Finding the most effective way to train management can sometimes be very difficult, especially for large organizations like hospitals. In the case study “Management Training Dilemma”, Shane Alexander, the personnel director at a hospital, wants to implement a new training program that she discovered at a conference. According to Schermerhorn (2012), “The cost of the program was $3,500 for an initial purchase of the videotapes plus 50 workbooks. Additional workbooks were then available at $8 per copy” (p. w-101). When Shane proposed purchasing the program at the next staff meeting, her fellow administrators did not seem confident about the program and agreed upon a trial period. Since the administrators already agreed on a trial period of the …show more content…
A field study would be the most beneficial to this case because the administrative staff already agreed upon trying out the program. The hospital employs 160 supervisors and each program session is suggested to consist of no more than fifteen members. Due to this requirement, the administrative staff should randomly select fifteen employees to take part in the trial. Before the training actually begins, each participant should be evaluated to see the extent to which they understand and implement the management process. The administrative staff can set up a template with key points that should be evaluated according to the hospital’s individual needs. During the actual training period, which would last eight weeks, the administrative staff should continue to take notes on the subjects’ reactions to certain parts of the training. This analysis would benefit the study because it would help leaders of future training sessions decide on what should continue to be done and what parts of the training should be modified or removed. Once the training sessions have been completed, the administrative staff would proceed to conduct another evaluation. This evaluation would be similar to the evaluation conducted in the beginning of the trial but it should also be put together in a way that would test the knowledge gained from the training. An option would also be to follow up some time …show more content…
In this experiment, it is hypothesized that the program will benefit the hospital’s management staff by helping them increase their “motivation, group dynamics, communication skills, leadership effectiveness, performance appraisal, and the management of planned change” (Schermerhorn, 2012, p. W-101). The independent variable would be acquiring the training and the dependent variable would be the impact the training had on the employees’ management process. The dependent variable should be evaluated after the study in order to prove the hypothesis; this is why the evaluation process is extremely important in this field study. A source states that evaluation plans usually specify the purpose and criteria for the evaluation and how data will be collected, analyzed, synthesized and reported (“Develop Planning Documents for the Evaluation,” n.d.). The administrative staff should focus on putting together an evaluation plan just as much as actually conducting the experiment so that they can properly assess the progress that would take place thanks to the training
Evaluation and review should be an ongoing process of learning, embedding a process of continual improvement and development. The key to evaluating is knowing what we are measuring. We cannot monitor and evaluate the team’s progress towards agreed objectives without clear advance planning of what we want to do and how it will be achieve. Effective strategic and operational planning, incorporating clear measurable objectives, is therefore an important
The training program should be designed which covers all of its employees and they need to identify which part of its organization is bad need of training and they need to start designing its training program from that part. This training program should need support from superiors, trainers and trainees.
Evaluation can be crucial part of employee development, it let employee know where they are currently and where they can improve and it outlines what is expected. This can give a sense of purpose. Some of the cons are they that if they are not done appropriately or too generalized it can make the employee feel lost an unfulfilled. You can make it so the goals are basically unachievable giving a sense of powerlessness. I don’t believe this statement is completely true, I believe
This requires a structured approach to execute such plans. Mitchell (2013) identifies different types of change theories that can be utilized in an organization to affect changes. Such as (1) Levin change theory (1951) this comprise of unfreezing, moving and refreezing, (2) Roger change theory involves awareness, interest evaluation trial and Adoption, and (3) Lippitt’s theories. This theory is mostly used by nursing, it has four distinct stages; the assessment, planning, implementation and evaluation. The use of any of these theories is dependent of the type of leadership style and leaders, and the leaders have to evaluate their skill strengths and weaknesses prior to initiating changes in the organization. This is because skills are required aspects that have a great consequence on the change project outcome (Mitchell,
We will do this (the second step) for two months, while getting the patient 's, the relatives of the patients to rate the staff efforts, their stay, and the accessibility of the medical staff before they are released. We will likewise have the nursing staff to fill us in as to whether that nursing model is working, what requirements to change, and in the event that they could successfully take care their patients. I would need the studies rounded out on the days that we are attempting the new staffing model, and in addition the days when we are most certainly not. I will then finish step three, which is study and dissect the outcomes from the reviews. Step four is act, where in view of what is found out from my test, I will enhance the change by figuring out what updates should be made, and if need test it again with the new changes
Measuring Effectiveness starts with getting an idea of your employees’ or audience’s idea of what they know. In order to figure that out the authors say we need to know what the effectiveness is and how
Our Session Long Project (SLP) for Module 1 transforms the evaluation essay into a job evaluation. The type of job evaluation used in this SLP identifies the responsibilities of the job and bases the individual’s performance on these responsibilities. What does this mean to the employee; it means that if they understand the responsibilities of their job they are better able to perform it to the satisfaction of the evaluator. However employees who are not informed of their responsibilities can invalidate your evaluation process very quickly and wreck havoc in any organization.
It is also identified that the behavior’s of the team members towards change has a great impact on the success of the planned their willingness to perform the new tasks to improve the delivery of care within the system and to ameliorate (Improve) the operational effiecency of the healthcare organizations (Wright, 2002). The success of the change will also depend on the management leadership to influence the attitudes and behavioural changes that are essential to the success of change (Ojo,
There is an array of key components and factors involved in making an organization a successful business. One of those elements consists on evaluating employee’s performance; this sole component is critical in determining how effective is the organization’s productivity and which are the necessary steps to ensure proper functioning. “The performance appraisal may be one of the few times during the year where an employee and the reviewer, typically the employee's supervisor, can sit down and have a lengthy face-to-face discussion about all aspects of the job” (Joseph, 2016). Employees’ performance assessment serves as an instrument to gather important information as to which areas of the job description are being performed according to standards
...mplications that allow for opportunities of change. One of the presumptions is for training and staffing (Shi & Singh, 2012). With the utilization of health care improvements, the staff will need additional instructions on the performance of equipment and how to efficiently achieve the desired results. Managers or supervisors recognize the need for supplemental staffing and training to optimize patient satisfaction and quality of care. The health care administrator must also focus on changes in insurance policies and rules governing the provision of medical assistance (Shi & Singh, 2012).
Performance appraisal is perceived by most as a tool to reward or penalize employees for their good or bad work respectively by the end of a year. This notion is a challenge in itself to deal with. The whole exercise becomes dull for both supervisors and their subordinates and they tend to look at it as an additional responsibility which they have to finish. In the end, there is little or no value addition for either the employee or the organization. There are, however, better ways of looking at and conducting performance appraisals. It can give much needed feedback to both performers and laggards to improve upon and if done properly can even boost their motivation. More importantly, they provide a chance to employees to have a say in their goal setting and thus aligning it with the departmental and organizational goals. Also, the process itself has a value in team making.
To tackle some of these inefficiencies, Williams analyzed the performance management system that was in place at the time of her introduction to Vitality Health Enterprises. Ideally, Williams desired a performance management system that held employees accountable for their actions as well as incentivized employee performance through salaries bonuses and equity opportunities The PMET of 2009 was created to analyze the legacy performance management system over the course of four months through the use of studying evaluation/reward systems in place, investigating implementation of internal and external benchmarking, focus groups, and the employee interviews. The findings of the PMET of 2009 were that the 2500 members of the professional staff that made up the research and development teams were dissatisfied with the legacy system. In this system, 13 different ratings (A-E with plusses and minuses) could be given to employee based on their performance. The system was abused by management for the fear of giving feedback leading to indistinguishable performance ratings for top performers, mid-performers, and low performers. Top performers were rarely given high ratings due to the fear of upsetting the teamwork and egalitarianism aspect of the
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
There are many reasons for employee training and development in the health care environments. Another reason for employee training is to keep with the development with the new change in the world today. Another reason is to benchmark the status of improvement so far in a performance i...
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective