Slides1: Slides 2: Slides 3: Organizational Environments HCA 521 Advanced Systems Thinking What’s Out There? •Layers of Environments that interact with each other •3 Main Facets • Outer Layer is the General Environment • Inside Layer that directly interacts with organization is the Task Environment • The CORE is the Focus Entity Think of The Planet This Photo by Unknown Author is licensed under CC BY Think of the Layers This Photo by Unknown Author is licensed under CC BY-SA Like An Onion… Task Environment General Environment Internal Environ ment General Environment •Economic •Technological •Socio Cultural •Legal Regulatory •International Task Environment •Labor Supply •Competitors •Suppliers •Customers Internal Organizational Environment: CORE •This is where you live every day (even beyond work) •Formal: Rules, Regulations and Policies •Informal: Corporate Culture •What you “see” • Clothes • Pictures on the walls • Atmosphere • Interpersonal interactions Five Forces Model • Labor Supply • Competitors • Suppliers • Customers • And… • Intensity of the Competitive Market Five Forces Model Competitors Labor Suppliers Customers Intensity of Competition • The thing that makes us do what we do • Take the Task Environment… • Imagine the interactions among and between these facets… • How intense are these interactions? • THAT characterizes the nature of an industry's competitive environment Summary • General Environment X Task Environment X Internal Environment =… • COMPETITION! • THIS IS LOTS OF FUN and brain cramps and terminations and chaos… • And from chaos comes… • OPPORTUNITY! What Can This Model Do? • Allows you to determine your competitive position • Determine relative position in each facet • How is your organization positioned in the competitive environment • How competitive is the market Quick In Class Assignment • Where are these organizations in their competitive environment? • What is their future? • The University of Wisconsin-Milwaukee • The Milwaukee Brewers • Best Buy • Five Guys Hamburgers and Fries NETWORKING AND RESUMES THIS STUFF IS NOT THAT DIFFICULT… BELIEVE ME… I’M A PROFESSOR… I KNOW THESE THINGS… NETWORKING: THE KEY TO EMPLOYMENT • ELECTRONIC RESUME SUBMISSION CONSUMES ENERGY, BUT GETS LITTLE INTEREST EXCEPT… • ONLY…IF IT HAS BEEN REQUESTED • PUTTING RESUME INTO THE HANDS OF SOMEONE CONSUMES ENERGY, BUT… • A HUMAN BEING HAS ACCEPTED IT • HOW DOES THIS HAPPEN? JOB SEARCH PROCESS • 3 RING NOTEBOOK : A BIG ONE • ALPHA LIST BY COMPANY OF ALL NETWORKING CONNECTIONS • SECTION DIVIDERS • EXCEL WORKSHEET WITH NAMES, DATES, FOLLOW UPS • CONTACT TYPES • THANK YOU NOTES • CONCLUSIONS • RESPONSE INFORMATION (ALPHABETICAL) • WORKSHEET LISTING WHEN RECEIVED THE ART OF NETWORKING • NETWORKING IS WORK • IT IS SOMETHING YOU DO EVERY DAY WITHOUT REALIZING YOU DO IT…. • TALKING TO YOUR FRIENDS • MEETING PEOPLE IN CLASS • MEETING WITH YOUR PROFESSORS TIPS FROM THE TRENCHES • HAVE A STRATEGY…BUILD GOALS AND OBJECTIVES…PLAN • FEEDBACK AND FOLLOW UP LOOPS ARE CRUCIAL • SYSTEMATIC TRACKING OF YOUR NETWORK • DO YOUR HOMEWORK BEFORE YOU GO • KEEP RECORDS OF YOUR CALLS • KEEP COPIES OF YOUR LETTERS AND THANK YOU NOTES…3 RING BINDER SCARY STUFF… • NETWORKING… • TALKING TO MYRIAD OF PEOPLE • RELATED AND UNRELATED TO YOUR CHOSEN FIELD • SOMEONE MIGHT KNOW SOMEONE WHO MIGHT KNOW SOMEONE… THE MEETING • TIME IS VALUABLE • PEOPLE WILL BE SURPRISINGLY GRACIOUS • DON’T WASTE THEIR TIME • GET TO THE POINT • PAINT YOUR PICTURE • ASK FOR THE NAMES, EMAILS, PHONE # OF OTHERS WHO MIGHT HELP • PEOPLE WILL DO THIS… FOLLOW UP • IMMEDIATELY SEND A HAND WRITTEN THANK YOU • KEEP PEOPLE IN YOUR LOOPS • REPORT BACK TO PEOPLE ON WHO YOU CONNECTED WITH • WHAT HAPPENED • YOUR NEXT STEPS • PEOPLE WILL OFTEN GIVE YOU DUPLICATE NAMES • INQUIRE OF RECOMMENDER ABOUT THESE “DUPLICATES” THE IRONY OF NETWORKING • IT HAS A LIFE OF ITS OWN • “IT IS ALIVE!!!!!” • THE SOCIAL MEDIA STUFF IS GREAT, BUT IF YOU DON’T KNOW ANYONE, PEOPLE WON’T KNOW YOU • THIS IS HARD WORK TIPS FROM THE TRENCHES • YOU CAN NEVER SAY THANK YOU ENOUGH • HANDWRITTEN NOTES IMMEDIATELY AFTER • IF YOU SCHEDULE APPOINTMENTS WITH REFERRALS, TELL THE REFERRAL SOURCE • THIS WHOLE THING IS LIKE A FULL TIME JOB • THUS, PURSUE IT SERIOUSLY AND WITH DEDICATION • AIN’T NOBODY OUT THERE WHO IS GOING TO HIRE YOU BECAUSE YOU’RE COOL… NETWORKING FROM AN EXPERT RESUMES RESUMES • LOTS OF MYSTERY AND LOTS OF CONFUSION • WHAT MAKES A GOOD RESUME? • WHAT MAKES A BAD RESUME? • HOW LONG IS OK? • ARE ELECTRONIC RESUMES OK? RESUME TIPS FROM THE PROS • MORE THAN ONE RESUME IS OK • IF YOU ARE TARGETING MORE THAN ONE JOB TYPE • FASHION RESUMES THAT ARE SPECIFIC TO A COMPANY • ALSO HAVE YOUR GOOD OLD MULTI PURPOSE, GENERALIZED PIECE OF PAPER SOME HINTS • FUNCTIONAL RESUME • • • • HIGHLIGHTS SPECIFIC WORK EXPERIENCES DEMONSTRATES ABILITY TO COMPLETE “TASK” EXPLAIN OUTCOMES SHOULD INCLUDE A PRECIS OF YOUR NORMAL RESUME • TRADITIONAL RESUME • • • • LISTS OF STUFF PERSONAL DEMOGRAPHICS CONTACT INFORMATION LIFE “AUTOPSY” TO THIS POINT OBJECTIVE • TO INCLUDE AN OBJECTIVE…NOT TO INCLUDE AN OBJECTIVE…THAT IS THE QUESTION • THIS IS A INTERESTING DISCUSSION RIGHT NOW IN RESUME CRAFTING • THE “INCLUDERS” • PROVIDES READERS YOUR “VISION” • USUALLY CONNECTS TO EDUCATION/EXPERIENCE • THE “EXCLUDERS” • TOO BROAD AND OFTEN INACCURATE • MAY BE A KNOCK OUT (READERS KNOW WHAT JOB IS…OBJECTIVE MAY NOT MATCH) RESUMES BE CAREFUL “THINGS…” • SPELLING • GRAMMAR • ADDING IRRELEVANT INFORMATION • EXAGGERATIONS • HYPERBOLE • THE BEST • WONDERFUL • BEAUTIFUL • AND SO ON… THE PLUSES AND MINUSES OF ELECTRONIC SUBMISSIONS • PLUSES: • EASY TO “DISTRIBUTE” • EASY TO “HIT” LARGE NUMBER OF EMPLOYERS • BROAD BASED “JOB SITE” • MINUSES • YOU LOSE CONTROL OF THE RESUME • NO IDEA WHO WILL SEE IT • NO IDEA WHERE IT WILL GO SPECIFICALLY THE PLUSES AND MINUSES OF ELECTRONIC SUBMISSIONS • SEARCH ALGORITHMS USED TO SORT THEM • LOOK FOR “KEYWORDS” • SCHOOLS • EMPLOYMENT/EXPERIENCE • ACCOMPLISHMENTS • MEMBERSHIPS • AGE/GENDER/ETHNIC ORIGIN • NO OPPORTUNITY TO CLARIFY OR ANSWER QUESTIONS JOB SEEKERS MAY WANT TO SEARCH THROUGH THEIR RÉSUMÉS AND COVER LETTERS AND RECONSIDER USING ANY INSTANCES OF THESE WORDS…MAYBE 1. EXTENSIVE EXPERIENCE 2. INNOVATIVE 3. MOTIVATED 4. RESULTS-ORIENTED 5. DYNAMIC 6. PROVEN TRACK RECORD 7. TEAM PLAYER 8. FAST-PACED 9. PROBLEM SOLVER 10. ENTREPRENEURIAL REFERENCES…OR …RECOMMENDERS? • WHAT ARE YOU LOOKING FOR? • WHAT IS THE DIFFERENCE? • A REFERENCE CAN BE NOTHING MORE THAN… • CONFIRMING YOU ARE ALIVE • CONFIRMING THAT THE PERSON SAW YOU • CONFIRMING THAT THEY CAN RECOGNIZE YOU… • …50% OF THE TIME REFERENCES • “REFERENCES UPON REQUEST”… • WHAT IF I ASK FOR THEM AT THE INTERVIEW? • PUT THEM ON THE RESUME? • IF YOU INFORM THE PEOPLE YOU ARE DOING IT • MAKE SURE YOUR REFERENCES KNOW WHO AND WHEN THEY ARE GOING TO • PROFESSORS, SUPERVISORS, ETC.: GOOD • MINISTERS, FRIENDS, RELATIVES: BAD RECOMMENDERS • CAN ACTUALLY EXPOUND ON YOUR QUALITIES • HAVE MORE THAN A PASSING KNOWLEDGE OF WHO YOU ARE AND OF WHAT YOU ARE CAPABLE • ARE FAMILIAR WITH YOU COVER LETTER • CONCLUDE WITH THANKING FOR THEIR TIME. • DO NOT EXPECT THEM TO INITIATE CONTACT • “YOU CAN CONTACT ME AT….” • REFER TO INFORMATION AFTER YOUR SIGNATURE • STATE YOU WILL FOLLOW-UP WITHIN (A TIME FRAME) AND THEN DO IT • AT BOTTOM OF LETTER… • “ATTACHMENT: RESUME” COVER LETTERS • FORMAL LETTERS TO RECRUITERS, ADMINISTRATORS… • ALWAYS HAVE A NAME AS RECIPIENT • HOMEWORK • TRY TO DISCOVER THE DECISION MAKER • HIGHER UP THE “FOOD CHAIN” • SALUTATION • DATE • NAME • TITLE • ADDRESS • RE: THE “JOB” (IF SPECIFIC POSITION: POSTED) COVER LETTER • WHERE A LOT OF RESUME “CLUTTER” BELONGS • YOUR PASSION, MOTIVATION, ETC. • A BROADER DESCRIPTION OF YOUR EXPERIENCE, EDUCATION • WHAT YOU HAVE LEARNED • ONE PAGE IS NORMAL • ADD CONTACT INFORMATION AFTER YOUR SIGNATURE • ADDRESS • EMAIL • PHONE • ATTACHMENT: RESUME COVER LETTER • BE VERY CAREFUL WITH GRAMMAR, SPELLING, STRUCTURE • YOUR FIRST PARAGRAPH SHOULD BE THE EXPLANATION OF THE LETTER • IF YOU ARE APPLYING FOR A SPECIFIC POSTED POSITION, MAKE SURE YOU HAVE READ THE POSTING • APPLY FOR THAT JOB, NOT THE JOB YOU WANT TO APPLY FOR… • IF YOU HAVE A DIFFERENT THOUGHT, START A NEW PARAGRAPH Organizational Environments HCA 521 Advanced Systems Thinking What’s Out There? •Layers of Environments that interact with each other •3 Main Facets • Outer Layer is the General Environment • Inside Layer that directly interacts with organization is the Task Environment • The CORE is the Focus Entity Think of The Planet This Photo by Unknown Author is licensed under CC BY Think of the Layers This Photo by Unknown Author is licensed under CC BY-SA Like An Onion… Task Environment General Environment Internal Environ ment General Environment •Economic •Technological •Socio Cultural •Legal Regulatory •International Task Environment •Labor Supply •Competitors •Suppliers •Customers Internal Organizational Environment: CORE •This is where you live every day (even beyond work) •Formal: Rules, Regulations and Policies •Informal: Corporate Culture •What you “see” • Clothes • Pictures on the walls • Atmosphere • Interpersonal interactions Five Forces Model • Labor Supply • Competitors • Suppliers • Customers • And… • Intensity of the Competitive Market Five Forces Model Competitors Labor Suppliers Customers Intensity of Competition • The thing that makes us do what we do • Take the Task Environment… • Imagine the interactions among and between these facets… • How intense are these interactions? • THAT characterizes the nature of an industry's competitive environment Summary • General Environment X Task Environment X Internal Environment =… • COMPETITION! • THIS IS LOTS OF FUN and brain cramps and terminations and chaos… • And from chaos comes… • OPPORTUNITY! What Can This Model Do? • Allows you to determine your competitive position • Determine relative position in each facet • How is your organization positioned in the competitive environment • How competitive is the market Quick In Class Assignment • Where are these organizations in their competitive environment? • What is their future? • The University of Wisconsin-Milwaukee • The Milwaukee Brewers • Best Buy • Five Guys Hamburgers and Fries Blue Island hospital to begin ‘final wind down’ A state board Monday approved a request by the owner of MetroSouth Medical Center in Blue Island to close. The hospital had suspended operations as of the end of September. (Mike Nolan/Daily Southtown) By Mike Nolan In what was ultimately a moot point, a state board Monday approved an application to close by the owner of MetroSouth Medical Center in Blue Island. The hospital, a fixture in that city since 1905, already had suspended operations at the end of last month after the Illinois Health Facilities and Services Review Board had delayed a vote on the application, filed in June by MetroSouth and its owner, Quorum Health. What was termed by Quorum as a temporary suspension of services might get a further look by the state board, which will discuss at its December meeting whether Quorum bypassed the panel’s authority. While the investigation could result in fines or sanctions against the company, it will not affect the closure of the hospital. Following the vote, Quorum said it would begin “final wind down processes” at the hospital and would work with local officials “in hopes of finding a health care-related use for the facility.” “This was not the outcome anyone wanted, but we know opportunities still exist to transform health care delivery in this community,” according to the statement. MetroSouth had more than 800 employees at the time of the June filing seeking permission to close the hospital. MetroSouth also operated clinics on Chicago’s Southwest Side and in suburbs such as Alsip, Palos Heights and South Holland, which also have closed. In seeking approval to close the hospital, Quorum and MetroSouth cited multimillion-dollar losses and underuse of hospital facilities. Of the hospital’s 314 beds, about 30%, on average, were in use on a daily basis, according to the health facilities board and Quorum. In 2017, the hospital had about 80,400 outpatient visitors while the emergency department saw about 45,500 patients, according to Quorum. MetroSouth emergency room personnel and area first responders have expressed concern that longer patient transport times to other local hospitals could impact patient outcomes. The closest nearby hospital is Ingalls Memorial in Harvey, which is 4 1/2 miles, or about 12 minutes from MetroSouth, followed by Little Company of Mary in Evergreen Park, which is a bit more than 5 miles away, or 17 minutes, according to the health facilities board. Area fire chiefs and other first responders, however, have said those travel time estimates are based on ideal traffic conditions and don’t take into account the many freight railroad tracks that crisscross the area. Those hoping the board might deny the application made one last pitch at Monday’s meeting in Bolingbrook. Dr. Laurie Gordon, whose family has long operated a dental practice in Blue Island, said she feared for the city’s economic future should the hospital close, which would also restrict access to healthcare for residents of Blue Island and surrounding suburbs. “Lives and livelihoods are at stake,” she told the board. Gwen Stanley, a Blue Island resident who worked at the hospital, accused Quorum of “choosing profits over patients,” and lamented that “our community continues to suffer and the Southland loses another hospital.” Late last month, MetroSouth officials said the hospital had stopped accepting new patients and closed the emergency department. The actions came just days after the state board delayed a vote on the application to close and after the hospital’s independent general surgery group submitted its resignation. The state health panel postponed action after learning of a lawsuit filed against Quorum and MetroSouth by a potential buyer of the hospital, People’s Choice Hospital. Also, Quorum said Monday it was still willing to abide by the terms of a tentative deal under which it would hand over the hospital to Blue Island. Quorum would make an initial payment to the city of $2 million to keep utilities on and maintain the property while it tries to find a new owner. The hospital, 12935 Gregory St., was founded in 1905 as St. Francis Hospital. It was rescued from closing in 2008 when a for-profit operator bought it, renaming it MetroSouth. mnolan@tribpub.com Leading Transformational Change HCA 521 Fall 2019 Leading Change – “Change is hard”… – “Change is difficult for some people…well, most people”… – “Change is always a problem here” – “Change is too complicated to work here” – “Why change? We’re happy the way things are” – Whine…whine…whine – And on and on and on and on… Leading Change – Change is a process – Use the established systems to implement change – Change takes a period of time unique to organization Leading Change – Some change efforts fail spectacularly – Some succeed beyond expectations – Most are somewhere in the middle Summary – It’s damn hard work that takes time – Failure or partial accomplishment usually correlated with “organization exhaustion” – People get tired of it – It’s distracting – It’s “too much” – Whine…whine…whne Transformational Change Part II Strategic Pathway to Change – Leaders must have a complete commitment to the process – Speed is not the friend of transformational change – The organizational commitment must be total – Change becomes part of the culture – A change mentality is institutionalized as a “good” cultural element Things to Remember – Change is incremental – It builds on each preceding step – Each preceding step Predicts the subsequent step – Beware of… – Change for change sake – Skipping steps for appearance of progress in process – Impatience – Whine...whine…whine The Path to Successful Change – Step One: – Create a sense if urgency – – Focus on competitive position – Examine on longitudinal results (decline in revenues, ignored emerging markets) Establish ways to broadly communicate – Communication should be to a broad audience – Communication should be dramatic in tone – Crises (Potential and real) – Great opportunities – This is where many efforts fail – Failure to motivate Sense of Urgency – This step is crucial – But…many failures occur because of past actions – Crying wolf! – Motivational difficulties – Too many managers…too few leaders – Facilitate frank discussions about the need to change – Include everyone Leadership Needs to Emerge A leader is an individual who can motivate others to undertake meaningful change BUT… A manager only follows a given plan Step Number Two – Create a Powerful Enough Guiding Coalition – This coalition grows over time – The CEO/President MUST be an active and consistent supporter – CEO’s who lose patience or become bored sink change efforts – The CEO must establish a “shared Commitment” in this coalition – Size will vary with organization – This is where the Vision is created…not plans to carry out Vision – Step Three: Create a consistent, unifying vision – A vision says something that clarifies the direction in which an organization needs to move – A Vision helps clarify things beyond a plan and the numbers – Without a clear long term vision…the change process can devolve into a set of confusing and incompatible plans – Failure is littered with a lot of plans, but NO VISION Step Four: Communication – Communication: – A lot of it – Consistency in messaging – Comes from all levels of the organization – Good communications engage broad participation in the process – People want to help shape their own positions – Assists in the “Institutionalization” of the change culture Communication – Overall… – People want to help in organizational transformations – They want to “make it happen” – In many cases there are things that block this – Limited distribution of communication – Too many plans – No leadership Step Five: Remove Obstacles to The New Vision – Remove Obstacles to Change – Managers who don’t buy it – Remove penalties for broad thinking, develop new ideas – Let leaders emerge from all levels in the organization – Get rid of the “Elephant in the Room” – Don’t make people choose between self interest and the new vision Step Six: Create Path for Short Term “Wins” – Path for Short term “wins” – Little positive things add up – Emphasizes the incremental nature of transformative change – Celebrate these short term accomplishment across the organization – The Transformation “War” is better fought across the entire organization Step Seven: Declare Victory When Appropriate – Declare Victory when appropriate – Don’t yell “We Won!” until you have won across the entire organization – If process is not complete, momentum can be stopped dead – Refer back to: – Impatience – Change “fatigue” – Emerging inconsistent agendas Step Eight: Anchor the Changes in the Corporate Culture – Anchoring the transformative changes in the corporate culture – When and where institutionalization is a positive process – Publicly communicate how new approaches, behaviors have improved performance – Take enough time to ensure next generation of top management personifies the new approach – Don’t permit or tolerate backsliding to the “old ways” The Eight Steps – One: Establish a Sense of Urgency – Two: Form a powerful, guiding coalition – Three: Create a Vision – Four: Communicate the Vision (A lot, all the time) The Eight Steps (cont) – Five: Empower Others to Act on the Vision – Six: Plan for and Creating Small Wins – Seven: Consolidate Improvements that Produce more Change – Eight: Institutionalizing the New Approaches What is Implied – There should be constant feed back loops at the beginning, between each step, and at the completion – This is a philosophy that promotes the entire process – Organization will be reinventing itself constantly
Purchase answer to see full attachment