Assignment: Contemporary Organization Evaluation
Assignment: Contemporary Organization Evaluation
In today’s fast-paced and global community, most organizations are faced with constant change. Research contemporary organizations that are currently responding to a significant change within the industry, such as disruptive technology; state, government, or industry regulations; environmental constraints; judicial or legislative rulings; etc.
Choose one organization from your research that has recently responded to major change, or is currently responding to change. Write a paper (1,250-1,500 words) discussing how well the organization is responding to the change dynamics. Include the following:
- Describe the organization and the change to which it is responding.
- Discuss the degree to which the change has been disruptive and how the organization has responded to the dynamics created by this change.
- Evaluate the strategies the organization used in its change plan and determine the level of success the organization experienced with the strategies.
- Determine the effect the change had on stakeholders, and to what degree stakeholders have resisted. Assess how well stakeholder resistance was addressed.
- Evaluate the overall implications the change had on interdepartmental collaboration.
- In your opinion, how well did the leaders of the organization respond and prepare for the change? What worked and what did not work with the strategies they implemented?
- What modifications would you suggest the leaders of the organization make in order to better address the change dynamics? What additional strategies would you recommend to assist the organization through this change?
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
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This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
John P. Kotter and Dan S. Cohen’s book “The Heart of Change: Real-Life Stories of How People Change Their Organizations” suggests that when implementing change inside an organization, executives frequently run into a number of challenges and objections from stakeholders. These challenges and objections may occur for a number of reasons, such as aversion to change, apprehension about the future, worries about job security, doubts about the advantages of the suggested changes, and a lack of confidence in the leadership’s abilities.
Stakeholders may be resistant to change because they are accustomed to the current procedures and worry about the disruption that a change would cause. They could be hesitant to adopt novel concepts or methods. A person might not completely understand the necessity for change or the reasoning behind the suggested efforts due to lack of understanding or a fear of the unfamiliar. To fully understand the significance and potential advantages of the changes, more information and effective communication may be needed. Stakeholders may be fearful of the potential bad outcomes, such as job losses, increased workloads, or a loss of prestige, as a result of the uncertainty that change might bring. These anxieties may lead to hostility to change and resistance. Lack of trust may be the root cause of the established norms, procedures, and power relationships that make it difficult for leaders to introduce new methods of doing things. Obstacles must be removed in order for everyone to cooperate more effectively, and techniques such as giving stakeholders training and tools to grasp the new procedures, systems, or technology connected with the change will be part of providing education and support. The ability to foster an environment that fosters risk-taking, collaboration, and creativity should be available to all organizations. We must encourage stakeholders to communicate their thoughts by giving them chances to participate in the change process. Stakeholders may feel more invested in the change and exhibit less opposition as a result of this involvement.
The Heart of Change: Real-Life Stories of How People Change Their Organizations Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333
Your experience as a change leader navigating the ethical dilemma surrounding patient admissions is both commendable and reflective of your commitment to patient well-being and ethical healthcare practices. The thin line between providing appropriate care and avoiding fraudulent activities can indeed be challenging to navigate. Your willingness to educate patients about their conditions and provide them with informed options demonstrates a strong sense of advocacy and ethical responsibility.
Your approach to addressing this issue within the organization, including voicing concerns during monthly meetings, providing feedback, and proposing a plan of action, aligns with best practices in healthcare leadership. As the quote by Schlachter and Hildebrandt (2012) suggests, being proactive in situations where you see change is needed is vital. Your proactive stance demonstrates your dedication to upholding ethical standards and ensuring that patient care remains the top priority.
Moreover, your emphasis on consequences for those engaged in potential Medicare fraud is a crucial step in maintaining accountability within the organization. Accountability is essential for fostering a culture of integrity and trust. Colleagues who may be engaging in questionable practices must understand the potential consequences to deter such behaviors.
Your approach not only serves the best interests of patients but also contributes to the organization’s reputation for ethical and responsible healthcare. By addressing this ethical dilemma head-on and advocating for meaningful change, you are playing a pivotal role in ensuring that healthcare decisions are made in the best interest of patients and adhere to the highest ethical standards. This not only builds trust and respect with colleagues but also upholds the organization’s commitment to delivering quality and ethical healthcare services. (Kotter & Cohen, 2002).
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Press.
Schlachter, C., & Hildebrandt, T. (2012). Backseat leaders. Leadership Excellence, 29(10), 7-8.
Due Date: 23-Oct-2019
Contemporary Organization Evaluation – Rubric
No of Criteria: 11 Achievement Levels: 5
Less than Satisfactory
Contemporary Organization (Description of Organization and Responding to Change)
Description of a contemporary organization responding to change is not provided.
A partial description of the organization is presented; major relevant details are missing. A description of the change to which the organization is responding is cursory and incomplete. The organization and change issue are not contemporary or current.
A cursory description of a contemporary organization is presented; most major details are included. A general description of the change to which the organization is responding is presented, but contains some inaccuracies or lacks some relevant details; the change to which the organization is responding is not a current event.
A description of a contemporary organization is presented; all major details are included. A description of the change to which the organization is responding is current and accurately represented.
A detailed description of a contemporary organization is presented; all relevant details are included and description provides insight into the organization. The description of the current change to which the organization is responding is well developed and contains relevant detail.
Effects of Change (Discusses Effects of Change, Organizational Response and Strategies Utilized)
The effects of change on the organization and the response of the organization to change are not discussed.
An incomplete discussion on the effects of change on the organization is presented. The response of the organization is not discussed.
A general discussion on the effects of change on the organization is presented. The response of the organization to the change is presented, but it does not include a clear evaluation of the strategies of the organization. The discussion lacks relevant details, facts, and support.
A discussion on the effects of change on the organization and its response to the change is presented. The discussion is supported by relevant and documented facts.
A well-rounded discussion on the effects of change on the organization and its response to the change is presented. The discussion is detailed and strongly supported by documented facts.
Stakeholders (Determine Effects of Change and Response to Change)
The effect of change on the stakeholders is not addressed.
The effect of change on stakeholders is briefly considered, but no evidence or rationale is provided for claims made. Stakeholder response/resistance to change is not presented. No suggestions are provided in responding to stakeholder resistance.
The effect of change on stakeholders is discussed, but little evidence or rationale is provided for claims made. Stakeholder response/resistance to change is generally presented, but it is lacking in detail. Cursory suggestions are provided in responding to stakeholder resistance, but these strategies are incomplete and lack support for validity.
The effect of change on stakeholders is discussed. Stakeholder response/resistance to change is presented. Suggestions are provided in responding to stakeholder resistance. Evidence or rationale is provided for claims made. Some evidence is provided to support statements, and common strategies are offered to help stakeholders overcome resistance.
The effect of change on stakeholders is discussed in detail. Stakeholder response/resistance to change is presented with accurate and relevant examples. Well-developed recommendations are provided in responding to stakeholder resistance. Strong evidence or rationale is provided for claims made, and strategies relevant to the organization and stakeholders are offered to help stakeholders overcome resistance.
Effects of Change on Interdepartmental Collaboration
The effects of change on interdepartmental collaboration are not evaluated.
General effects of change on interdepartmental collaboration are discussed, but the specific effects for the departments within the organization are not included.
A superficial evaluation of the effects of change on interdepartmental collaboration for the organization is presented. The evaluation lacks detail, facts, support, or rationale.
An evaluation of the effects of change on interdepartmental collaboration for the organization is presented. The evaluation is supported with some detail, facts, support, or rationale.
A detailed evaluation of the effects of change on interdepartmental collaboration for the organization is presented and provides insight into the situation. The evaluation is supported with strong detail, facts, support, and rationale.
Evaluation of the Response of the Leaders to Change and the Strategies Presented by Leaders
Evaluation response of the leaders to change is not addressed, and strategies presented by leaders are not referenced.
A clear evaluation of the response of the leaders to change is not addressed, and strategies presented by leaders are referenced, but not formally addressed. Overall, the involvement of leadership in response to change is unclear.
Evaluation of the response of the leaders to change is presented, but it lacks detail or information vital to understanding the actual involvement of the leaders. Strategies presented by leaders in response to change are generally addressed. Overall, it is apparent that the leaders were responsive to change, but significant information or details are missing to discern the actual extent of leadership involvement or the degree to which leadership involvement was influential.
Evaluation of the response of the leaders to change is presented, but it lacks detail or information vital to understanding the involvement of the leaders. Strategies presented by leaders in response to change are generally addressed. Overall, it is apparent that the leaders were responsive to change, but significant information or details are missing to discern the actual extent of leadership involvement or the degree to which leadership involvement was influential.
Evaluation of the response of the leaders to change is presented with sufficient detail and supporting information vital to understanding the involvement of the leaders. Strategies presented by leaders in response to change are clearly addressed and provide insight into the outcomes the organization experienced in responding to change. Overall, leadership response to change is clear and contains significant information or details that describe the extent of leadership involvement and the degree to which leadership involvement was influential.
Recommendations (Suggestions to Better Address Change Dynamics, Additional Strategies)
No recommendations are made.
Recommendations to address change dynamics or for additional strategies are incomplete. Recommendations do not contain substantial rationale or support and do not seem relevant to the organization or circumstances.
General recommendations to address change dynamics are presented. Additional strategies are offered, but lack detail, rationale, or a clear plan to illustrate that the recommendations are relevant and would support a better change option in response to change.
Recommendations to address change dynamics are presented. Additional strategies are offered, with appropriate rationale or a clear plan to illustrate that the recommendations are relevant and would support a better change option in response to change.
Well-supported recommendations to address change dynamics are clearly presented. Additional strategies are offered, with strong rationale or a clear plan to illustrate that the recommendations are relevant and would indeed support a better change option in response to change.
Organization and Effectiveness
Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis is insufficiently developed or vague. Purpose is not clear.
Thesis is apparent and appropriate to purpose .
Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.
Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.
Argument Logic and Construction
Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.
Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.
Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.
Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.
Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed.
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.
Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.
Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.
The writer is clearly in command of standard, written, academic English.
Paper Format (use of appropriate style for the major and assignment)
Template is not used appropriately or documentation format is rarely followed correctly.
Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.
Appropriate template is used. Formatting is correct, although some minor errors may be present.
Appropriate template is fully used. There are virtually no errors in formatting style.
All format elements are correct.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
Sources are not documented.
Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.
Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.
Topic 6 DQ 1
What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?
Due Date: 19-Oct-2019
Topic 6 DQ 2
Describe an ethical dilemma that you experienced, or have witnessed in a change leader, when attempting to initiate change. How was the ethical dilemma resolved? What can a change leader use to guide decision making when faced with an ethical dilemma?
Due Date: 21-Oct-2019
Topic 7 DQ 1
Discuss the importance of identifying and acknowledging short-term wins during change. What types of short-term wins are most meaningful? Why?
Due Date: 26-Oct-2019
Topic 7 DQ 2
During a change initiative, what can organizations use to identify or verify truly objective and measurable success? What does your organization utilize to measure its level of success?
Due Date: 28-Oct-2019
ADDITIONAL INSTRUCTIONS FOR THE CLASS
Discussion Questions (DQ)
- Initial responses to the DQ should address all components of the questions asked, include a minimum of one scholarly source, and be at least 250 words.
- Successful responses are substantive (i.e., add something new to the discussion, engage others in the discussion, well-developed idea) and include at least one scholarly source.
- One or two sentence responses, simple statements of agreement or “good post,” and responses that are off-topic will not count as substantive. Substantive responses should be at least 150 words.
- I encourage you to incorporate the readings from the week (as applicable) into your responses.
- Your initial responses to the mandatory DQ do not count toward participation and are graded separately.
- In addition to the DQ responses, you must post at least one reply to peers (or me) on three separate days, for a total of three replies.
- Participation posts do not require a scholarly source/citation (unless you cite someone else’s work).
- Part of your weekly participation includes viewing the weekly announcement and attesting to watching it in the comments. These announcements are made to ensure you understand everything that is due during the week.
APA Format and Writing Quality
- Familiarize yourself with APA format and practice using it correctly. It is used for most writing assignments for your degree. Visit the Writing Center in the Student Success Center, under the Resources tab in LoudCloud for APA paper templates, citation examples, tips, etc. Points will be deducted for poor use of APA format or absence of APA format (if required).
- Cite all sources of information! When in doubt, cite the source. Paraphrasing also requires a citation.
- I highly recommend using the APA Publication Manual, 6th edition.
Use of Direct Quotes
- I discourage overutilization of direct quotes in DQs and assignments at the Masters’ level and deduct points accordingly.
- As Masters’ level students, it is important that you be able to critically analyze and interpret information from journal articles and other resources. Simply restating someone else’s words does not demonstrate an understanding of the content or critical analysis of the content.
- It is best to paraphrase content and cite your source.
- For assignments that need to be submitted to LopesWrite, please be sure you have received your report and Similarity Index (SI) percentage BEFORE you do a “final submit” to me.
- Once you have received your report, please review it. This report will show you grammatical, punctuation, and spelling errors that can easily be fixed. Take the extra few minutes to review instead of getting counted off for these mistakes.
- Review your similarities. Did you forget to cite something? Did you not paraphrase well enough? Is your paper made up of someone else’s thoughts more than your own?
- Visit the Writing Center in the Student Success Center, under the Resources tab in LoudCloud for tips on improving your paper and SI score.
- The university’s policy on late assignments is 10% penalty PER DAY LATE. This also applies to late DQ replies.
- Please communicate with me if you anticipate having to submit an assignment late. I am happy to be flexible, with advance notice. We may be able to work out an extension based on extenuating circumstances.
- If you do not communicate with me before submitting an assignment late, the GCU late policy will be in effect.
- I do not accept assignments that are two or more weeks late unless we have worked out an extension.
- As per policy, no assignments are accepted after the last day of class. Any assignment submitted after midnight on the last day of class will not be accepted for grading.
- Communication is so very important. There are multiple ways to communicate with me:
- Questions to Instructor Forum: This is a great place to ask course content or assignment questions. If you have a question, there is a good chance one of your peers does as well. This is a public forum for the class.
- Individual Forum: This is a private forum to ask me questions or send me messages. This will be checked at least once every 24 hours.
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