Hospital in Ireland Essay Example | Topics and Well Written Essays - 250 words

Hospital in Ireland - Essay Example Employees miss work for various reasons majority of which are legitimate and others not, but the major reason noted among many hospitals is the reduction in morale (Independent 2014). This is evident in Tullamore Regional Hospital where the morale level is described to be at an all-time low (RTE 2013). This reduction in morale level is said to have been as a result of the HSE threat to close the Throat, Nose and Ear Ward and the cutback of some services and equipment. Medical experts have greatly warned on the impact that is said to  rise from low morale and increase in stress levels among doctors and other health care practitioners (Offaly Independent 2007) The HSE has embarked on a process of motivating the employees and reduce the absenteeism rate by hiring motivational coaches to give a boost to the senior managers’ morale (RTE 2013). This move has is set to support HSE’s succession managements strategy, and they are said to be vitally important in addressing the significant confronts facing the Executive. In reference to the documents published by the HSE, the persons offering the coaching services are required to promote talent growth and increase in leadership teams (Offaly Independent 2007). Forbes. 2013.  The Causes And Costs Of Absenteeism In The Workplace. [online] Available at: http://www.forbes.com/sites/investopedia/2013/07/10/the-causes-and-costs-of-absenteeism-in-the-workplace/ [Accessed: 14 Mar 2014]. Independent.ie. 2014.  HSE hires motivational coaches to give senior managers ‘morale boost’ - Independent.ie. [online] Available at: http://www.independent.ie/irish-news/hse-hires-motivational-coaches-to-give-senior-managers-morale-boost-28944593.html [Accessed: 14 Mar 2014]. Offaly Independent. 2007.  Morale among nurses at an all-time low - News - - Articles - Offaly Independent. [online] Available at:

DISADVANTAGE OF HAVING HOMOSEXUALS IDENTIFY THEMSELVES IN THE MILITARY Research Paper - 1

DISADVANTAGE OF HAVING HOMOSEXUALS IDENTIFY THEMSELVES IN THE MILITARY - Research Paper Example This Presidential Memorandum .also authorized that any evaluations by the Secretary of Defense be an evaluation and implementation which is to be accomplished in a practical and realistic way, in accordance with the elevated standards of combat efficiency and unit cohesiveness that the United States Armed Forces must keep (Rand Corporation, 1993). Rands National Defense Institute evaluated an ample range of topics which are of interest to the subject of the disadvantages of homosexuals disclosing their sexual preferences in the military. Seven foreign countries were examined and recommendations on the subject was sought from the police and fire departments of six American municipalities. This was accomplished in order to learn from the experiences of other individuals in other organizations with regards to the influence of the disadvantages of individuals disclosing their homosexuality on the preparedness and cohesiveness of those units. Public opinion with regards to the disadvantage of homosexuals disclosing their sexual preferences was examined, inclusive of the perspectives of military personnel who were serving on active duty. Scholarly literature on the effects of homosexuals disclosing their sexual preferences was consulted and the related health implications were also examined.. A variety of legal and enforcement topi cs were examined in the research of the disadvantages of homosexuals disclosing their sexual preferences in the military was consulted (Rand Corporation, 1993). The conclusions of their research is the following: Implementation of these requirements as to the appropriate conduct of military personnel, regardless of perceived sexual preference by the administrators at every level of the command structure (Rand Corporation, 1993). This policy of equal treatment and non discrimination was to be concise .and

Police Should Not Have Unlimited Power Criminology Essay

Police Should Not Have Unlimited Power Criminology Essay Corruption of authority is when an officer receives some form of material gain by virtue of their position as a police officer without violating the law. Police may use their authority to get some extra income when dealing with criminal. It is most commonly happen when police dealing with traffic offenders or maybe a murder. Police may receive some pocket money, when the traffic offenders are trying to escape from traffic tickets. It happens every day in our real life. Bribery will be happen if the murder criminal is a richer, they can even escaped arrested with money. So when bribery is happen, the richer criminals do not need to be punished by law. The truth cannot be found, the victim cannot find the murderer. The unsolved crime is gradually increased. Favoritism and nepotism also is the reason may cause innocent. Police may actually protect the people they would like to protect, such as their family even they are likely to be criminals. The fabrication and destruction of evidence may happen due to escape legal of sanctions. With such behavior, is often result more victims and more innocent events. This is actually unfair to the public. These are also the reason why we still have lot of unsolved crime in our country. Police are human, human are prone to error. Unlimited power means police dont have to abbey the law or the constitution. Meaning they are allow to do absolutely anything to the suspects of the crime. There is now the era of numerous incidents of police brutality against criminal suspects resulting in serious injuries and deaths. The police may use abuse on the suspects who may actually innocent. There have been several cases involving. This was certainly the case in the deaths of three innocent school boys who were shot dead by the police. The police said they ignored orders to surrender and opened fire at police personnel. It was great suspicion of foul play, because there is no witnesses, no police cars with bullet shots, no wounded policemen. Where there is a death by police shooting, the authority alleges that the deceased attacked and the police acted in self defense. Families of those shot dead have often protested that the deceased had no history or track record of any crimina l activity, again raising questions about the veracity of police claims. The police may assume the things they do to be helping society, such acts may include violence towards the suspect. However, the victim may feel unfair, but still, since the right is given to the police, they are not responsible in inflicting damages to the victim. A string of vicious murders by the police on suspects have left the nation loathe and distrust the police for the police force. It is very difficult to believe that these deaths are caused by the very institution is supposed to protect and preserve justice, even to those who are suspected individuals. This is not the usual situation of having to put up with police corruption, misconduct, mistreatment and heavy-handedness as part of our life everyday life. It will continue to happen as long as the police have the discretion and unlimited power in their hands to interpret as they like the Federal Constitution. Social unrest may also occur due to the police having unlimited powers, the victim may feel unfair due to police corruption. Riots might happen due to the seeking of justice for the victim may result. Social unrest may cause our country political unstable. Social unrest not only will cause the loss of many innocent lives, it will also in the drop of our economic level, Foreign investors will no longer take interest in investing in a country with internal conflicts. Such an incident is similar to that of the 1992 Los Angeles riots which were sparked when the jury acquitted four police officers accused in the videotaped beating of black motorist Rodney King when he resisted arrest. Looting, assault, arson and even murder occurred. The country took a long time to settle the unrest, resulting in loss of revenue for the country. This shows how a country can adversely affected due to unlimited powers given to the police, this all actually can be avoid. It is important to the government to overlook the effect of giving such right to the police before doing so ensure best to the country and its people. In my opinion, police should not have unlimited power when dealing with crime. Although the police have ether assumed or have been assigned responsibility for dealing with many more of complex crime and social problem, but their job is to service people. The mission of police is to control crime, we expect them to perform, a crime control role. They should not be giving authority to judge a criminal. Their job is to find out the criminal and left them to legal sanctions.

Louis Riel Essays -- essays research papers

Patriote or Traitor? Louis Riel was born in 1844. He was captured and executed by Canadian authorities in November 16, 1885. He was a leader who gave up his life and time to fight for the right of the Metis, Indians and the western settlers. He was an well-educated young man fluent in both French and English. He was also selected as the Metis’s spokesman to negotiate with the Canadian government. During the 1869-70, he led the rebel when Canada purchases Manitoba from the Hudson’s bay company. Also, he organized and led a similar rebellion in 1885. Above all, is he a patriote or a traitor? It was inappropriate to accuse Riel as a traitor. He tried to defend the traditional rights of Metis and made sure they treated as equally as the British subjects. Riel was a patriote, who passionately love, supported and defended his people. He was also a serious and thoughtful person who dedicated his life to help others. Metis, Native Indians and western setters were all very proud of and respected thi s leader because of his life long effort. He was a person who was willing to step up and told the government what they needed. Riel never wanted any violent, in fact, he wanted to use peaceful methods to achieve the changes they desired. Moreover, he had no intention to declare independence nor to take over Canada. Unfortunately, Canadian government did not realize the difficult situation of the Metis. They kept ignoring and disregarding their demand. Consequently, these people were forc...

Photosynthesis Rate

Photosynthesis Lab Before you begin, save this Lab Report Template on your computer as LastNameAPBIOPhoto Read all the instructions below BEFORE you start! 1. Please go to the following website: http://www. biocourse. com/mhhe/bcc/domains/biolabs. xsp 2. Scroll down and click on the link to Photosynthesis. It is the 6th one down on the left. 3. Read the instructions for entering the virtual lab. There is background information in the online lab manual that will be helpful in interpreting your results. Please review the steps in the light and dark reactions of Photosynthesis BEFORE or WHILE you are completing this lab simulation.You may want to have your textbook open to refer to while you do the lab. You may also need to use additional sources of information. 4. Remember to cite ALL external sources that you use, using proper MLA style. 5. YOU DO NOT NEED TO ANSWER THE ONLINE QUESTIONS, but you should think about them as you proceed thorough the lab. Note: Lab Instructions start on t he next page! Experiment 1: Habitat and Photosynthetic Rates Predict the relative photosynthetic rates of plants from a shaded rainforest floor, a coastal region with moderate light, and a sunny desert:Rainforest Prediction: ____________________________________________ Coast Prediction: ________________________________________________ Desert Prediction: _______________________________________________ a. Continue to the simulation screen and click Clear Data and click the Native Habitat tab b. Select Rainforest floor and then click Graph Data c. Repeat for Coast and Desert. d. Record your results in the Table 4-1, reading the data from the online display e. Graph your data using Create-a-Graph (http://nces. ed. gov/nceskids/graphing/) Results Experiment 1Data Table 4. 1: Habitat and Photosynthesis at Different Light Intensities Light Intensity (foot-candles)Photosynthesis Rate (mg CO2/g fresh leaf) RainforestCoastDesert 0 5 10 15 20 25 30 35 40 45 50 Analysis Experiment 1 a. How is p hotosynthetic rate measured? b. Explain why the photosynthetic rate is negative at low levels of light intensity. (HINT: Is there a net uptake or release of CO2 at low light intensity? ) c. Which of the 3 types of plants had the highest photosynthetic and which had the lowest? d. Did this observation agree with your predictions? . Indicate factors that might be associated with the differences in photosynthetic rates in the 3 types of plants. f. At what light intensity level did photosynthetic rate level off? Was this light intensity the same for all plants? g. Explain why the photosynthetic rate levels off. h. Is there a relation between light intensity and leveling off of photosynthetic rates in the different plants? i. Explain how plants become acclimated to light levels normally found in their native habitat. Conclusion Experiment 1: Short, testable statement! HINT: Rank the plants from high to low photosynthetic rate) Experiment 2: Light Color and Photosynthetic Rates Predict th e relation of carbon dioxide level and photosynthesis rates: Prediction: ____________________________________________ a. Click Clear Data and then the CO2 levels tab b. Select 274 ppm (parts per million) and click Graph Data c. Repeat with 370, 740, and 1000+ ppm CO2 d. Record your results in the Table 4-2, reading the data from the online display e. Graph your data using Create-a-Graph (http://nces. ed. gov/nceskids/graphing/)Results Experiment 2 Data Table 4. 2: CO2 Levels and Photosynthesis at Different Light Intensities Light Intensity (foot-candles)Photosynthesis Rate (mg CO2/g fresh leaf) 274 ppm CO2370 ppm CO2740 ppm CO21000+ ppm CO2 0 5 10 15 20 25 30 35 40 45 50 Analysis Experiment 2 a. What is the relation between CO2 levels and photosynthesis rates? b. Indicate where and explain why the photosynthesis rates level off at different levels of light intensity. c. Are CO2 levels a rate-limiting factor? Explain. d. What is a greenhouse gas? e. What is global warming? f.Suggest a possible relation between plant function, greenhouse gases, and global warming. Conclusion for Experiment 2: Short, testable statement! (HINT: Indicate the relation of CO2 levels and photosynthesis rate) Experiment 3 Predict the relation of light color and photosynthesis rates: Prediction: ____________________________________________ a. Continue to the simulation screen and click Clear Data and then the light color tab b. Select white light and click Graph Data c. Repeat with red, blue, green, and yellow light d. Record your results in the Table 4-3, reading the data from the online display e.Graph your data using Create-a-Graph (http://nces. ed. gov/nceskids/graphing/) Results Experiment 3 Data Table 4. 3: Light Color Photosynthesis at Different Light Intensities Light Intensity (foot-candles)Photosynthesis Rate (mg CO2/g fresh leaf) WhiteRedBlueGreenYellow 0 5 10 15 20 25 30 35 40 45 50 Analysis Experiment 3 a. Which light is most effective in driving photosynthesis rate? b. At what light intensity does the photosynthesis rate level off for white light? c. Why does the photosynthesis rate level off for white light but not for the individual colors? d.Which colors, other than white, are associated with the highest photosynthesis rate? With the lowest? e. What colors of light do plant leaves absorb during the growing season? f. What colors of light do plant leaves reflect during the growing season? g. How does chlorophyll interact with accessory pigments to broaden the spectrum of light for photosynthesis? Conclusion Experiment 3: Short, testable statement! (HINT: Rank the colors from high to low photosynthetic rate) Reflection: Statement about what you learned from this lab simulation. (NOTE: The reflection should be AT LEA

Managing Change in Organisations

Master of Business Administration Assignment Programme Title: University of Wales MBA (Project Management) Student Full Name: Raji Shakirudeen Damilare Student STU number: STU32417 Student Email Address: [email  protected] com Module Name: Managing Change in Organisations Word Count: 4273 words Submission Deadline: 16 July, 2012 TABLE OF CONTENTS CHAPTERPAGE CHAPTERS CHAPTER 1 – TASK 1 3 – 5 * Introduction3 * Nature and Scope of Change3 * Major Drivers of Change4 CHAPTER 2 – TASK 26 – 10 * Key Issues and Challenges6 * Action plan 9 CHAPTER 3 – TASK 311 – 14 * Change implementation 11CHAPTER 4 – Task 415 – 16 * Change success 15 * Conclusion 16 REFERENCES 17 CHAPTER 1 TASK 1 1. 00INTRODUCTION Background: Operational wastes come with a lot of cost and it is generated in many forms within an operational system. The intention of any profit making organisation is to maximize customer’s values and yet minimize the waste. Aim and Structure: The assignment will identify areas that will be compelled by the Total performance management TPM as an improvement to the existing system. It will analyse the key contents and benefits of TPM implementation.It does also seek to outline the scope of the change, dealing with key issues and providing actions plans using relevant models. The assignment will evaluate the change models application during the implementation phase, measure in milestones the change success and provide adequate feedback on success recorded. 1. 10NATURE AND SCOPE OF CHANGE Meeting production targets will not be enough anymore to judge production performance if records of customer complaints, rework or defects, overproduction, over processing, delayed inventory, human and equipment breakdowns, administrative delays caused by the bureaucratic setup and low team spirit.Total performance management TPM is an effective performance pillar with nine key components that is designed to completely re-eng ineer the system, integrate functions and take functional expertise into the value creation process. In particular, it is focused on supporting frontline personnel and frontline leaders to eliminate operational waste that will guarantee the optimization of all manufacturing and production processes. The TPM pillar descriptors to be used are: 1. Autonomous Maintenance: This pillar aims to improve equipment reliability through equipment care. . Planned Maintenance: This is a step by step process for improving facility maintenance. 3. Education and Training: This pillar enhances focused knowledge and capability building. 4. Focused Improvement: This pillar provides a structured method to identify and prevent problems. 5. Early Management: This pillar is directed towards the development, design and implementation of new technology and strategy that will cope with the future. 6. Quality Maintenance: This pillar aims to create a system incapable of producing quality defects. . Office: Thi s pillar focuses on ensuring LEAN and error free business processes. 8. Safety Health Environment: This pillar aims to ensure elimination of unsafe behaviours and conditions. 9. LEAN Factory: This pillar focuses on LEAN Thinking specifically applied to logistics management. NCE Introduction (2009, pg 8) 1. 20MAJOR DRIVERS OF CHANGE Key drivers of change are listed and described as follows: Improved Production performance: Production performance is greatly affected by incessant machine and human breakdown.It will be necessary to implement a comprehensive shift management programme and strategic maintenance management system to improve the system. Re-engineered Inventory management: Factory inventory tracking system has been poorly managed, thereby impacting on consumables and spare parts management. Maintenance management system is undermined or sometimes ignored as a result of poor inventory control. Inventory management needs to be re-structured to speed up the existing system proc esses, by providing an effective system application tracking software that will eliminate the threat of delay and low productivity.Optimizing logistical management: Raw materials stock management continues to be affected by late deliveries and poor stock management system. Production plans are disrupted, production volumes are not met and consumers are faced with products scarcity. Early management is required and implementation of a comprehensive system application tracking software that will re-structure the logistical management system to cope with increasing activities. Minimised operational cost: Defected products are separated during production and routine quality checks.Products are also return from markets for quality reasons, thereby resulting to rework and reprocessing which will increase the operational cost of producing a product more than ones. Total quality management strategy will be required at the shop floor. Customer delight: Series of customer complaints have been recorded on products defect, short counting, late delivery and products scarcity. Scarcity provides the advantage to competitors to fill the vacuum created by our ineffectiveness and poor operational management. Market growth:Market projection have shown a steady 10 % annually increase, which means that the total business will be tripled in the next 10 years (MBS, 2009). This forecast has proven to be realistic and achievable from the growth trend recorded in the past ten years. NCE document (2009) Total performance management system will enhance manufacturing and production performance, positioning us for the future opportunity. Excel in compliance: Factory’s existing quality, safety and environment system standards and guidelines are currently managed independently.As these systems are interrelated, they will be integrated into a single management system. This will allow a simplified process for compliance, auditing and improved focus on the specific compliance aspects. Go vernment policies must be fully adhered to enjoy an enabling environment and imbibe best practices within the organisation. Creating Competitive advantage: Part of the main drivers of change is the presence of a strong competitor that is working hard to take over the market. In the modern world of advanced technology, trade secrets cannot be the only advantage that must be possessed.All competitive gaps that are created must be closed by ensuring availability of quality products to the market, delighting consumers at affordable price. Improved marketing strategy will be appropriate. CHAPTER 2 TASK 2 2. 00KEY ISSUES AND CHALLENGES This chapter is expected to identify and define major issues and challenges that have resulted to the generation of operational waste. The cause and effect analysis (Fishbone diagram) will be adopted to define the major problems, brainstorming will be achieved applying the affinity chart that will help categorise related issues and identify the major causes of the problem through Pareto.Problem Definition: Operational wastes have been recorded in so many forms across all major departments. Waste is not anymore limited to tangible and physical objects, but has spread deeply into key aspects of daily operations. Failure to meet production target is a major waste, which can result to increasing production cost, products scarcity and quality issues hereby posing a huge risk to the system. Brainstorming What are the major causes of Operational waste that have been identified in the system?Collective ideas are highly needed at this stage of problem solving, where key players with common objective brainstorm and come up with pool of ideas or suggestion that could lead to the actual cause of operational waste. After a long brainstorming session and thorough investigation, the change management team have come up with list of possible causes of operational waste generated from log sheets across the departments. The group contains different memb er from different school of thought, which have resulted to the initial generation of a large list of possible causes of the challenge.The list was streamlined at random and major possible causes where picked and listed in the table below; System Failure| Lack of operational knowledge| Increased production cost| Customer compliant| Rework / Defects| Production targets failure| Weak quality management system| Lack LEAN mindset| Poor logistics management| Poor inventory management| Ageing equipments| Low production output & performance| Raw material variation| Finished product late delivery| Poor production output| Manual operations| Poor maintenance management system| Less commitment & Engagement| Defected products| Equipment Breakdowns| Safety issues| Poor communication| Poor mindset / Behaviour| Network disruption & Failure| Figure 2. 0. 01 Random selection of major problems The Affinity diagram will help regroup and sort listed problems into related categories in the 6Ms format as illustrated below; People Machinery Ageing Equipment Low production output Poor operational knowledge Less commitment Low production performance Safety issues Poor production output Poor communication Poor mindset / Behaviour Manual operation Equipment breakdown Material Raw material variation Rework / Defect SystemPoor logistics management Production target failure Late delivery of finished products Checks / Control Poor maintenance management Network disruption Weak quality management Increased production cost Process System failure Lack of LEAN mindset Defected / Rejected products Customer complaint Poor inventory management Figure 2. 0. 02 Affinity chart for Operational waste Identify major causes: The problems illustrated in the affinity chart in figure 2. 1. 01, shows a list of possible causes of the problem, categorising them into key six major categories that could be the summary of the possible causes of the problem.The cause and effect diagram will provide a clearer pictu re and additional insight to further link the possible problems from respective sources showing the potential primary and secondary source of the problem, based on the findings of the change team. The major problems have been clearly identified and linked into various sources in a cause and effect diagram as shown in figure 2. 1. 02 below, it is imperative to analyse further the frequency of occurrence of these problems using Pareto. The referring log sheet shows the rate of recurrence of some problems more than the other and clearly defines the effect on daily operations. Figure 2. 0. 03 Cause and Effect diagram for operational waste Figure 2. 0. 4 Pareto chart for operational waste Referring to the Pareto chart above in figure 2. 1. 03, it shows clearly that â€Å"low production output† and â€Å"production target failure† have occurred more frequently than â€Å"low production performance† and others with same frequency of occurrence. The occurrence of most o f the listed problems seem on the high side and needed to be treated as such, having recorded low incidence on problems like â€Å"manual operation†, â€Å"raw material variation† and â€Å"network disruption† which should not be underrated, has it is assumed that most of the major problems recorded could have triggered them as remnants.This invariably indicates that when the bigger problems are completely resolved, it takes care of the ones with low occurrence. The machinery category is the highest contributor of the operational waste, ranging from the machine condition to operations, but seconded by the people category that have in actual sense contributed the largest share of the problems that have made the system unhealthy. Checks, system and process category have their own share in terms of occurrence recorded, this makes it difficult to ignore any of the listed problems no matter how little, because it could develop to a complex and epidemic challenge that will take longer time to solve.Operational waste action plan Prepared by: Change management team. Summary: Operational waste has been generated across the 6 categories of challenges recorded in the organisation, translating clearly the areas that require swift response to change and improvement. The problem solving techniques adopted have identified the root cause of the operational waste and the major area that requires concentration. It is imperative to prepare an action plan to tackle the listed challenges. Solution: The main goal is to implement Total performance management TPM into all functions as the solution to operational waste. 2. 10ACTION PLAN Goals| Measures| Responsible| Target Date|To provide a unique maintenance strategy (Autonomous and planned maintenance). | Perform daily operational review at the shop floor, weekly operational review at the management level to track improvement and report achievements. Report weekly maintenance plan and execution. Measure line per formance and efficiency against set target. | OperationsOperationsManagement| January, 2013January, 2013January, 2013| To lay more emphasis on personnel training and development. | Get training feedback from trainees. Subject trainees to knowledge checks and exercises. Track personnel improvement against line performance. Use performance evaluation to appraise personnel. | HR| January, 2013| To improve in quality management system. Provide in-line quality checks system. Record defects and investigate the root cause. Embark on monthly market visit. Record batch sampling quality. Communicate quality status monthly. | Quality assurance| January, 2013| To be safety conscious at all time| Commence SHE observation and report area weekly safety status. Perform random safety checks. Carryout monthly safety drill to check and re-communicate awareness. | Operation / Management| January, 2013| To introduce early management approach. | Provide detailed template on early management programming. Provide feedback from early management plan and communicate the achievement on implementation. Management| April, 2013| To implement LEAN thinking, system and mindset. | Outline system layout in LEAN concept and map out areas according to compliance. Track awareness level in all staff. Check LEAN mindset reflection in reporting and follow-up. Report cost saving from LEAN implementation. | Operation / Management. | July, 2013| To focus more on continuous improvement. | List areas of continuous improvement, outline changes and business advantage. Compare changes â€Å" before and after†Track improvement progress against global objectives. | Operation / Management. | November, 2013| Fig 2. 1. 01 Action plan for the implementation of TPM CHAPTER 3 TASK 3 3. 0 CHANGE IMPLEMENTATION Change implementation requires strategic and logical approach which can only be analysed using basic change management models that clearly describes the steps to effective implementation of change. The change implementation will be evaluated in more than one change management model to better outline the model that will be more effective to this particular change implementation. Kurt Lewin and John Kotter models of change management will be critically evaluated as the options for the implementation of TPM. The models will be compared to properly decide on the best option the managers can adopt during implementation.Kurt Lewin Model: Lewin (1951) Model gives simpler overview of change implementation, although it is assumed that conditions exist because of competing forces that are in equilibrium. To effect any change, the force must be adjusted. Cited by F. Ashton Blog (2010) Change or Transitional Refreeze Unfreeze Lewin model comes in 3 stages namely; unfreeze, change or transition and refreeze. The idea is focussed at the implementation of change in an organisation that is already accustomed to a particular mindset and ideology. Existing mindset, ideology, system, attitude and pe rformance TPM fully integrated as a guide to excellent performance. Implementation of Total performance management Fig 3. 0. 1 Lewin Change model Kotter Model: Kotter’s (1996) 8 steps model of change is a top down approach that provides a wider range for change implementation. This change model is linear and it predicts the change processes in steps that identify core areas that should never be neglected if a change where to be effective. Fig 3. 0. 02 Kotter Change model Source: The Change Management Blog (2009) Model Comparison At the first stage of Lewin’s model of change, leadership comes up with the unfreeze strategy that will alter or disengage the existing system practices.It targets the root cause of the problem, by providing the best assumption using the force field analysis to factor out the pros and cons before considering implementation. Unfreezing is carried out at the leadership level, based on assumptions from the analysis. Unlike the first stage in Kot ter’s model that clearly emphasise on the need to first establish a sense of urgency from top-down, by carrying along all members of staff from the inception of the change implementation, sharing with them the reason change is necessary at the time and also help to identify the protagonist and antagonist to the change. Although the force field analysis applied in unfreezing stage also consider the driving and refraining force for the change, but it is clearly based on assumptions.The Kotter’s model starts change communication from the first step of implementation, where preliminary information have been provided for all to brainstorm about, not streamlining it only to the leadership. The second step is aimed at constituting a powerful coalition that will form the formidable, experienced and result focussed change management team. Rather, in Lewin’s model change management team are selected are at earlier stage based on management’s decision. Creating a vi sion for change is the third step in Kotter’s model, where all the ideas, thoughts and brainstorming that have been collected by the change management team are streamlined and integrated into company’s objectives and vision. Perhaps no idea is foolish and the collective enquiry to solve major issues gives employee the sense of ownership and esponsibility towards achieving the collective goal. Lewin’s model distorts an existing system with the intention of introducing or improving a system. This idea and vision comes from the management, who have practically analysed the major problems based on their experiences and knowledge of the company’s objectives. The transition stage, which is Lewin’s second stage for change modelling provides the actual implementation of change. This stage is the roll out phase of change to all employees â€Å"official launching†. This stage seems to be the hardest as the existing ideology, mindset and processes are unfrozen either to extinguish or modify to a new system.The fear of the unknown and resistance may be recorded. That is why Kotter and Lewin emphasise more on communication at this stage. Communication becomes the tools for change campaign. At this stage continuous training and coaching is very key to acceptability and embrace. Kotter identifies communication as a day to day affair and ensuring that antagonist are converted and the supporters are maintained and developed to live the change. Lewin’s transition stage encompasses communication in all forms. Perhaps might take more time than anticipated to achieve the level of acceptance needed, it requires consistent coaching and training to get the buy-in of all employees.Kotter insist that after communication have been initiated, though it is a continuous process but will definitely meet some deadlocks, ranging from the unacceptability, fear of the unknown, structures that do not support the change and the vision. The fifth st age identifies the major deadlocks and provides the right approach to solving them. Lewin’s transitional stage give a lot of room for neglect of some major deadlock identification, hereby living some elements like virus behind, that could develop to catastrophe in the future or even hinder this change process. Lewin’s last stage is the refreezing stage, stability establishment is the main objective once the change has been effected and accepted as part and parcel of the system. The intention is to strengthen and reinforce the change implementation, allowing for full integration by all functions.The new change is freeze and continues to monitor progress of implementation, bearing in mind that change will be continuous and can never be permanent. Theoretically, Lewin target the adjustment of the force field to adequately buy-in employees to acceptance and embrace of the change. The change is integrated into the company’s structure and system and refreezes as the n ew outlook of the organisation. Part of the reason the Lewin’s model could take more time to be fully integrated is the lack of comprehensive practical application that influence acceptance. It is important to target a feedback mechanism that will encourage a swift change embrace.Kotter’s sixth step encourages the need to create a short-term wins that will motivate employees further. Employees deserve first hand information on the benefits recorded so far to elevate their confidence and also management to gain more support from all. The best way is to set milestones where employee’s achievements can be celebrated and recognised. Kotter believes in continuous improvement, that is his main model in the seventh step. Change cannot be cast on stone that will not require further improvement; it requires building upon to achieve maximum effectiveness. The short-term win has various advantages, part of it is the opportunity to see other areas that need improvements and explore other options to achieving set objectives.Lewin’s refreeze does not show the required detail to record areas of further improvement, because the mindset of the employee already fixed on the refreeze syndrome. Managers should consider the Kotter’s model as it also adopts the concept of refreezing, but in a different manner. He believes that when change is stick completely into the system, it should become parts and parcel of the organisation, like a revised constitution that have been adopted, but requires further improvements. It re-emphasises the need to continuously maintain the support of the management and all employees to avoid falling back to the initial problem. TASK 4 CHAPTER 4 4. 00 CHANGE SUCCESSTo assess change management effectiveness, leadership needs to focus on measuring the progress of the change implemented to ensure they are moving on the right direction. To achieve this effective implementation, milestones and measure are required to effecti vely measure the progress and performance of the change. The performance measures are categorised in 7 stages namely: 1. Internal Performance Assessment. When change is assumed to be completely implemented, the organisation needs to be certain of these assumptions. The reason they involve an independent internal audit team to track change implementation progress, using the qualitative and quantitative monitoring approach in determining the level of compliance.Employee change appraisal survey is forwarded to all functions to get the right feedbacks. Individual functions will be audited and informed of areas that still require more attention, compliance and improvements. At this stage, the organisation is certain of the level of compliance and areas that requires more concentration before the pre-assessment and full assessment that will be carried out by external auditors. This usually takes about 3 months before pre-assessment. 2. Performance Assessment. It is important that a pre-as sessment is done after the first nine month of change implementation to effectively measure the level of compliance and adherence to the new change.The outcome of each pre-assessment must define the status of the change as to â€Å"what the goals are â€Å", â€Å"where we are now† and â€Å"where we are going†. The pre-assessment must also measure individual progress using a five-level commitment scale to monitor the commitment level of employees during implementation and then choose specific strategies to help individuals progress through the five levels. Level 1: Awareness: Measure the level of awareness in all functions. Level 2: Acceptance: Measure level of acceptance. Level 3: Application: Measure skill level of employees. Level 4: Adoption: Measure level of adoption and reflection in employee’s daily activity. Level 5: Advocacy: Share and accept feedback amongst employees.The full assessment (gate opening) will be done six month after pre-assessment cer tification and correction of other identified areas of improvement and a yearly post-assessment will also be carried out. 3. Perform Customer Satisfaction Survey This is the next step of assessment performance provide a gauging mechanism to monitor customer satisfaction as a tool to benchmark with acclaimed internal operational success. Feedback is vital from the customers and are closely monitored, recorded and acted upon immediately. This is a continuous exercise. 4. Measure the Volume of Defects We cannot hide from the fact that perfection is nearly impossible, but we must put measures in place to track and check level of amount of rework or defected recorded compare difference with the previous system.System must be in place to ensure that defects are be recorded as they occur and subjected to root cause analysis to check if we still maintain residual problems and follow is the rectification. Key performance indicator KPI is to see reducing trend in the volume of defects generat ed over a period of time, showing the percentage of improvement. 5. Measure the Volume of Failed Changes When measuring success rate of changes being implemented, we must be able to define â€Å"what is† and â€Å"what is not† a successful change, and the criteria being used for each definition. SMART (specific, measurable, achievable, relevant and timely) criteria must be in place where changes are reviewed for success.The KPI is to see the level of compliance increasing, showing the percentage of improvement. 6. Measure the Services Performance Service performance is wide to measure in one piece, so functions shall have a different KPI to measure their performances which is then cascaded to the organisation. Internal and external auditors perform assessment exercise to check impact on indicators, compliance and adherence to the operational documents. 7. Calculate the Return on Investment The main purpose for the implementation of Total performance management is to de light our customers, create competitive advantage and enhance operational performance. The change implementation comes with cost and it must also beget remarkable financial benefits.We must measure and record the saving generated across all functions. Source: Mark, S (2008, pp 2-8) 4. 01 CONCLUSION To reduce operational waste to an acceptable state, the introduction of Total performance management is the solution. We have defined the major causes and the possible solution to be implemented. Solution comes with measures and deadlines, if achieved will provide the positive benefit that is targeted. The benefits from change implementation are targeted to continuously meet company’s objectives in delighting customer’s satisfaction, creating competitive advantage and compliance. The objective is to maximise profit at the best minimum cost.Measure, milestone and deadlines are in place, which are guided by the application of renowned change management models to ensure the rig ht approach to introducing a new change conforms to the company’s culture and objectives. Effective application of the control and monitoring mechanism to track effective transition as illustrated in change measures have enabled the changes to be effective. We have tracked and recorded minor deficiencies which are a result at the acceptance stage of TPM have since been resolved. Positive feedbacks received from customers and remarkable records of decreased customer complaints, because of the new quality management check in-house that has guided quality production output. REFERENCES Woolnough, M. , 2009. Glossary for Nestle continuous excellence NCE document, Nigeria Pg 2 – 3 Ashton, F. , 2010. Lewin Model (K. Lewin, 1951).Available from: http://www. ashtonfourie. com Blog (Accessed 6 July 2012) Kotter, J. , 1996. Leading Change. Available from: http://www. mindtools. com (Accessed 6 July 2012) Mark, S. , 2008. Measuring success- Ideas on how to show that real benefits are being delivered, Fox IT, Pg 2 – 8 Holger, N. , 2009. Change Model 3: John Kotter's 8 Steps of Leading Change. Available from: http://www. change-management-blog. com (Accessed 13 July 2012) Lewin Model. Available from: http://www. change-management-coach. com. 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