masculinity and femininity. These four dimensions were initially detected through the comparison of the value among the employees and managers working in 53 national subsidiaries of the IBM Corporation. Dr. Geert Hofstede, believes that culture counts and has identified four dimensions of national culture:(Harris, Moran , Moran, Judith, 2004) 1. Power distance: indicates the extent to which a society accepts that power in institutions and organizations is distributed unequally. 2. Uncertainty avoidance: indicates the extent to which a society feels threatened by uncertain or ambiguous situations. 3. Individualism: refers to a loosely knit social framework in a society in which people are supposed to take care of themselves and of their immediate families only. Collectivism, the opposite, occurs when there is a tight social framework in which people distinguish between in-groups and out-groups; they expect their in-group (relatives, clan, organizations) to look after them, and in exchange for that owe absolute loyalty to it. 4. Masculinity: with its opposite pole, femininity, expresses the extent to which the dominant values in society are assertiveness, money and material things, not caring for others, quality of life, and people. Criticism of Hofstedes cultural dimensions Hofstedes work on culture is the most widely cited in most of studies. His observations and analysis provide scholars with a highly valuable insight into the dynamics of cross-cultural relationships. However, his work does not escape criticism. In this section, most of criticized points will be listed and discussed.(Jones , 2007) Relevancy Many researchers allude a survey is not an appropriate instrument for accurately determining and measuring cultural disparity. This is especially apparent when the variable being measured is a value which culturally sensitive and subjective. Hofstede addresses this criticism saying that surveys are one method, but not the only method that was used. During the time of its delivery, there was very little work on culture, and at this time many businesses were just entering the international arena and were experiencing difficulties; they were crying out for credible advice. Hofstedes work met and exceeded this demand for guidance. This actually is very convincing for researcher to base their research on Hofstedes work. Cultural Homogeneity This criticism is perhaps the most popular. Hofstedes study assumes the domestic population is a homogenous whole. However, most nations are groups of ethnic units. Analysis is therefore constrained by the character of the individual being assessed; the outcomes have a possibility of arbitrariness. On the other hand, Hofstede tends to ignore the importance of community, and the variations of the community influences. This critic is somewhat true; but if we will speak about the majority of groups within one culture; as well as the probability of being the individual have the common features of his culture, I do believe that is worth to pursue Hofstedes work. National Divisions Nations are not the proper units of analysis, as cultures are not necessarily bounded by borders. Recent research (Jones , 2007) has found that culture is in fact fragmented across group and national lines. Hofstede points out however that national identity is the only means we have of identifying and measuring cultural differences. This is true, as we can agree that national identity is not the only mean to measure cultural differences; but it is one of them, hence the model still valid , may be less accurate but reliable. One Company Approach A study fixated on only one company cannot possibly provide information on the entire cultural system of a country. Hofstede said he was not making an absolute measure, he was merely gauging differences between cultures, and this style of cross-sectional analysis was appropriate. However, this international organization is worldwide spread, and is considered as a typical example of cultural diversity, so it worth to be considered. Out-dated Some researchers have claimed that the study is too old to be of any modern value, particularly with todays rapidly changing global environments, internationalization, and convergence. Hofstede countered saying that the cross-cultural outcomes were based on centuries of indoctrination, recent replications (Jones , 2007), (Nakata, 2009) have supported the fact that culture will not change overnight. Conclusion about Hofstedes cultural dimensions It is obvious that more research is needed to evaluate culture in terms of contemporary standards. However, Hofstedes work has controversy surroundings; the work is still quite high, as it remains the most valuable work on culture. Based on the theoretical and practical value of Hofstedes work, research hypothesis refers to its effect on employs reaction toward organizational changes; and this will be investigated. Resistance to change Resistance to change has been an important area of inquiry. In fact, the importance placed on this issue might lead one to believe that resistance is inevitable when change is being implemented. Newer research (Mills, Dye and Mills, 2009) indicates that this is not always so. On the contrary, some people embrace change and become bored and uninterested if change is not imminent. Some researchers (Wei , 2003) argue that the younger generations of workers are more used to a constant rate of change, are more adept at change, and actually expect to be moving forward constantly. Despite this, resistance to change can and does occur just not all the time by everybody. Given that, resistance to change can be a very real problem for those leading change. Patrick Connor and Linda Lake argue that; (Mills, Dye and Mills, 2009) people tend to resist change or alterations of the status quo. This resistance is broader than simple opposition to a particular change; more widespread than a particular groups or individuals refusal to accept a specific change. There is simply the wish in most people to maintain the consistency and comfort that the status quo holds. This generalized resistance to change stems from a variety of sources. Although their theory of resistance is one of the many that seem to indicate all people will resist change all of the time, their framework is still quite helpful. It creates a framework for understanding why resistance may be happening, when it happens. Employees response to change There are three general forms of responses to system changes: (de Ven, Andrew, 2004) Negative feedback loops. These system responses attempt to attenuate or eliminate the impact of the change on the system. Positive feedback loops. These system responses magnify the impact of the change on the system. This can be in the form of switching (before, during, or after the event) to alternative structures or functions, increased disorder beyond what is directly produced by the change event itself and, if the increased disorder is extreme enough, either creative innovation or collapse. No response. The system may give no apparent response to a given event: This may occur because either the group failed to note the event, or assumed it would not alter the groups fitness landscape, or, Some feature of the groups history, its self-regulatory processes, and/or its routines prevented or impeded response. Alternatively, an apparent no response may be an artifact of the observation process.

Scientific Evidence Which Lead to the Fluid Mosaic Model

The scientific evidence which lead to the fluid mosaic model 19th Century: The earliest models were very simple, as they suggested that lipid soluble substances entered cells faster than water soluble substances; scientists in those days had also figured out that the layers of lipid were layers of fat. However, the downfall of the evidence provided was that scientists back in the day were not able to provide information, as to how a lipid layer could remain stable in contact with the water surrounding the cell in its environment, since lipids are repelled by water. 0th century: Due to chemical analysis of isolated membranes, it was discovered that the membrane is largely made up of phospholipids and cholesterol. Digging deeper, it was revealed that phospholipids were amphiphilic: one head, which was soluble in water, and two tails, which would face inwards towards each other. This added to the bilayer remaining stable. 1934: A new model was proposed by Davson-Danielli, since the new model suggested both sides of the bilayer to be coated with water-soluble proteins.Therefore, through extensive chemical analysis, it was revealed that there was a lot of protein in the membranes. Even though membranes were thought to be more permeable to lipids than water, the membrane was able to absorb water faster than a pure phospholipid layer. 1970: Davson-Danielli’s model and theory was still accepted, since micrographs showed that membranes had a three-layered-structure.Before the fluid-mosaic model: Due to advances in chemistry and biology, Davson-Danielli didn’t seem to explain coherently how such fluidity could occur without tearing or breaking bonds. Due to new chemical methods, it was stated that the proteins of membranes were highly variable in both quantity and type. Sixty five years later: The fluid mosaic model was invented, which described the agreement of many scientists’ view on the cell membrane.

The Problem Of Chronic Kidney Disease - 1490 Words

Introduction The United States finds itself in a challenging predicament. With the population of Baby Boomers entering the fifth and sixth decades of their lives, health care will be faced with the onslaught of chronic diseases that accompany the aging process. To combat this impending health care shift, health care is being transformed from the traditional hospital setting to more community based and long term, health care treatments/solutions. One of these diseases that plague older adults and impose a burden for the health care system is chronic kidney failure. Headley (2014), explains that chronic kidney disease (CKD) involves a progressive, irreversible loss of kidney function (p. 1107). To diagnose CKD the National Kidney Foundation states a person must have kidney damage or a decreased GFR of less than 60 mL/min/1.73m2 for longer than three months (p. 1107). CKD is underdiagnosed and untreated in the United States. 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AOD Counselor Job Description - Free Essay Example

Sample details Pages: 3 Words: 798 Downloads: 4 Date added: 2019/02/20 Category Career Essay Level High school Tags: My Dream Job Essay Did you like this example? Addiction was the only hand he ever held, the only eyes he ever looked out of, and because of that, he never truly saw a sunset or felt a breeze on his face. It would have only taken one person to say something that could have changed the course of his life forever. There are various factors that lead me down a path of wanting to become a Substance Abuse Counselor. Don’t waste time! Our writers will create an original "AOD Counselor Job Description" essay for you Create order I felt this career choice was a way to breath new life into people and that other people’s endings won’t end up being apart of a statistics. However, this course is not black and white; it’s training to help patients with their inner demons and trying to ease the road of recovery for them. I cannot divulge that every person’s reason for drug use is because they mentally self destructed and the rest followed. Nonetheless, there had to be a moment that they no longer saw a tomorrow for themselves. Mental Health is the priority of Substance Abuse Counselors. They help people that are struggling both mentally and physically, to defeat their addictions. The route of education for a AOD counselor can be achieved by certification with counseling, gaining clinical practice hours, passing a background check, and undergoing exams for National/State licensing. Evidently, the stipulations are determined by state licensing organizations and governing boards. A two year degree like an Associate’s, is generally what is required to be equipped for positions that are entry-level. As reported by the GetEducated.com website, â€Å"An Associate’s degree in Psychology or in Counseling covers: Theories of Counseling Case Management Family and Group Counseling Multicultural Counseling Psychology â€Å" ( GetEducated.com, 2017). What is required for a AOD counselor is a minimal of 2 years of both case management and experience, computer skills like microsoft word, and knowledge of Cognitive Behavioral Therapy. Some straightforward basic qualifications are licensing or certification, a valid driver’s license and dependable transportation. Its vital to have current certification in CPR and First-Aid, along with receiving a TB shot at the beginning of employment. According to Indeed.com, â€Å" Being bilingual,having flexible hours, experience in inpatient/outpatient settings, and knowledge of program planning/ development† is not mandatory but it is sought after by employers (Indeed.com, 2018). In other states, there is education that is considered mandatory like a Bachelor’s or an online Master’s degree for the soul purpose that it provides the AOD counselor with more years under their belt. This allows the AOD counselor to be adequately prepared to assess the patient for methods of treatment. Location as far as states go, does play a huge part in how much is required of an education verses what is preferred in order to have greater job opportunities. It is advised by GetEducated.com to distinguish between what work environment for counselling you want to be in, such as clinical or rehabilitation. For an example, â€Å"Those who want to work in medical and healthcare-specific environments should consider a concentration in clinical counseling. Those who wish to work in social work environments should consider rehabilitation counseling concentrations† (GetEducated.com, 2017). On a typical day, the tasks of a AOD counselor include up-keep on clientele files, assessing and writing reports, and working as team with other professionals to determine an appropriate treatment. Treatment for drug abuse is not the only counseling provided, but also focuses on the overall mental health for the patient and their loved ones. In counseling sessions, critical thinking is demonstrated by the counselors to help with the depression and strain caused by addictions. The mission for AOD counselors is to able to ease the road to recovery for patients by helping them return to a normal setting like find employment or support groups. Often, what leads a patient into relapse is the lack of knowledge of addiction, recognizing behavioral conditions, and what actions to take. The nature of an AOD counselor is all about communicating with those whose lives has been touched by addiction. It is unfortunate that the only time that mental health comes into accountability is when a person is hitting rock bottom. It is irrevocable that we all have the same doubts, emotions and the same destiny in the end, so why is so hard to imagine the person next to us is just as human with their own set of demons. I believe an AOD counselor takes this into consideration, even though not all treatments work the same on every person; it still is a human self destructing. Just some people make it a little more apparent. There are various accommodations or environments for those in need depending on the patient’s situation. From private establishments, state/local facilities, halfway houses, detox centers, to facilities for the juvenile.

A Conversation With Real Life Director Harrison Starr

Event from chapter 1: when Harrison compares anti-war books to anti-glaciers books In the first chapter, which serves as an introduction, Vonnegut directly addresses the reader, pointing out his attitude towards war. The author makes it clear that he sees it as something ugly and horrifying, however, it seems like he is resigned to the fact that war will always exist. In one passage Vonnegut recounts a conversation with real-life director Harrison Starr. When Vonnegut explained that he was working on an antiwar book, Harrison said â€Å"You know what I say to people when I hear they’re writing anti-war books? ... I say, ‘Why don’t you write an anti-glacier book instead?’†(3). Vonnegut informs the reader that what Harrison meant by these words of course, â€Å"was that there would always be wars, that they were as easy to stop as glaciers†(3). In this quote, Vonnegut’s compares war with the glaciers. There has always been war just like t here have always been glaciers. But there will not always be glaciers since they will all eventually melt and when they do, we will suffer. We are unable to live without glaciers, and we are unable to live without war either. No matter how great his anti-war novels are, Vonnegut doesn’t expect them to change society since he already knows that war is unstoppable. Toulemonde2 1rst Event: when Billy watches the Second World War movie backwards One significant event in Kurt Vonnegut’s book Slaughterhouse Five begins when Billy turns onShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 PagesPerspectives on the Past, edited by Susan Porter Benson, Stephen Brier, and Roy Rosenzweig Also in this series: Paula Hamilton and Linda Shopes, eds., Oral History and Public Memories Tiffany Ruby Patterson, Zora Neale Hurston and a History of Southern Life Lisa M. Fine, The Story of Reo Joe: Work, Kin, and Community in Autotown, U.S.A. Van Gosse and Richard Moser, eds., The World the Sixties Made: Politics and Culture in Recent America Joanne Meyerowitz, ed., History and September 11th John McMillian

Matt Barrett Barclay’s CEO Position Free Essays

Barclays: Matt Barrett’s Journey- Winning Hearts and Minds Barclays was founded in 1690 in London. After 30 years later, Barclays started to expansion its area to the world, and became the first foreign bank to file with the Securities and Exchange Commission in Washington D.C. We will write a custom essay sample on Matt Barrett: Barclay’s CEO Position or any similar topic only for you Order Now in 1981. Barclays’s global market capitalization rank was fourth in 1980. However, it fallen to 22 in 2000. In October 1999, Matt Barrett accepted the invitation of Barclays’s CEO position, and started to work on his challenge. At that time, the situation of the Barclays is that institutional investors were unhappy, employees were demoralized, and the front-line and senior executives had lost confidence. Barrett soon discovered an excessive cost problem of Barclays and realized that the bank needed a shift in culture and mind-set, a new strategic direction, a structural overhaul, and an improved communications policy. Barrett had worked on changing the mind-set and culture of Barclays, and he believed that a more fact-based, value- growth orientation to running Barclays was essential. At first six month, Barrett started to build the foundation. Barrett met approximately 10,000 employees during the initial three month. At the same time, Barrett developed his own vision for the bank- earn, invest, and grow. He planned to reduce cost by  £1 billion for saving money from cost. Six months after Barrett became CEO, Barrett committed the goals were to apply equally to him to management, and everyone in the organization. Barrett started to change the top management. For example, Barrett appointed people to take position, which was a significant change on the ExCo and using young talent to the ExCo. Barrett started to think about group strategy. In addition, Barrett and the ExCo decided to work with Marakon to set about looking at all businesses and activities from a value perspective, identifying where value was being created and where it was being destroyed. Under Barnett’s leadership, and with the help of Marakon’s systematic, fact-based approach, the ExCo developed a long-term strategic. How to cite Matt Barrett: Barclay’s CEO Position, Essay examples

Lack of Communication free essay sample

Sexual harassment is an important example of power abuse that generates negative conflict and it is a highly destructive workplace process. (Shockley-Zalabak, pg. 309) Not knowing how to communicate about such a highly sensitive situation can ruin a person’s life and can ruin the credibility of an organization. It can even affect the job status and reputation of a good employee. Overview of the Organization and Case Study The Village of Bellport is a local government entity with approximately 150 employees that are spread out through out five different departments. The Village of Bellport has had a sexual harassment case between two employees; one is an office employee and one is a highway employee who is also the husband of the office employee’s supervisor. This sensitive situation that has happened is due to the lack of communication between the Mayor, the Board of Trustees and the rest of the staff and has affected the relationships and the morale of the employees. Without going into too many details; the office employee stated that the highway worker sexually harassed her while her boss (his wife) was away in training. The highway worker denied all accusations but was convicted by the board without even hearing his side of the story. The board also didn’t ask anyone that worked that day what they saw or heard or they never asked about the characters of either employee. The outcome was that the highway worker was forced to resign after 13 years of service. Since the office employee didnt get the money she was after from the start, she went after the Village for harassment, saying that all the employees were harassing her because of the situation, which wasn’t true. When the Village attorney and the board found out about her character and what type of person she really was they were mortified and they felt dumb but of course it was too late. Identify and Describe the Situation or Problem Knowledge The major problem with this situation was the lack of communication. This was because of the lack of skills and knowledge that the board had with this kind of situation. With the lack of communication came ruined relationships, plummeting employee morale and the job statuses of certain  employees were changed . By the board not communicating to the employees and to each other, the rumors were started and down went the reputations of everyone involved. There was so much information missing due to the lack of communication between each board member; like, what really happened? What was the two employees saying that happened? This was because of the lack of skills that the board had on how to deal with this. The board only found out one side of the story and never bothered to find out the other employees side. The board assumed that the male employee did wrong just because the office employee said he did and they never listened to a word he said or what his wife was saying or anyone else that had his best interest. The rumors were started and all because of management never told the staff not to speak of this very sensitive subject to the public. This situation had a combination between Maslow’s Hierarchy of Needs and Motivation-Hygiene theory applied. Maslow’s Hierarchy of Needs was applied because the employees lost a lot of their peer’s respect and relationships and they did not feel safe in their jobs as a result of the lack of communication. Motivation-Hygiene theory was applied because this situation was an influence from both internal and external factors. (Shockley-Zalabak, pg. 143) Communication competency (which is composed of knowledge, sensitivity, skills and values) and sensitivity competency (which is the ability to sense organizational meanings and feelings accurately) are lacking in the Village. (Shockley-Zalabak, pg. 5-8) It is because with the Villages communication competency, no one has comfort with conflict so they will not contribute information to the public because they are afraid people will disagree with them. The person that was most responsible for the communication problems was the clerk. Whether it was because he was inexperienced in this kind of matter or he just didn’t care but what he did or better yet, didn’t do was just wrong. He never spoke to any witnesses about what happened and the employees thought they knew a lot about what happened on that day. He did apologize after the fact to the wife of the highway employee because he knew what he did was wrong. The reality is no one knows what went on that day for sure except for the two employees that were in the office that day. Everyone just assumed that the one side was right and never took it as a he said she said case. Hopefully the board and their staff learned how to deal with such a sensitive situation if this ever happens again. The Village is a small community and by the board going home and telling their family and friends about this situation it started the rumors and the stories about what people thought happened. Whether it was true or not, the three parties involved were mortified about everyone knowing and talking about it. The person responsible for the rumors were mostly everyone involved the Mayor, the board, the clerk and other employees which was very disappointing. Yet, no one claimed responsibility. Skills The only skills that were shown in this situation was the listening skills that they showed for one side and the written communication that they showed by giving the highway worker a letter stating the claim toward him and that they would be in touch with him. It took the board two weeks to actually let the employee know what was taking place. The board needs to learn not to be judgmental, they need to be sensitive with matters like this and they need to sharpen their nonverbal communication skills and when something like this happens they need to stop with the rolling of the eyes and the hand gestures toward one another. The organizational skills are also in need of repair. The Village needs to start treating people equally, attempt to resolve the conflict and show empathy. They can learn these skills by working together and practicing good communication. They need to really listen to one another and to their employees without jumping to conclusions. They should try to take some training classes in order for everyone to understand how important it really is. Values Communicating their stories was important to both individuals, they wanted to get out what they were saying happened that day and to be able to have the board believe each of them. One individual wanted to get his story out so he could save his job, reputation and marriage. The other was to make everyone feel bad for her and hate the highway employee and his wife and eventually we found out to get money from the Village. The only value that the two employees shared was that they both wanted to communicate their stories but the board only wanted to hear from one of them and force the other employee out so it would just go away. Because the culture of the organization is all about politics, the board just wanted what was right for the public to see and what will make them look good. They had only themselves in their best interest and no one else. The Village fell for a scam because they were trying to keep themselves out of the headlines and their political values took over. Since the public really liked the highway worker and his wife and they knew about the other employees characteristic, they wound up looking horrible. Develop Alternatives and Test Possible Solutions Propose Solutions and Suggest Implementation Plans What the Village should have done is call the police. If the police did the investigation then the truth hopefully would have been found out. They would have not let their feelings affect the outcome. They also should have let both employees communicate their stories and question other employees that were there that day. The clerk was in the office that day, a code officer was in and out of the office all day, there are cameras in the office and the employee told another employee her story and it changed multiple times. Also, someone should have asked the boss of the employee about her. Whenever the boss would try to speak and explain how this girl was the village just looked at her as the scorned wife. Finding out the characteristics of these employees would have helped the case tremendously. The Mayor and board should have been more discreet about this very sensitive situation. Management should know that letting this information out will only hurt the people involved. The village should have had training about this subject so the employees would know how to handle it when something did happen. Since none of this was followed and the real goal of the office employee was to get money out of this whole thing, she won. After the highway employee was forced to resign she should have continued to work for his wife, who was really swallowing her pride, but she didnt. She knew she had her boss wrapped around her finger and no matter what her boss did this girl would not listen. Then finally the girl started trouble with every employee that entered Village hall by saying they were all harassing her and of course she sued the Village. The best witness in the case was the wife of the highway employee (her boss) who worked side by side with this girl and knew everything about her. If they only listened from the beginning everyones life would not have been turned upside down like it was. Summary Not having the skills in communication can really ruin an organizations credibility or someones life. Dealing with a sexual harassment case is a really tough situation especially when it is a he said she said case. The communication in the Village of Bellport is not where it should be. If the board knew how to handle this situation maybe the highway employee would still have his job and his wife wouldnt have had to go through what she had to. The skills that are needed to extinguish a situation before it spins out of control is having the training that is needed to handle something like this. Knowledge and skills about communication is key and if anyone would have communicated and found the right way to handle this situation, things would have turned out a lot differently.