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Bahe (2005) tells us that the average employee responds to each change in the following way, disbelief and denial, anger and blame, reluctant acceptance, and the final stage. In each of these stages the employees are very needy and need to be kept informed. Unfortunately today, change happens so fast that the employee often only has time to get through this process and then start again making change a time consuming process for managers as well (Sherman, 2009).
The possible sources of resistance from the structural point of view are many. Bahe (2005), tells us that there are six sources of resistance that are typical of most organizations. Those are identified as structural inertia, limited focus of change, group inertia, perceived threat to expertise, and threat to established resource allocations. Structural inertia is the process of actually running the business, policies and procedures etc. The idea is to keep the company moving forward so the question is, is there a threat to that?
The focus of change, we have all seen. This happens when no everyone makes the change. For example, one department decides to go on and do it the way they always have even though the rest of the departments have changed. It might even take a little while to discover. When group inertia happens, there is usually a specialized group that attempts to stop the change such as a union. There is of course the perceived threat to expertise. If we make this change will my knowledge not be important any more, will a robot be doing my job?
Power relationships are what leadership is all about. It can be good power or bad power but everyone needs certain amount of power to get the job done. It is not unusual for a leader to have spent some time building up different kinds of power in his position. If that is possibly going to be affected there is then huge resistance and a lot of that will come from managers.
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A company can borrow from a bank or offer stocks and bonds in the open market. It can spend or invest the cash in current or future projects that will increase the worth of the firm and maximize the wealth of its owners. The process of deciding which projects to invest in and which not to is called Capital Budgeting (Brigham & Ehrhardt, 2010).
Such a system enables the organization to attract, develop and retain talented and highly productive employees. Experts in the field of human resource management indicate that winning organizations are able to create a competitive advantage over their rivals through the creation of an effective and efficient performance management system.
A common saying has been circling around and saying that that a good leader must be the people’s worker rather than the ruler of the people. This is just one among the various theories that try to justify and define what a good leader should be in the real sense.
So you should have a good idea of what these are from your previous analysis. One Reinforcing Loop Sales demand: This is an example of a reinforcing loop in the food market. In the food market, increasing sales demand before attending to limits of finances may lead to emergency of problems like loses therefore to increase sales demand, one has to attend to the financial limits first.
(Kennedy, 1998). This same generation bring with it other issues that must also be controlled such as office chatter and office politics. Learning how to deal with those and prove to this new generation that you are the leader of choice
archaic management style and the external environment has not been well studied as people leave the institution for higher pay and better benefits on a regular basis. This paper will discuss what to do. What will turn it around for this hospital?
In this case there are many