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Peter Senge and universal workers

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Six months after a merger, the new administration initiated a significant reduction in force. A decision was made to redesign patient care delivery. The administration's first job redesign recommendation was that of a universal worker. The universal worker would deliver many support services. Aware that this model often failed when implemented in other organizations, your administrator charged you with making redesign work at this time.

Address the following:
- How would you begin the process of job redesign? Do not consider only the universal worker.
- What work processes and performance expectations must be considered once the design is completed?
- Based on the article by Peter Senge, what steps and structures will you put in place to make the organization a true learning organization, and thereby encourage workers and managers to adapt and excel in spite of the changes?
- How can you plan and control the intraorganizational and interorganizational communications that must occur to implement the job design changes?
- How can management ensure individual job satisfaction for this position?

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The solution discusses Peter Senge and universal workers.

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The universal worker can accomplish some of the gaps in the workplace but in the higher level types of positions that take a considerable amount of training, it is not probable that an employee can step into another's shoes without either previous training or on the job mentorship. This may take up to a year for some positions such a those found in the Critical Care areas of the hospital. The first step in an institution is adapt to system's thinking. For many employees this is difficult if not impossible. They come to work to accomplish their work in their area of expertise without thinking about the bigger picture. A true system's thinker will sacrifice an employee to another area to make sure that all patients are receiving the best of care. System's thinking starts on the first day of employment with the mission, vision and values but many often forget this mantra after beginning work. This is quickly reflected in their work and to the client (www.infed.org/thinkers/senge.htm).

The second principle of a learning organization is personal mastery. The most profound part of this concept is that it is a continual learning mode. People with personal mastery are those who keep their mental door open even after they enter their chosen field. A person with mastery enjoys a consistent stream of knowledge and is open to skills in their discipline. The third principle is mental models. Mental models are inward and not as transparent as the previous principles. Our feelings are often hard to expose to others and what we feel about change may be hidden by jokes or a fake smile. True learning organizations remove the exteriors and find ...

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