Employees’ knowledge, their skill set, efficiency and their ability with production should be taken into account when using the Leavitt’s diamond framework besides noting their current job description. When a change comes up in an organization it is often seen that many tasks and job descriptions are replaced with new requirements. The qualitative aspect of the new tasks and goals should be properly evaluated. The structure of an organization includes not only the system of hierarchy but also the communication patterns, relationships, and coordination between the different levels of the organization. The technology component of Leavitt’s Diamond means the application of the new ways, new software and other new technological inputs when facing with organizational change.
Organizational change refers to the company or organization undergoing a change process. It happens when business strategies are altered to meet organizational goals and objectives. Organizational change can be a success or an experiment. For organizational change to be successful, it is important that all the employees are aligned and motivated to meet the change positively. There are various models which can produce and manage change effectively among the employees, like, Kurt Lewin 's change management model, McKinsey 's 7S model and Kotter 's 8 step change model(Mourfield, 2014).
Emotions can influence whether a person is receptive to advice, whether they quit a job, and how they perform individually or on a team. We can divide them into two groups – positive and negative. Examples in the workplace can be achieving a goal or receiving praise from a superior. This positive state of mind can give an individual feeling of making difficult challenges more achievable. It is very important as such a person can be more creative and customers with positive state of mind are more likely to use the specific product or recommend it to others.
However, from managers‟ point of view empowerment means managers desire from their staff to extend their contributions, quicken problem solving, be more proactive and take increased responsibility. Employees also view empowerment as a tool that provides them with more freedom in their decision making processes. It allows them to achieve a higher degree of autonomy (http://www.oppapers.com/essays/Empowerment/143397). The major obstacle to employee involvement in decision making is resistance to change by management (Bratton and Gold, 2003). Managers construct an organizational culture that reflects their own ideologies and styles of management and reinforce their strategies and control.
Definition: Patient flow is a progressive movement of patient, equipment and information through a sequence of processes, while maintaining quality, safety, empathy and personal attention in patient care . This term usually denotes the flow of patient between the various service points to create the pathway of care seamless . When to use it? Patient flow is usually used to improve efficiency and patient care and evaluating waiting time. Optimizing patient flow is one of a series of innovative programs that has been developed to help organisation improve the care they give to patients.
Those who enjoy their careers are said to have a high quality of work life, while those who are unhappy or whose needs are otherwise unfilled are said to have a low quality of work life. Quality of work life is viewed as an alternative to the control approach of managing people. It believes that people perform better when they are allowed to participate in managing their work and make decisions. This approach motivates people by satisfying not only their economic needs but also their social and psychological ones. To satisfy the new generation workforce, organizations need to concentrate on job designs and organization of work.
1. Describe the benefits and limitations of teams, and explain why people are motivated to join informal groups. • The benefits of teams include the following: • Teams make better decisions under proper conditions. They develop better products and services create an engaged workforce. • With the need to bond, people feel motivated when they work in teams.
Reorganization, in a business context, is an overhaul of a company 's internal structure. Companies go through reorganization for various reasons. Purposes include improving efficiency, cutting costs, repositioning the business, and dealing with corporate changes such as mergers and acquisitions. The restructuring may involve changes to departments, business units and employee roles, and often includes significant layoffs. Changes to the organizational structure are often made to focus effort on a business ' core competencies and to minimize the use of resources elsewhere.
1293-1298 3) Mr. Jayant Gadge, Ms.Dipa Dixit “Automatic Recommendations for Online Users Using WUM”, International Journal of Managing Information Technology (IJMIT) Vol.2, No.3, August 2010 ,PP. 33-42 4) Roopali Soni , Pragya Rajput, Joy Bhattacharjee, “A Proposed Framework to Implicit Measures of User Interests through Country and Predicting Users Future Requests in World wide web”, IJSCE(International Journal of Soft Computing and Engineering) ISSN: 2231-2307, Volume-3, Issue-1, PP.
Greene et al (1994) hypothesized that internal marketing refers to the application of marketing philosophy and methods to employees who serve customers in order to utilize and conserve employees and guarantee they strive to finish tasks and duties. Therefore, the concept of internal marketing notices employees as internal customers and their work as Internal “products”, and, consequently, dedicates efforts to the design of products that better satisfy employee needs and wants (Longbottom et al, 2006).Research reveals that the concept and the action of an organization’s internal marketing upgrade employee job satisfaction and this in turn improve the organizational performance of the organization (Pfeffer and Veiga (1999); Nebeker et al