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Leading Positive Change at Work

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Leading Positive Change

Leading positive change is a management skill that focuses on unlocking positive human potential. With positive change, individuals experience appreciation, collaboration, vitality, and meaningfulness in their work.

Consider the following scenario: You are a manager at a tax preparation office. Until this year, tax preparers did all tax calculations manually, with assistance only from calculators. Now the Internal Revenue Service (IRS) has announced rewards for tax preparation companies that submit all their IRS forms electronically. You believe that doing taxes electronically will speed up the tax calculations by your tax preparers, reducing re-work, increasing the number of clients, and generating more commissions. Your team of tax preparers is concerned because they are not familiar with the software and are concerned about spending extra time learning how to use the software.

How would I structure a memo to outline this change in the workplace amongst a team? What strategy would you use to accommodate this change, why would it be appropriate for this situation, and what criteria did you use for selecting that strategy?

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This is a memo outlined below:

Dear All,

We are introducing a new technology in our workplace to automate the tax preparation via electronic submission in our organization. We expect that the new technology will significantly improve the quality, efficiency and accuracy of our work and will considerably reduce the pressure on the employees as well as enhance productivity in the workplace. Many organizations in the industry have already transformed to the electronic tax preparation mode and reaping huge benefits from this transition.

I understand that many of you will be apprehensive about the benefits of this proposed technology as well as fearful about adapting to this new ...

Solution Summary

Discusses strategies to introduce a new change in the organization regarding implementation of electronic tax submission system.

See Also This Related BrainMass Solution

Theories and Changes in the Health Field

I need help with the attached to add toward changes in the health field that would apply towards each of the 3 theories. I have those theories and instructions in the attachment.

The name of each theoretical model is listed below. I just need help with a description of the type of change situation in the health field where each theoretical model best applies. I need at least a paragraph or two for each change model for each theory.

Goal Setting Theory- Gary Latham and Edwin Locke (1983).
Setting the goal-
Should have two main characteristics which are
1. The goals should be specific and measurable.
2. The goal should be challenging yet attainable.
Determining goals for an employee
1. Use time and motion studies to set appropriate goal levels.
2. Setting future goal levels based on past performance levels.
3. Allow employee to jointly set goal.
4. Determining goals by external forces.
5. Determine long-term goals as determined by organizations Board of Trustees.
Obtaining the goals.
1. Managers need to make sure that employees remain committed to goals.
2. Appropriate pay and incentives.
3. Reinforcement to receive satisfaction for reaching goals.
4. Reinforcement acceptance for future goals.
Resisting goals
1. Perception of themselves not being able to obtain goals.
2. Need for training.
3. No relationship between personal benefits and goals.
Providing Support Elements.
1. Adequate resources provided
2. Company policies and procedures must not create barriers.
3. Employees must trust managers that are supportive.
4. Action plan must be provided with agreed upon goals.
5. Employee must have access to the status of their goals.
Expectancy Theory-Victor Vroom (1964)
For managers the Expectancy Theory is very useful as it helps to understand a worker's behavior and why they would lack in motivation.
VIE Theory
Valence- Strength of an individual's want, need, or dislike, for a particular outcome.
Instrumentality- An individual's perception that his or her performance is related to other outcomes, which are either negative or positive.
Expectancy- Individual's perception that their effort will positively influence their performance.
Newsom (1990) summary of Expectancy Theory
The Nine C's
1. Challenge- How hard the employee has to work for a job well done.
2. Criteria- Making sure to communicate to the employee the difference between good and bad performance.
3. Compensation-Does the outcomes associated with good performance reward the employee?
4. Capability-Employees' ability to perform well.
5. Confidence- Does the employee believe they can perform well enough?
6. Credibility- Does the employee have the confidence in the managers to deliver what is promised?
7. Consistency- Other employees receive similar outcomes for good performance and others receive less for bad performance.
8. Cost- The cost of employee's time and effort to perform well.
9. Communication- Does management communicate well enough to work with the other C's?
Maslow's Hierarchy of Needs-Maslow (1954)
According to Maslow, humans have five needs and are driven to fulfill those needs.
1. Physiological- hunger /thirst.
2. Safety- security
3. Love and Belonging
4. Self-esteem
5. Self actualization
Maslow states how to satisfy these basic needs in employees:
1. Physiological is adequate salary and working conditions.
2. Safety needs would be in job security, security for the future such as retirement, medical plans, and a safe working environment.
3. Love and belonging (affiliation needs)- positive interactions with co-workers and managers.
4. Self-Esteem needs- Recognition, promotions, decision making.
5. Self-Actualization-Self fulfillment from job, autonomy, ability to create and demonstrate innovation in challenging tasks.

Provide a description of the type of change situation in the health field where each theoretical model best applies.

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