Change Management Essay Example for Free

Change Management Essay INTRODUCTION Many flaws can be found with the classical approach, the birth of which is widely accredited to Fredrick Taylor, in particular how employees became bitter and angry with the levels of managerial thuggery (Rose 1988) that Taylor promoted. There already existed high levels of worker-management conflict, and Taylors approach merely heightened the tensions that it had set out to tackle. Taylors view, and later, Henri Fayols view of how an organisation could be managed solely focused on the productivity of the worker and how efficiently work could be carried out. It did not take into account the morale of employees or any of their emotional needs, resulting in a workforce which became increasingly dissatisfied with their working environment. Mayo and Maslow developed an approach which was more emphasized on the management of worker morale and leadership rather than merely viewing employees as greedy robots (Rose 1988). This theory, which would evolve into what is known as the Human Relations approach to management, was focused on the thought that a happy and satisfied employee was a more productive employee. CLASSICAL APPROACH. The classical approach to organisational management (1900-1930) emerged from the Industrial Revolution and was born out of a necessity to replace the trial and error approach, which was prevalent prior to this, with a more  focused and consistent approach to how an organisation should be managed. This new approach was focused on the efficiency of an organisation and in improving the performance and output of its employees. The classical approach can be divided into three main areas, scientific management, bureaucracy and administrative management. . (_Managing Change. Bernard Burnes)_ Fredrick Taylor (1856-1917) viewed the management of organisations production efficiency as a science and he is accredited with being the father of scientific management. Taylors view was that there was one best way to perform a task and his approach focused on breaking down each task so that it could be performed in the most efficient way. His research was heavily influenced by the studies of Frank and Lillian Gilbreth(1914). While Taylor was determined to reduce the time it took to complete a task, the Gilbreths tried to reduce the number of motions taken to complete a task. Taylors opinion was that _human beings are predisposed to seek the maximum reward for the minimum effort_ _(Taylor 1911)_ and to counteract this, managers must closely supervise workers to ensure that each predefined step in a task is carried out correctly. By breaking down each work process into smaller tasks controlled by the management, the knowledge required by workers about the work process is reduced. Workers become mere cogs in the machine that is the organisation, and can easily be replaced, as minimum training of a replacement worker is required. This in turn increases the managements control as the workers no longer have a monopoly of knowledge about the work process and cannot use their knowledge as a bargaining tool. Taylor, like the Gilbreths, believed that in order to increase a workers productivity, he should be motivated by monetary rewards for the amount of work he carries out. _When a naturally energetic man works for a few days beside a lazy one, the logic of the situation is unanswerable Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work? (Taylor 1911)_ While Taylor and the Gilbreths were focused on improving the productivity of  individual workers at task level, Henri Fayol (1841-1925) with the administrative approach, was focused on efficiency at organisational level, top down as opposed to bottom up(Fayol, 1949). Fayols principles of organisation are; division of work, authority, discipline, unity of command ,unity of direction, subordination of individual interest to general interests, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps.(Mullins,1989:201-3). Max Weber (1864-1924) developed the theory of bureaucratic management which, similarly to Fayols approach, was focused on the overall structure of an organisation. According to Weber a bureaucracy must have a number of distinct characteristics. It must have a hierarchical chain of command, where each employer is answerable to a superior, therefore power flows from the top down. Division of labour, where each task is broken down into smaller tasks, with different employees working on each separate part of the task. Each employee is selected on merit and qualification only with no bias shown to favourites. Formalised and detailed rules and regulations must be set out. HUMAN RELATIONS APPROACH The beginnings of the Human Relations approach can be traced back to studies on worker fatigue which were carried out while the scientific approach was still being established, and it is fair to say that both approaches overlap. Elton Mayo (1880-1949) expanded on these studies in the 1930s, most notably with his Hawthorn experiments. (_Managing Change. Bernard Burnes)_ Mayo did not believe that workers were only concerned by monetary rewards, but instead suggested that by having their social needs met at work they would in turn be more motivated and their performance would improve. In his experiments he divided workers into groups and studied how their productivity responded to changes in the environment such as lighting and working conditions. To his surprise the worsening working conditions did not lead to worker productivity declining, in fact productivity increased. This  led him to conclude that workers motivation was increased by better communication, as the workers were consulted with prior to, and throughout the experiments. It was also concluded that workers performed better when they were in a team, and when they were receiving greater attention from their managers. (_http://tutor2u.net/business/gcse/people_motivation_theories.htm_ ) Abraham Maslow (1908 1970) developed a management theory which is referred to as Maslows Hierarchy of Needs, as shown below. (image. http://chebri.com/commitment-maslows-hierarchy-of-needs-and-herzberg-theory-of-hygiene-motivation-in-business/) Maslow believed that in order for a person to concentrate on the higher needs, first his lower, more basic needs must to be satisfied. He argued that once a persons lowest level physiological and safety needs are met; the higher level needs become more important to them. For example in a management situation the physiological needs of an employee are things like adequate lunch breaks and sufficient wages. The safety needs are met when a safe working environment is provided. Social needs are satisfied when there is a sense of community in the working environment. The esteem needs of employees are the needs for recognition from superiors for work carried out and achievements. Self Actualisation is the need of an employee to reach their full potential, this need changes, as different levels of potential are met the employee then needs to attain a higher level. .(_http://www.netmba.com/mgmt/ob/motivation/maslow/_ _)_ Douglas McGregor (1906-1964) stated that there are basically two types of manager, one who had a negative view of his employees and the other who had a more positive view. In his concept he called the negative view Theory X, and the positive one Theory Y. Theory X assumes that employees do not like work, and a threat of punishment is required to ensure that they perform to required standards. It is also of the assumption that workers do not have  any ambition and will avoid responsibility; they are primarily interested in security. Theory X could be used to describe the Classical approaches to management. Theory Y managers on the other hand take the human relations approach and assume that work is natural to people and can be a source of satisfaction to them. Theory Y managers believe that workers will seek responsibility and are motivated to meet goals. McGregor believed that managers who adapted the Theory X approach created an environment where workers were only motivated by financial or material gain, whereas Theory Y managers created a workplace where employees were more responsible and more willing to contribute. McGregor came to the conclusion that organisations needed to adapt the approach set out in Theory Y, which is essentially the human relations approach_._ _(Burnes. Managing Change)_ MODERN ORGANISATIONS For the purpose of this essay extensive research was carried out on the approaches that modern industries take regarding management. Information gathered from an interview with an employee of ESB Ireland, an electricity supplier which is one of the largest employers in Ireland, gave a unique insight into how this particular organisation continues to put into effect many facets of the human relations approach. Eoghan, who is employed as an electrical engineer, provided documentation and described how at the beginning of each year all employees have a one to one meeting with their manager to discuss and agree upon goals which they then attempt to achieve throughout the year. The employee is provided with guidance from their manager regarding the work processes on a continuous basis. The diagram shown below, which is taken from the ESBs performance and development document, illustrates how formal and informal communication between manager and employee is seen as essential and is maintained throughout the year. _(Performance and Development Document ESB 2014)_ Coaching is also provided on a one to one basis with employees when it is  required. _Coaching is a proven means, carried out in a confidential manner, by which more individual potential can be unlocked to achieve higher levels of career and business performance_ _(ESB Performance and Development Document 2014)_ Through researching a case study carried out on building materials group CRH, similar approaches to performance management were identified. The CRH approach to performance management is broken down into three areas which are almost identical to those taken at ESB, these are; planning, coaching and reviewing. As is the case at ESB the work processes are carefully structured and discussed with the employee in the planning stage. Coaching is also carried out for each employees specific needs which in turn increases knowledge and improves communication. In the review stage each employee is assessed individually and given the opportunity to respond to feedback. _Self-assessment, collection of information, appraisal and a review meeting all drive performance improvement_ _(http://www.business2000.ie/pdf/pdf_10/crh_10th_ed.pdf)_ CRH are of the view that it is essential that employees are capable of working on their own initiative or as part of a team, as they state in their candidate requirements that candidates must have; _Ability to work on own initiative and as part of a team_ _Ability to analyse situations and develop innovative solutions_ _Problem solving ability_ _(http://www.business2000.ie/pdf/pdf_4/crh_4th_ed.pdf)_ CONCLUSION Its understood that the most important asset of any organisation is its employees, and trying to retain the services of these employees. The classical approach to management does not take this into account and instead is solely concerned with increasing productivity and extracting the maximum labour from its workers. It can be argued that the classical approach increases productivity and raises the output of each employee; however, in the long run it does not lead to a satisfied and contented workforce. This approach is dated when it comes to the fast paced business environment that exists today. In most modern workplaces it is essential that workers are capable of working on their own initiative and making important decisions themselves, the classical approach to management does nothing to promote or nurture these skills, and in fact it discourages them. The classical school of thought is that there is one best way for all organisations to be structured and operate _(Burnes. 2004)_, however, as established through this research, the approach that ESB takes disproves this theory, as each employee is treated as an individual and encouraged to provide opinion on how the work process should be structured and best performed. The meetings and one to one contact with managers gives the employee a clear understanding of what is expected of him and improves communication between the employee and management, which is one of the core aspects of the Human Relations Approach. These initial meetings as well as the guidance which is provided throughout year to the employee by ESB management is clearly influenced by Mayos conclusions following the Hawthorn experiments that employee morale and performance increased with better communication and prior consultation to the work process. _(Burnes. 2004)._ The coaching sessions which are provided at ESB help to improve skills and self-confidence in employees as well as providing management with the assurance that their workers are competent and performing to a high  standard. This type of approach to coaching and continuous improvement and learning is in direct contrast to the ideals of the Classical Approach, and particularly to Fredrick Taylors. Taylor believed in reducing employees knowledge about the work process rather than encouraging learning and understanding. By reducing the workers knowledge he believed that management had a greater control over their employees (_Burnes. Managing Change)._ The view taken by ESB is completely different, as they believe that the more skilled and confident that an employee becomes, the greater an asset to the organisation he will be. By providing training and coaching to employees ESB are investing in human capital, which means the more skilled an employee becomes the greater his economic value is to ESB_._ _(http://www.investopedia.com/terms/h/humancapital.asp)_ There is a quote from CRH that appears in the case study which was researched which proves that their organisation embodies almost every aspect of the Human Relations approach; _The challenge for CRH is to be a Group that attracts and retains people_ _not just because it is an industry leader but also because it provides a_ _culture and working environment which creates opportunities for all_ _employees to grow personally and professionally._ _(http://www.business2000.ie/pdf/pdf_4/crh_4th_ed.pdf)_ Tesco.http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/leadership-styles.html#axzz3JGcBkQ5Y REFERENCES http://iosrjournals.org/iosr-jbm/papers/Vol14-issue6/A01460105.pdf?id=7380 http://education-portal.com/academy/lesson/frederick-taylor-theories-principles-contributions-to-management.html http://www.fordham.edu/halsall/mod/1911taylor.asp http://tutor2u.net/business/gcse/people_motivation_theories.htm http://chebri.com/commitment-maslows-hierarchy-of-needs-and-herzberg-theory-of-hygiene-motivation-in-business/ http://www.netmba.com/mgmt/ob/motivation/maslow/ _http://www.business2000.ie/pdf/pdf_4/crh_4th_ed.pdf_

Franklin Essay -- essays research papers

Can some man arrive at moral perfection in this life, or is it impossible? Benjamin Franklin was an extremely brilliant and talented individual. He constantly sought ways to improve himself. After he read â€Å"The Spectator† he put in a very dedicated effort to imitate their style of writing because he loved how precise the authors wrote out their thoughts. Franklin was also a relatively religious man or at least believed enough to try to be a morally righteous man so that he would avoid his way into hell. Through these beliefs and virtues Franklin created a plan to achieve moral perfection. Although finding the task somewhat more difficult than he first imagined he stayed with his convictions and deduced thirteen virtues to improve upon and follow. These virtues were: order, silence, temperance, resolution, frugality, industry, cleanliness, tranquility, chastity and humility. Now how did he come up with the virtues and what did the virtues consist of? After concocting this ingenious plan towards moral perfection did Franklin ever see it through and reach moral perfection? Benjamin Franklin was raised as a Presbyterian by his parents. Although not completely religious some of the teachings stayed on with him. â€Å"I never was without some religious principles; I never doubted, for instance, the existence of the deity, that he made the world, and govern’d it by his providence; that the most acceptable service of God was the doing good to man; that our souls are immortal; and that all crime will be punished and Virtue reworded either here or hereafter; these I esteem’d the essentials of every religion, and being to be found in all the religions we had in out country I respected them all† (BF, p65). Franklin later also goes on to say that he did not go to sermons on Sunday that often because that day was his day to study and relax, but when he did go he noticed that all sermons that he was listening to were rather â€Å"dry† as he put it and seemed to focus more on being a good citizen and not a person instead. These two instances in from Franklin show were he was coming from when he decided to create his list of virtues that would lead him to moral perfection. Now that he was focused on his goal he need do dome research on the topic. â€Å"In the various enumerations of the moral virtues I had met with in my reading,... ... he just fell short of his goal. Yet this did not discourage Franklin for he was made a better and happier man than he would have been. Franklin also realized that it was good not to be perfect because friends would hate and envy him; so it is better to keep a few faults in order to save face. All is well that ends well. This statement best describes Franklin’s endeavor into morality. Even though he was not able to accomplish what he set out to do, he still managed to come out a better man because of it, and he learned a few things along the way. Sometimes reaching the end of something is not important, but the journey you took to get there is what really matters. I’ll finish with a quote from Franklin’s autobiography. â€Å"It is †¦. Necessary for every person who desires to be a wise man, to take particular notice of his own actions, and of his own thoughts and intentions which are the original of his actions; with great care and circumspection; otherwise he can never arrive to that degree of perfection which constitutes the amiable character he aspires after.† [BF, p227(Source P, 8: 128)]. Qoutes from "The Autobiography of Benjamin Franklin"

Ap Psych Free Response Essay

As the Smith-Garcias are planning for their baby, they have to decide which principles from each of the theories they have researched that they will practice. The first of these theories is Skinner’s Operant Conditioning in which an element of reinforcement and punishment is utilized to shape the child’s social and behavioral skills. It will be the parent’s job to reinforce wanted behavior and punish unwanted behavior. For example, if the child throws a temper tantrum, her parents might put her in time out to show that this type of behavior is not acceptable. The punishment therefore reinforces that if she acts this way again, she knows she will be placed in time out. Essentially the child learns from these reinforcements and punishments. The second principle is Bandura’s social learning theory which deals with vicarious reinforcement and vicarious punishment. Essentially the child will learn by observing others and is not affected directly. Bandura believed that direct reinforcement could not account for all types of learning which explains why his theory is rooted in the idea of observation. Overall There are three core concepts at the heart of social learning theory. First is the idea that people can learn through observation. Next is the idea that internal mental states are an essential part of this process. Finally, this theory recognizes that just because something has been learned, it does not mean that it will result in a change in behavior. To illustrate Bandura’s theory in their parenting style, the Smith-Garcia’s might provide a model for sharing or even increase sharing through vicarious reinforcement. The third theory they have studied is Ainsworth’s attachment research in which he addresses the idea of secure attachment, insecure attachment, and other such ideals. The idea is that securely attached children are more likely to perceive their primary caregiver as a secure base. This is illustrated in the fact that once this child is born, she will feel an emotional security and attachment to her parents who are her primary caregiver. She will feel most comfortable around them. An example of this would be if they were to promote secure attachment to increase self reliance. These behaviors may include nurturing, support, encouragement, and many more. The fourth and final theory they will address and practice is Baumrind’s research on parenting styles. In Baumrind’s research, he

Age Discrimination and Mandatory Retirement - 3100 Words

Age Discrimination and Mandatory Retirement - Joyce Cook The mandatory retirement age controversy should be re-examined and redefined further. Baby boomers are very different from their predecessors; they are living longer, maintain lifestyles that are more active and are generally better able to continue working than in the past. The real challenge is the reality of how the insufficient number of young people will fill the vacancies left by the aging workforce. Mandatory retirement may be unavoidable, as older workers are forced from the work field to create more vacancies for new younger employees. According to most seniors, it is an unfair practice and does not take into account if the person wants to retire; it also does†¦show more content†¦In addition, to accommodate the changing abilities of older workers, employers need to re-design the job as well. Instead of having to hire new younger workers who are not as skilled or trained in the job, there is a chance it would benefit employers to accommodate older worker s’ needs. Functionality and not chronological age must become the prime criteria in all employment practices. As baby boomers exit the work force, letting people work longer could help to curb a predicted skilled and experienced labor shortage in many occupations. Employers need to revise human resource plans to reflect the possibility of more employees working past their previously expected retirement date as well as change testing and performance evaluations to reflect the reality of an aging workforce. Organizations need to develop programs to maximize the contributions of older workers, particularly in the areas of adult learning and flexible work arrangements; it may encourage older workers who wish to continue working. Labor force participation rates of older ages has been on the rise slightly since 1970 and is projected to rise more in the coming years. Couple slow labor force growth with an aging population and it poses serious economic and fiscal challenges t o America in the 21st century. Policies that encourage those older workers who want to continue doing so thatShow MoreRelatedMandatory Retirement Essay examples1379 Words   |  6 PagesMandatory retirement is perhaps a necessary evil; as older employees are forced out of the work force, it creates space for new, younger employees. Mandatory retirement is a form of age discrimination, it forces a person to retire because they are a certain age; it does not take into account if that person wants to retire. It also does not take into account the financial standing of the individual, or if they are physically or mentally still capable of doing the job. Although mandatory retirementRead MoreAge Discrimination Essay 91437 Words   |  6 Pagesdecisions. Manifestations of age discrimination can be subtle or blatant. Typical actions might include refusing to hire or promote older workers, curtailing their employee benefits, limiting their training opportunities or limiting their job responsibilities and duties. Older workers may be targeted in reductions of the work force; they may be encouraged to retire. Exit incentive programs may deny valuable additional benefits to an older worker and early retirement incentives may pressure olderRead MoreDiscrimination Against Older Workers During The Labor Market Across Canada1762 Words   |  8 PagesDiscrimination against older workers is one of the forbidden grounds of discrimination in the labour market across Canada. Age discrimination affects an older adult’s career, advancements, opportunities, and privileges in the labour market. Furthermore, older adults tend to be marginalize d, institutionalized, and stripped of responsibility, power, and their dignity (Nelson 208). The Canadian population is aging rapidly and that changes in the population age structure have led to considerable discussionRead MoreThe Topic Of Age Discrimination1522 Words   |  7 PagesIntroduction: The topic of age discrimination. Age discrimination is prohibited by the United States government under the Age Discrimination in Employment Act of 1967 which was put into place to protect workers over the age of forty. Under this acactin is illegal to show any form of discrimination towards workers over the age of forty, including unfavorable treatment in the hiring decisions made by employers. This essentially means that of two prospective employees who possess the same qualificationsRead MoreAge Discrimination On The Workforce1103 Words   |  5 PagesAge discrimination in the workforce is a major issue in Today’s society. Although this is hardly ever mentioned, it is a concern that affects the aging population and their work performance. Those who are of old age are often not given a chance and looked down on. They are thought of as being mentally and physically in decline, less adaptable, unwilling to be trained, and costly to the organization. The elderly are considered â€Å"slow workers.† They are often forced to work extra hard to prove to theirRead MoreEssay on Ageism: A Constant Disregard in Society1714 Words   |  7 Pagesembracing this negative mentality that discrimination arises. Ageism, as defined by Oxford dictionary, is â€Å"prejudice or discrimination on the grounds of age,† and generally, in society, is thought of as discrimination against elders more so than child ren. This differs from other forms of discrimination such as racism, or sexism, because ageing is an inevitable part of life, and therefore everyone will be discriminated against in time. In present-day society, old age is commonly feared, and often timesRead MoreThe Age Discrimination Act Was Signed By President Lyndon B. Johnson1518 Words   |  7 Pages The age discrimination act was signed by President Lyndon B. Johnson in 1967. The purpose of this act is to promote the employment of older persons based on their ability to perform the work required rather than their age. The original legislation of the act protected people from ages 40 to 65. In 1978, congress decided to pass an amendment that raised the age ceiling to 70 from 65 and then on January 1st, 1987 the age cap was lifted completely. (Thomas K. 2007) The organizations that’re exemptRead MoreThe Impact Of Social Work On The Elderly1684 Words   |  7 Pagesand difficulties in life that include poverty, discrimination, abuse, physical illness, death, disability, unemployment, depression, addiction, mental illness and many more (Helpstartshere, 2015). Social work in the long term care has a history in the provision of care for persons in the long term care. The elderly are within personal care homes, chronic facilities and rehabilitation centres. The pension system has three stages that are the Old Age Security and the Guaranteed Income SupplementRead MoreEssay about Age Discrimination in the Workplace1839 Words   |  8 PagesAge Discrimination in the Workplace Harold had been with the company going on forty-five years. There was no doubt that his contributions over the past few decades helped the once intimate business flourish into an international corporation. As his sixty-fifth birthday rolled around, Harold was greeted with a staff party and a mandatory retirement notice that was effective two weeks from that date. Harold was stunned, inasmuch as he had no intentions whatsoever to leave his position with the company;Read MoreBenefits Of A Qualified And Nonqualified Retirement Plan Essay1795 Words   |  8 PagesThis discourse will attempt to discuss the concepts of what an executive is, what the difference between a qualified and nonqualified retirement plan is, the three objectives of a nonqualified plan: ERISA, funding status, and mandatory retirement age, as well as, nonqualified retirement plans of supplemental executive retirement plans (SERPs) and excess benefit plans Who Are Executives? â€Å"From a tax regulation perspective, the Internal Revenue Services (IRS) recognizes two groups of employees who