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Sheet1
| Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
| Nurse Triage Salaries | $ 523,800 | $ 549,990 | $ 577,490 | $ 606,364 | $ 636,682 | $ 668,516 |
| Forecasted ER Cost Reductions | $ 400,000 | $ 800,000 | $ 848,000 | $ 900,577 | $ 955,512 | $ 1,013,798 |
| New IT Specialist’s Salary | $ 150,000 | $ 154,500 | $ 159,135 | $ 163,909 | $ 168,826 | $ 173,891 |
| Costs of Facility Renovations | $ 30,000 | $ – 0 | ||||
| Necessary Capital Equipment Purchases | $ 117,000 | $ 3,510 | ||||
| Net Cash Flow: | ||||||
| Present Values of Net Cash Flows: | ||||||
| Net Present Value: | ||||||
| IRR: | ||||||
| MIRR: | ||||||
| Payback Period (# years): | ||||||
| Discounted Payback Period (# years): | ||||||
| Questions: | ||||||
| 1. Determine the cash inflows and outflows for each year. | ||||||
| 2. Evaluate the capital project by calculating the following metrics: | ||||||
| a. net present value (NPV) | ||||||
| b. internal rate of return (IRR) | ||||||
| c. modified internal rate of return (MIRR) | ||||||
| d. payback period | ||||||
| e. discounted payback period | ||||||
| 3. Indicate whether the project is acceptable, assuming Jiranna has a corporate policy of not accepting projects that take more than 3.5 years to pay for themselves, and assuming an 11% cost of capital. |
Capital Project Case Study, Part 1
This case study considers the expected costs and benefits to a managed care organization resulting from a decision to design a centralized nurse triage line. This triage line would assist routine primary care patients to provide self-care and/or seek urgent care in lieu of seeking more expensive care after-hours in the emergency room.
Summary
Jiranna Healthcare owns and operates a 268-bed hospital in the San Jose area. The hospital is Jiranna Healthcare’s main facility and is home to more than 80 on-site specialty and surgery clinics, employing over 5,000 staff. In addition to the main hospital, Jiranna Healthcare has 18 satellite clinics, containing primary care services such as pediatrics, family medicine, and geriatric health. These facilities (hospital plus outlying clinics) serve a total enrollee population of 97,000.
Currently, Jiranna Healthcare’s centralized call center schedules primary care appointments and handles an average of 1,500 to 2,000 calls daily with a staff of 20. Patients routinely have difficulty obtaining access to urgent or acute care (primary care) in a timely fashion. Additionally, the majority of Jiranna Healthcare’s primary care centers are unable to meet access standards in three out of four cases. These access issues have a secondary effect on the call center, which experiences a much higher call rate because members have to call back multiple times to find available appointments. The existing process leads to overutilization of emergency departments for urgent care and primary care concerns. In addition, patient satisfaction has steadily declined as a result of the continued lack of appointment availability.
To address this problem, there is a proposal to implement a centralized nurse triage line, an off-site phone center that would be staffed by registered nurses with a multitude of specialties (including ER nurses, critical care, surgical, and even some nurse practitioners). These nurses are able to offer callers medical advice encompassing the treatment of fevers, wound care, and emergent conditions such as chest pain. The nurses are trained to triage conditions to the appropriate level of care be that at home, at an urgent care center, or at an emergency department.
The major cost impact is the increased salary requirement for the phone center staff, which will entail approximately 33 multi-discipline employees, based on workload and enrollment data. Additional elements of the proposal include hiring an IT specialist to manage the triage line’s computer system, and facility renovations. The main benefit of this proposal is projected cost reductions in patient care as a result of moving primary care out of the expensive emergency-room setting.
Assignment
The Capital Project Case Study, Part 2 spreadsheet provides cash flow data (costs and benefits) for the proposal. Download and save this Excel spreadsheet, and use the information provided to complete the following:
1. Determine the cash inflows and outflows for each year.
2. Evaluate the capital project by calculating the following metrics:
a. net present value (NPV)
b. internal rate of return (IRR)
c. modified internal rate of return (MIRR)
d. payback period
e. discounted payback period
3. Indicate whether the project is acceptable, assuming Jiranna has a corporate policy of not accepting projects that take more than 3.5 years to pay for themselves, and assuming an 11% cost of capital.
Laureate Education, Inc. 1
Smirk only-I have given 3 or so responses-I thought helpful in our discussions for WEEK 3 and important note on assignments—
Hello Everyone,
You should have received one or more graded papers by now. Please review the comments within the paper I returned. Each semester, students tend to be shocked with the extent of the comments contained in the paper. Previous students provided the following comments concerning my review of their papers:
· This is the only instructor that I have had during my master’s courses that has provided detailed feedback on my papers.
· The feedback helped me to be able to make adjustments on future assignments and responses.
· Dr. Frankenhauser graded my assignments, identified the mistakes, and then gave insight on how to fix mistakes. This class has motivated me to write better papers. You definitely cannot wait until the last minute.
· Professor Frankenhauser is very thorough in his evaluations. He has been the most helpful in challenging my writing ability, particularly the writing assignments.
· Thank you for the detailed markings of my papers. You have pushed me to another level. Thank you for your comments on all my assignments and helping to develop me into a better student.
To clarify a few items with the graded papers, I have several tips that you may use in the future.
First, please understand that this is a graduate-level course. As such, my expectations for student writing are higher than students in an undergraduate program. I expect the format to be as close to flawless as possible; the papers to be composed using complete sentences and paragraphs, and that students address each of the required elements identified in the grading rubric.
To assist with correcting the grammar, punctuation, and style in the paper please adjust the word options settings in MS Word. The program default is set to review grammar only. Students should change this to review for both grammar and style. In addition, the settings should be adjusted to review for every possible error identified in the word options settings. Detailed instructions to adjust the MS Word options are in the sample APA paper in doc sharing. Adjusting these settings will help students eliminate many of the style changes I have identified in the paper.
In terms of the grading rubric, points are allocated based upon each of the criteria outlined. Please review the criteria evaluated in each category. Some of the review is subjective when it comes to content (concerning percentage of completeness). I tend to review in favor of the student in the content area, unless the particular content criteria are just not explained very well. For the grammar and style related sections, the rubric indicates a particular number of errors. It is very difficult to earn a perfect score in these categories. As you review your paper and begin to count the number of errors or suggestions, take note that I do not count every mistake for grading purposes. Some are combined as a single “type” of error. If only a single error is noted in each of the different writing elements, the paper would drop two categories to needs improvement. This category will be affected most by adjusting the MS Word options. You will want to keep in mind that how I evaluate the content of your paper will match the wording and explanation within the rubric (exemplary, satisfactory, or needs improvement).
Finally, be certain to use Turnitin and check that your paper does not receive a similarity greater than 20%. I am not overly concerned about papers that are returned a few percentage points above 20%. Papers that are returned with a similarity in the 30, 40, or higher range will require some revisions. Usually this may be accomplished through paraphrasing or eliminating direct quotes. I do understand that titles, references, my name, and some other assignment specific content will be recognized as similar. However, for this reason I allow a 20% similarity.
The only other issue that might result in a low grade is a late submission. Please keep in mind that late assignments are not accepted. Unless I specifically grant an extension, late submissions will earn a zero for the assignment.
I know this is a very long announcement; however, I tend to receive many questions following the first graded assignment.–
Your grade will reflect both the quality of your initial post and the depth of your responses.
Reference
the
Discussion Forum Grading Rubric
for guidance on how your discussion will be evaluated.
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Preventing Resistance |
Listed below are a number of reasons why people may be resistant to a change.
For each of the reasons, identify at least one action that could be taken by management to reduce the prospect that it will be a significant source of resistance (Exercise 6.2 from your text). Respond to at least two of your classmates’ postings.
Reason for Resistance
Proposed Action
Dislike of change
Discomfort with uncertainty
Perceived negative effects on interests
Attachment to established culture/ways of doing things
Perceived breach of psychological contract
Lack of conviction that change is needed
Lack of clarity as to what is expected
Belief that the specific change being proposed is inappropriate
Belief that the timing is wrong
“Excessive change”
Cumulative effect of other changes in one’s life
Perceived clash with ethics
Reaction to the experience of previous changes
Disagreement with the way the change is being managed
David
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For each of the reasons, identify at least one action that could be taken by management to reduce the prospect that it will be a significant source of resistance. Reason for Resistance Proposed Action Dislike of change Education and Communication; Manipulation and Cooptation | Discomfort with uncertainty | Attachment to established culture/ways of doing things | Lack of conviction that change is needed | Belief that the specific change being proposed is inappropriate | “Excessive change” | Perceived clash with ethics | Disagreement with the way the change is being managed |
Instructor—
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Hi David, |
Charles-
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Reason for Resistance |
Proposed Action |
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In my experience, people generally do not dislike change; it is the fear of change as well as the perceived negative impact on them. The unknown is a primary driver of this. In order to combat that, I would primarily use: education and communication; and manipulation and cooptation where necessary. |
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In my experience, this is one of the primary drivers for those that are resistant to change. It is the fear of the unknown that creates some of the biggest obstacles. I would use: education and communication; facilitation and support; and if time permitted I would include participation and involvement. |
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With all change, there are going to be those that feel that the change negatively affects them. Probably one of the most important things to do in order to reduce these perceptions is to create buy-in through creating a vision that is bigger than the individual. This can be accomplished through: education and communication; however if the parties involved are in a position to create problems, negotiation and agreement may need to be contemplated. |
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This is another great example of a time where executive leadership, and their vision, can help quell the uneasiness as well as the strong hold to keep things as they are. One of the primary avenues for creating the vision is education and communication. In addition, participation and involvement; and facilitation and support could assist with creating buy-in. |
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This is a very important aspect that can be forgotten by those that are imposing changes. There are certain beliefs or “rights” that employees feel they have. If the proposed changes are going to negatively affect their rights they will feel as though they have been psychologically violated. In order to combat this, there has to be buy-in at a larger scale which goes beyond the individual employee. Employees must believe in the vision and be ready to “take one for the team” if necessary. This can only be accomplished through education and communication and if necessary negotiation and agreement. |
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More often than not this can occur at the line level. Many times the line level employee may not know the “big picture” and drivers for change. All they see is something that will create more headaches for them. The best way to combat this is education and communication. Another powerful ally is participation and involvement. If possible, getting input and ideas from line level employees will not only give a different perspective, it could help create buy-in at that level. |
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Unfortunately this seems to happen all too often. Many times those involved in the change know exactly what is expected however as the information trickles down it become diluted to the point that ambiguity starts to create problems. Education and communication is key, as well as a dissemination and implementation plan that is clear and concise. |
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There are various reasons that an employee can believe this. It could be that they are clinging on to the current culture and norms. It could be the change is negatively affecting them; or it could be that they truly believe that the proposed change is inappropriate. This is one that I believe that management needs to take a look at the reasons why they feel it is inappropriate. It could be that they know something that the change manager didn’t; perhaps the change is not as good as believed; however if this is not the case, management at the least should education and communicate. They should be prepared to address the concerns. Facilitation and support could also be a good response depending on the situation. |
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As with the previous situation, this is another area that the change manager should take a hard look on why there is a belief that the timing is not right. It could be that they know something that the change manager doesn’t. In the end, it could just be that they do not have enough information in which education and communication could help. |
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Excessive change can bring about many issues not only for the employees within an organization; it can bring issues to the organization itself. If employees are complaining about excessive change there could be something to this. Resources could be stretched thin, employees could be feeling burn out, or changes could in fact be conflicting with each other. Another issue with too many changes at once is it becomes really difficult to measure what is working and what isn’t. In my current organization we are experiencing this. We have implemented so many initiatives to correct an issue that it has become difficult to diagnose what is working and what we are wasting our time with. Education and communication could be the answer or it may be that management needs to look at what they are currently doing. |
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This is a very difficult area to address since drivers could be external to the job itself. Education and communication is important however there could be other factors that may need to be addressed, such as employee assistance programs (EAP) or other resources. It could also be that buy in is needed in which participation and involvement could assist. |
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This is something that may not be known, unless the employee or manager is passionate enough about the issue or they feel that it is a gross violation of ethics. If this is the case, it is the responsibility of the change manager and leader to take a careful look at the concerns. It may just be a situation where the employee does not have all of the information, or perhaps they have been listening to rumors and they truly do not understand. Either way, education and communication could assist with this. |
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This can be a huge obstacle to change. There is no greater force than those that have experienced change and can relate to it at a personal level. Education and communication, as well as facilitation and support, and possibly participation and involvement will be key to winning back the confidence of those that had a negative experience. Change managers must be able to “prove” to those employees that things are different. |
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In almost all change situations there will be those that believe that the change is being managed incorrectly. This perception could be driven through the personal impact of the change on them, or it could be a legitimate concern. Either way, education and communication, as well as participation and involvement may be the prescription for success. |
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Exercise 6.2 (Palmer, Dunford & Akin, 2009, p. 169) |
As demonstrated above, managers that are trying to manage resistance to change must employ a situational approach. There are no two situations that are identical, even if they have some of the same attributes. Managers must carefully assess the situation in order to determine their best response (Palmer, Dunford & Akin, 2009, p. 172).
References
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill
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Ryan
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Dislike of Change |
Dislike tends much to do with fearing a lack of information (Palmer et al, 2009). Providing comprehensive learning programs will alleviate some of the resistance. |
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Discomfort with Uncertainty |
Like fear of not knowing, uncertainty can also lower confidence. Providing feedback that is constructive in addition to making necessary new information available can assist managers in lessening discomfort. |
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Perceived Negative Effects on Interests |
Adding methods to increase security can help here, as the change may increase demand for individual’s skills and put the organization on more secure footing (Palmer et al, 2009). Ensuring resistant employees of their value and of the benefits to their interests coming with the change could be of great help. |
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Attachment to established culture and ways of doing things. |
Attachment to the old guard can breed complacency. Providing solid and informative leadership that also has visibly positive effects can help lessen the resistance. |
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When someone feels that management, through change, is reneging on part of their contract or bargain, it is imperative for management to assuage their worries. Education, constructive feedback, participation, and assurance of worth and value can help here. |
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Lack of conviction that change is needed. |
Convincing someone who is resistant can be done through education. If they are firmly aware of the need for changes, they’ll be less likely to remain unconvinced. |
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Lack of clarity as to what’s expected |
Again, educational and information programs and access to clearly defined job requirements and necessities can dispel any lack of clarity. |
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Belief that change being proposed is inappropriate |
In this case, allowing feedback and open ideas regarding methods can be constructive. Many that are resistant in this fashion also may require more convincing as to why the change is the right one (Palmer etal, 2009). |
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This resistance could stem from worries of adverse effects that could be avoided at a different time. Education and instilling the need for why it must be now can help. |
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Excessive Change |
Excessive change can induce fatigue and burnout (Palmer et al, 2009). Initializing programs that can help employees that feel overwhelmed can prevent burnout. And, again, providing accessible and comprehensive information regarding why the changes are occurring can lessen some worry and resistance. |
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Setting up and implementing programs, like I mentioned above, that can help employees deal with outside work problems that may be contributing to their resistance can help this issue greatly. |
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Having a clearly defined set of organizational ethic and code of conduct, then ensuring that the new changes still adhere to them, can help alleviate any threats to ethics felt. |
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Nobody likes making the mistake more than once. There’s that cliché that repeated the same behaviors and expecting different results is insanity defined. Only through communication and well-defined plans of action with projected (and preferably proven) results can you convince that the new changes aren’t just renamed previous mistakes. |
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Disagreement with the way the change is being managed. |
Employees will always complain about their managers’ leadership styles and efforts. The best thing to do is provide leadership that shows results, address any concerns through involvement and participation with staff, and continue to provide the needed education to implement the change effectively. |
Reference
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill
Instructor– Hi Ryan,
Thank you for your comments. Technological changes alter the way in which we perform work, structure work and organizations, and interact with each other. Examples include advances in communication technology and information systems that allow for virtual teams, and radio frequency identification tags that are significantly faster, more flexible, and carry more information than bar codes, and are reusable as well.
Discussion 2
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Change Intervention |
Complete the following exercise (Exercise 7.2 in your text): Choose a current issue in your local neighborhood. You will figure out how you would design a large-scale change intervention program in relation to this issue. Answer the following questions and respond to at least two of your classmates’ postings.
a.
How many people would it make sense to involve?
b. Where and when would you hold it?
c.
How would you ensure that you have a representative cross sample of relevant people in the room at the same time?
What
data sources would you need to achieve this?
d. Who are the key decision makers in relation to this issue? What arguments will you use to get them to attend the meeting?
e. How will you structure the agenda of the meeting? What would be the best way of doing this so that people who attend on that day have
appropriate buy-in to it?
f. How would you run the actual meeting?
g. What technology would you need to make it work well?
h. What would you like people to take away from the meeting?
i. What follow-up actions would you plan to ensure that actions and decisions flowed from it?
j. What possible funding sources might you draw on to finance the meeting?
k. As a result of considering such questions, what new issues emerge for you, as a large-scale change intervention agent, to consider? What
specific skills would you need to make such an event work well? Which of these skills would you need to develop more?
CARLOS
Choose a current issue in your local neighborhood. You will figure out how you would design a large-scale change intervention program in relation to this issue.
I currently live in an older diverse neighborhood with about 25 homes within the area. It has many Hispanic, African, Asian people that are very respectful and take pride in its neighborhood. We have a crime and safety watch neighborhood in place due to the type of individuals that come through or stop at certain homes to do drugs or sell them. My goal is to stop these individuals from walking around the neighborhood late night and also stop the teenagers from speeding through streets when kids are outside and respecting the curfew in place. The community I think has grown tired of seeing these things happen quite often and would like to enjoy having a quiet and safe neighborhood again. The local police have come and apprehended a few individuals but as with anything someone else takes there place and the process starts again. Often we see certain cars drive by and stop at a certain house on the corner and many different people coming out at different times. I had seen neighbors son to my right get arrested because of dealing and buying drugs in the house on the corner and I continue to see the same people come back and neighbors son sneaking around late at night in dark hooded sweater and again at some point police showing up at neighbor’s house looking for their son. I think the feeling within the neighborhood is they have had enough and want to protect everyone and the kids from the dangers of wild teenagers and drugs and want to find a way to clean it up. My attitude for this is very open and determined to see the neighborhood returned to a respectful and safe neighborhood for the future of the families and kids.
a. How many people would it make sense to involve?
It would need the full cooperation of the residents that want to change how things are and see the neighborhood safe and free of any drugs and wild teenagers racing in the streets. It’s about 50 people involved.
b. Where and when would you hold it?
I would hold a meeting at a local community center on a day everyone can be available in the evening or possible weekend when all are not at work.
c. How would you ensure that you have a representative cross sample of relevant people in the room at the same time? What data sources would you need to achieve this?
Cross sample would be having local pastor and the neighbors coming together and speaking about the issues in neighborhood. It would mean having everyone that can share ideas about changing the ways things are in neighborhood.
d. Who are the key decision makers in relation to this issue? What arguments will you use to get them to attend the meeting?
All local residents would be the key decision makers because we would brainstorm and work alongside each other to resolve the local hindrances in neighborhood. To get them to attend the meeting I would walk to each home and speak to all regarding the issues and problems and explain the hazard for the children, and return to a safe and respectful neighborhood and get rid of drugs and speeding cars.
e. How will you structure the agenda of the meeting? What would be the best way of doing this so that people who attend on that day have appropriate buy-in to it?
I would start the agenda by working with local police and finding out any past complaints or situations and then providing that information to the residents at a local meeting with an overview of why we assembled. I we would go through the history of the local police and their involvement with this situation past, present. I would bring the local community pastor to assist in reaching a community outreach for change in neighborhood and residents.
f. How would you run the actual meeting?
With any meeting I would have to ensure that it is well organized and all information is presented accurately, opening the door to share their views and gain more information regarding other situations that have been witnessed. Get ideas of plans of further action from everyone to get law enforcement to help us to resolve the issues of the local residents. Listen to all the pros and cons people have and address them as a group.
g. What technology would you need to make it work well?
Utilizing the local municipal personnel and the other local public people such as councilman to address and show the circumstances affecting our neighborhood and residents to have law enforcement conduct or resolve the occurring situation.
h. What would you like people to take away from the meeting?
I would like all residents to walk away with a sense of calmness and understanding that all residents in the neighborhood are on the same page and want to help in changing the way things are and that I along with others are trying to take action in creating a better neighborhood and save the neighborhood.
i. What follow-up actions would you plan to ensure that actions and decisions flowed from it?
I would continue to have community meetings to explain the changes and inform any progress made and share any new follow ups with meetings with police and councilman with everyone.
j. What possible funding sources might you draw on to finance the meeting?
Funding sources for hosting this event would be just having light refreshments and snack food, no real out of pocket expenses and possibly working with local church to assist to reach out to community leaders so I don’t think it would be very expensive share and grow as a community.
k.
As a result of considering such questions, what new issues emerge for you, as a large-scale change intervention agent, to consider?
What specific skills would you need to make such an event work well? Which of these skills would you need to develop more?
The mindset and skills I would need to have as a large scale agent would be to be well organized and create a social responsible culture, be a strong leader and help build a social network to open doors to others that can assist to changing the things taking place in neighborhood. I have always been very resourceful in getting help and reaching out to community for assistance especially within law enforcement and military. I am rather proficient in residential laws since I have a friend who is a law enforcement officer and helps me with any laws or situations. I will need to use the older residents within the community to help since they have seen the neighborhood grow from the beginning and can give me insight to seek a better way to resolve our problem. Despite our community cultural backgrounds, we can learn and value all their opinions to cooperate and implement changes that will be emulated back to community residents prevent further spread of crimes in our neighborhood.
INSTRUCTOR—
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Hi Carlos, |
Virginia
Choose a current issue in your local neighborhood.
a. How many people would it make sense to involve? I’m in the mortgage business so it makes sense to write about these types of issues; the problem is that in certain areas there are pockets of home values that are upside down and homeowners are struggling with the idea of shortselling or plain walking away from their home while they can and not get hit on the deficiencies. This affects only owner occupied residents in these pockets. The numbers can be many. I would hold a seminar and invite homeowners from these areas to offer solutions and introduce this program HARP 2 Principal Reduction Program.
b.
Where and when would you hold it?
I will hold it on the 2nd Saturday in May 2013 and every 2nd Saturday of the month thereafter, at Driggs Title Company that is on the west side of town, where it seems that most homeowners are upside down in values and hit the hardest.
c. How would you ensure that you have a representative cross sample of relevant people in the room at the same time? What data sources would you need to achieve this? I will get a list of homeowners that hold Fannie Mae and Freddie Mac loans in certain areas that I know have been hit the hardest; Laveen, Goodyear and Tonopah, et al.
d. Who are the key decision makers in relation to this issue? What arguments will you use to get them to attend the meeting? I will advertise in the Local Newspaper and send mailer invitations to only target homeowners that hold notes with Fannie Mae and Freddie Mac. I will have Title Company do AVMs (appraisals done with the computers) or comparatives that tell me how much they are upside down in value. The motivation is to let homeowners know that there is $28million that the State of Arizona is holding on to for this HARP 2 Principal Reduction Program and it’s available to them. The workshop is to provide them information, assistance, counseling and to see if they qualify.
e.
How will you structure the agenda of the meeting? What would be the best way of doing this so that people who attend on that day have appropriate buy-in to it?
I will provide an Instruction Sheet on how to check their home values on the internet, and provide various computers with internet access to access, guidelines, and assistance all at NO OUT OF POCKET COSTS to them.
The instructions will be numbered:
1) Value check
2) A form where they input their loan balance, payment and the estimated value now, and it would tell them the difference and the percentage that they need to be upside down to qualify
3) A short application easy to fill out – I’m there to help them fill it out to gets sent to the program
4) What documents to attach
5) How to submit
6) Credit criteria
7) Income criteria
8) Once approved for this program next step to take; and
9) Here they come back to me: qualification criteria for the new refinancement to a lower interest rate, and new lower loan amount. At this point they now get a Good Faith Estimate on the new loan I propose.
f. How would you run the actual meeting? A brief introduction on who I am, my years of experience, introduction to the HARP 2 Principal Reduction program and its benefits.
g. What technology would you need to make it work well? Computers and internet.
h. What would you like people to take away from the meeting? That there is light at the end of the tunnel, the government is doing everything they can to help homeowners. They can keep their homes, lower their loan amounts, and lower their payments, thus, now making things affordable.
i. What follow-up actions would you plan to ensure that actions and decisions flowed from it? A sign in contact list, and I would have them fill out their application right there at the workshop, and if they are missing documents they can send to me and I can forward to the state. I would follow up with emails and phone calls to make sure their applications are moving and get approved, if they don’t get approved – we would find out why, and see if I can help.
j. What possible funding sources might you draw on to finance the meeting? I get the Driggs Title for free, they would advertise also for free. Driggs Title will get all the title on refinancements that we close.
k. As a result of considering such questions, what new issues emerge for you, as a large-scale change intervention agent, to consider? What specific skills would you need to make such an event work well? Which of these skills would you need to develop more? Credit problems and issues homeowners have had in the past. The specific skills needed to give advice is a Loan Originator License, connection with a title company that is willing to participate and absorb the costs of marketing the event, and provide me the place and computers. Also, experience in reading credits, and credit counseling. Patience and due diligence is much needed to be able to do this work, and I have all of the above.
IMAN-
Choose a current issue in your local neighborhood. This exercise gets you to figure out how you would design a large-scale change intervention program in relation to this issue. Give consideration to the following issues:
In Saudi Arabia, there is a major problem with driving. Only males drive in the Kingdom of Saudi Arabia and accidents very common, with tragic consequences. The death rate in Saudi Arabia is the highest rate in the world. There is little awareness about the problem and little enforcement on the streets. The presence of police is often to block roads when a VIP (King, Prince or other important personality) is passing through a certain road. Even though a legal driving age exists, it is not enforced. Traffic light cameras have relatively recently been installed at some major intersections but paying those is only required when licenses are renewed. Oftentimes, drivers are 12 or 13 years old and families feel forced to rely on the young boys to drive for them when they can’t afford drivers or the man of the house is not around. Some families cannot afford drivers. The first problem that should be addressed is the speeding and driving problems that have lead to leading to tragic accidents and more deaths than anywhere else in the world.
How many people would it make sense to involve?
In order to make the change, many mindsets must be affected. This change requires the involvement of the closest to the furthest circles; family, community, law enforcement and the government. On a neighborhood level, about 50 representatives of the neighborhood could meet initially to get the change program started.
Where and when would you hold it?
In Saudi Arabia, the best place to hold such a meeting would be the local neighborhood mosque because people meet there regularly and mosques are on every corner. The presence of law enforcement, family members and government representatives is required.
How would you ensure that you have a representative cross sample of relevant people in the room at the same time?
Information and statistics regarding the meeting, reasons for the meeting and place for the meeting would be sent to local law enforcement, local government representatives and to every family in the neighborhood. To ensure that representatives of relevant people are present at the same time, prior to the meeting I would follow-up through e-mail, letters and phone calls and confirming that the different relevant people would attend.
What data sources would you need to achieve this?
Research would have to be conducted to find out the exact impact and result of poor driving in the Kingdom and specifically in the neighborhoods. Internet research is an important source of data, however, organizations that hold data and driving statistics would be contacted and visited to gain more information.
Who are the key decision makers in relation to this issue? What arguments will you use to get them to attend the meeting?
Using leverage and connections in Saudi Arabia is important. Finding a high level person who is well connected and can influence law enforcement is needed to facilitate change. Matters in Saudi often need the presence of an important figure in order for change to take place. Heads of households would need to be invited and should be encouraged to attend. Efforts should be made to help all parties understand how serious the matter is and how no one is exempt from harm when someone makes a mistake on the road. Using an example of the most current local road deaths, the fear appeal should be effective in getting the decision makers to attend. When the key decision makers understand that they could be victims at some point and that they are a part of the solution, they would be more likely to attend.
How will you structure the agenda of the meeting? What would be the best way of doing this so that people who attend on that day have appropriate buy-in to it?
Introduction to the Problem – talk about the reason for the meeting
Reasons the problem requires change
Testimony from a parent who lost a child from a driver speeding through the neighborhood.
Law enforcement – speaks about the dangers of poor driving and tragedies that have occurred. Offers statistics and data about the problem.
Ask the audience for help – action to take and get buy in from them.
How would you run the actual meeting?
The initial meeting would not last long. It would be well organized and its goal clear to all attendees. The driving awareness campaign would help improve driving in neighborhoods and would start at the local level and grow to cover all neighborhoods. I would introduce the issue, explain the goals and tell those attending what’s needed and expected of them. I would request buy in by the end of the meeting and assign duties to those who are involved. I would actively involve attendees to participate in the change.
A parent who lost a family member should speak at the meeting. A law enforcement officer should present statistics. If a VIP is present, he should encourage the audience to work towards the change and support the change. Family, law enforcement and community should be present and participate.
What technology would you need to make it work well?
A power point presentation would be effective in sharing information and statistics.
What would people take away from the meeting?
Attendees would understand how serious the driving issues are, that they are in danger if they do not actively get involved and help make the change happen and that they are expected to play a role by talking about the issue with others, influencing and persuading others and acting as examples on the road.
What follow-up actions would you plan to ensure that actions and decisions flowed from it?
I would assign everyone a job and have one person in charge of following up with all parties to see what progress they have made. Through strong communication and follow-up I would ensure that actions and decisions were flowing.
What possible funding sources might you draw on to finance the meeting?
The government of Saudi Arabia and municipalities could help finance the meeting.
Companies, especially international companies in Saudi Arabia that are more aware of the problem, such as Shell Oil, could appreciate the driver improvement efforts and they often have social awareness programs.
Families in the neighborhood could also contribute to the meeting.
As a result of considering such questions, what new issues emerge for you, as a large-scale change intervention agent, to consider?
Local neighborhoods are a place to begin but the problem with driving goes across the entire country. The other issue to consider is how to grow the campaign to make it a large-scale campaign and how to find the right leverage and connections to make the change happen. Also to consider is getting females on the roads so that children won’t be driving and so that there is a balance on the roads.
What specific skills would you need to make such an event work well?
Organizational skills
Interpersonal skills
Intrapersonal skills
Consultation skills for diagnosing problems
Communication skills
Planning skills
ROMMEL
One issue in my current neighborhood is crime, more specifically stealing. A large-scale intervention program can be put in place to resolve some of it.
a. How many people would it make sense to involve?
It should take around 50 of my neighbors within a 2 block radius where the thefts have been taking place. That should be enough to have a good majority and presence.
b. Where and when would you hold it?
I will hold it at the park in between the two blocks during a Thursday night after everyone comes back from school or work.
c. How would you ensure that you have a representative cross sample of relevant people in the room at the same time? What data sources would you need to achieve this?
Cross Samples will occur with Male and Female neighbors as well as younger demographics (18-35), compared to older (over 35). A quick survey and poll would help.
d. Who are the key decision makers in relation to this issue? What arguments will you use to get them to attend the meeting?
The key decision makers will be the neighbors who were vandalized or stolen from as well as any in law enforcement or willing to be in it. The biggest argument is to have a safe community where no one has to be scared to walk out the door.
e. How will you structure the agenda of the meeting? What would be the best way of doing this so that people who attend on that day have appropriate buy-in to it?
The agenda will be organized with the most prioritized items first. Talk about the facts of the crimes, how we are able to work with the police to stop it, and the benefits of doing crime prevention.
f. How would you run the actual meeting?
I would get local law enforcement to help run the meeting where ideas and suggestions will be formulated in a round table discussion.
g. What technology would you need to make it work well?
A laptop with some taking notes of the meeting will be helpful as well as a tally of volunteers and survey participants. A projector with screen to showcase examples of community prevention will aid the visual aspect.
h. What would you like people to take away from the meeting?
The biggest takeaway is that with everyone’s help can, crime can be prevented. We can have the power to do that.
i. What follow-up actions would you plan to ensure that actions and decisions flowed from it?
Have monthly meetings to go over implementation and any changes necessary. Take notes of what is working and not.
j. What possible funding sources might you draw on to finance the meeting?
The funding would come strictly from the participants. Mostly, only time would be needed, but occasionally security devices may be bought with a pool of money from all participants.
k. As a result of considering such questions, what new issues emerge for you, as a large-scale change intervention agent, to consider? What specific skills would you need to make such an event work well? Which of these skills would you need to develop more?
The biggest issue would be implementation and execution. I can see people really for it or resistant because they might be scared of the neighborhood. The best skill to make this event work are leading, organizing, and planning. Someone needs to be a leader to bring the people together, organize tasks so that time isn’t wasted, and plan the events to make execution seamless. The biggest skill I would need to develop more is organization. One way I can do that is delegate tasks and sticking to the plan.
ANGEL
My neighborhood association currently organizes an annual garage sale in our area. To change this particular event, I would focus specifically on parking and navigating the neighborhood. Nearby are several businesses with large parking lots (Theatre, Educational Service Unit, and a ballet school) that are not used during the garage sale event, as it is outside normal business hours. I would change the event for garage sale customers to park in those lots and recruit neighborhood volunteers to offer space in their yards closer to those areas to congregate the garage sale. Everyone in the neighborhood enjoys the weekend, having the opportunity to clean out their old stuff and get something for it, but no one likes being trapped out of their neighborhood because there is too much traffic to get home!!!
a. How many people would it make sense to involve?
Every member of the Neighborhood association, as active organizers of the event and the families whose homes are closest to the parking lots would need to be involved. Also every home that intends to participate in the garage sale; action would be required on their part as well. The business owners and managers would also need to participate and their cooperation gained.
b. Where and when would you hold it?
Regularly scheduled neighborhood association meetings and perhaps special meetings added to the schedule. I would have to plan for a larger than normal audience, and could approach one of the businesses to use their building for the meeting.
c. How would you ensure that you have a representative cross sample of relevant people in the room at the same time? What data sources would you need to achieve this?
I would need to gather information from the census bureau regarding the number of families in the neighborhood and get some logistics resources involved. The Education Service Unit would likely have experience in that area, and could prove valuable in providing demographical information.
d. Who are the key decision makers in relation to this issue? What arguments will you use to get them to attend the meeting?
Key decision makers would be the businesses and the homes closest to them. I would present details as to how this would benefit the neighborhood in that it would reduce traffic keeping the children playing safer and would provide opportunities for shoppers to visit more “sales” in less time and would improve traffic flow.
e. How will you structure the agenda of the meeting? What would be the best way of doing this so that people who attend on that day have appropriate buy-in to it?
I would structure the agenda of the meeting to first get the businesses on board; without their parking lots, the issue is moot. Part of the negotiation to get their participation might include a donation of proceeds to the organization (the theatre for example). Once the businesses are on board the agenda would move to persuading those families with homes closest to the business to agree to use their yards for more than one families sale items.
f. How would you run the actual meeting?
It would be semi-formal, as the blended audience dictates. The initial structure of the meeting would be more formal, then as the agenda progresses it would be more informal allowing for natural conversation and exploration with neighbors.
g. What technology would you need to make it work well?
Very little in the way of technology; a computer for making diligent notes of the conversations and capturing concerns or ideas and a method to track attendance in order to follow up with action plans and decisions.
h. What would you like people to take away from the meeting?
A sense of adventure; we already have a great neighborhood activity but how can we make it better? I would want them to leave with a sense of ownership knowing this is their event and they have not only a say in how it works but a role in its success.
i. What follow-up actions would you plan to ensure that actions and decisions flowed from it?
I would ensure that action plans developed during the meeting are provided to attendees providing clarification of the expectations and commitments made during the meeting. If decisions need to be made later, another meeting can be held with those who need to make the decision.
j. What possible funding sources might you draw on to finance the meeting?
I’m not certain that any funding would be needed, where the meeting would be “piggy-backed” on the regular neighborhood association meetings. If refreshments are necessary, being a neighborhood meeting it could be part of participation (like a church social) where everyone brings something to share. At a minimum I would plan to provide drinking cups and water.
k. As a result of considering such questions, what new issues emerge for you, as a large-scale change intervention agent, to consider? What specific skills would you need to make such an event work well? Which of these skills would you need to develop more?
I am more of a visionary. I would have to be diligent in adhering to a schedule in planning the event, tracking and collecting information, disseminating information, following up on assigned actions and keeping the project moving. My communication skills are fairly good, although there is always room for improvement.
References:
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill. ISBN: 978-0-07-340499-8
Week 3 Guidance –
Week 3 Objectives
· Outline key reasons for resistance to change and propose actions that can be taken to reduce resistance.
· Discuss key driving forces and steps of the change process.
· Evaluate the importance of communication in the change process and the overall effectiveness of the change initiative.
· Demonstrate knowledge of the change process.
In week two, we considered the internal and external pressures associated with change within the law enforcement profession. Continuing with this example we will consider/propose actions that can be taken to reduce resistance to change with the law enforcement profession.
Across the country, crime analysts are compiling statistics that record and identify trends in crime. In theory, law enforcement managers can use these statistics to determine the best way to disperse the personnel within the agency to address specific crimes. There is an inherent flaw with this method for managing the delivery of police services to the community. The implementation of accountability programs are often thought of by management as a means of increasing officer productivity and motivating otherwise disinterested officers. The associated problem with the use of accountability programs are that law enforcement officers learn how to manipulate the statistics without truly accomplishing the goals of the agency. Subsequently the officers who learn how to manipulate these accountability systems are looked upon as the example. As a result, law enforcement managers must identify or develop proven methods to motivate officers to buy in to the vision and goals of the organization.
Contrary to the traditional methods of policing, accountability programs “adopt the managerial techniques and administrative structures of private for-profit corporations, emphasizing cost control, efficiency, decentralization of management and the cutting back of the public sector, while creating a market or quasi-market mechanisms, contracting out, performance indicators, risk assessment, and audit procedures.” (Chan, 1999) As managers continue to implement these types of programs within the law enforcement profession, officers who typically enjoy a considerable amount of freedom are now confronted with a micromanagement style of leadership. This often results in feelings of resentment, hostility, and distrust as management is pitted against front-line employees. To offset this hostility, officer’s gradually fall into several distinct categories. Those who produce at lower-levels, those who learn to manipulate the statistics utilized by supervisors to measure performance, and those who continue to work at previously established levels. Each of these situations creates a challenge for managers to deal with in terms of motivation. It would not be plausible to motivate each group of officers using similar methods due to the demands placed upon management to ensure that there is no disparate treatment among the officers. Additionally, unions and contracts can add to the complexity of the problem of appropriately motivating officers.
Therefore, law enforcement agencies should allocate a significant amount of its resources toward developing good motivational tools to enhance officer productivity. This begs the question, how can motivation be accomplished while maintaining organizational integrity, efficiency, and productivity? It has become apparent that traditional disciplinary and reward systems do not go far enough to motivate officers on a continual basis. Further, accountability programs implemented by agencies such as the Broward Sheriff’s Office (BSO) are subject to corruption and statistical manipulation by both command staff as well as road deputies/officers.
Developing motivational strategies for officers will ultimately assist the law enforcement agency in attaining its goals, as well as to increase officer morale and performance. The positive changes within the law enforcement agency will be reflected in the community response to the local policing agency.
With the advent of community policing throughout the United States, law enforcement has redefined its roll within the community. Quite simply, police departments are now aligning to crime prevention initiatives rather than the traditional reactive mode which was dependent on the counting of citations written and the total number of arrests. With this philosophy and initiative in mind, ironically, it may be far more productive for the police manager and community, as a crime prevention tactic, to simply park an unoccupied marked patrol car in a high crime area compared to the alternative of having a non-productive employee utilize that same car and intentionally avoid those areas where the high profile visibility is needed. Those employees failing to productively contribute to the needs of the community negatively impact the overall cost to the agency and its perception within the community.
How then can law enforcement managers take on dead wood in a positive and aggressive manner to benefit the employee, the agency, and most important of all, the community? The initial approach by management in confronting non-productive employees must be positive. In the past, a line supervisor would be tasked to document low performance. This inevitably created a long term paper trail, which unfortunately, accomplished little if anything in the end. Action of this sort also lends itself to direct challenge by the employee in question as being a form of selected discipline and/or harassment. Management then is forced to assume a defensive role, which often becomes labor intensive and costly to the agency, once again, accomplishing little if anything in the end.
The first step to be taken by management should be on of direct confrontation with the employee. Performance is not measured by the number of arrests or citations, but rather on prevention initiatives within the community. Statistical data needs to be provided to the employee showing that during that employee’s tour of duty and zone assignment, calls for service are constant and/or increasing. This could include all types of activity including traffic accidents, juvenile disturbances, and criminal reports taken on other shifts identifying times of occurrence as that of the subject employee’s assigned tour of duty. The employee’s past and current record now speaks for itself.
At the time of the confrontation, which is now referred to as counseling by management, the employee should be permitted to have representation of their choosing present at the scheduled meeting. The employee quite simply is informed that their current level of performance is failing to meet the needs of both the community and the agency in relation to effective crime prevention initiatives. The employee is then presented with the statistical data previously discussed and then asked one question: Why are you failing to meet the need of the community and the agency? A direct response by the employee suggesting that they feel they are doing their job now provides the foundation for management to clearly show the employee where they are deficient in terms of the overall objectives of the agency in relation to community policing. The statistical data and documented performance of this employee now play a critical role in management’s attempt to turn this employee into a productive member of the department. If the employee accepts the counseling, retraining is initiated and formally monitored. If the employee is insistent that they are doing the job in spite of statistical data and overview of the agency’s current objectives, either way, the employee has now indicated that they do not know how to do their job.
Having posed the aforementioned question to the non-productive employee, they may answer the question with one of three possible responses.
1. I refuse to do my job in order to meet the needs of the community and/or the agency.
2. I do not know how to do my job in relation to the current community needs and department expectations.
3. Personal problems are affecting my ability to do the job.
Rarely will the employee answer with a direct refusal to do their job. This response lends itself to a direct act of insubordination, which allows for a clear case to justify termination. In the event the employee responds with the last option indicating personal problems, a command decision referral for the appropriate counseling is immediately initiated. The employee should be placed on immediate administrative suspension pending completion of counseling. If this is not immediately done, the agency is now at risk for any action lending itself to controversy, which was initiated by the employee in question.
Reference
Chan, J. B. L. (1999), Governing police practice: limits of the new accountability. The British Journal of Sociology, 50: 251–270. doi: 10.1111/j.1468-4446.1999.00251.x
Week 3 Preview of Readings, Discussions, and Assignments
Readings
1. Read the following chapters in your text, Managing Organizational Change:
a. Chapter 6: Resistance to Change
b. Chapter 7: Implementing Change: Organizational Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-Making Approach
2. Recommended Reading:
a. Lamm, E., Gordon, J., & Purser, R. (2010).
The role of value congruence in organizational change
. Organization Development Journal, 28(2), 49-64.
(Document ID: 2042541661).
