Search for a company whose leader used Theory E to drive the changes and another company whose leader used Theory O to drive the changes. Compare and contrast the two companies, including profitability. Which of the two theories would you use to drive the change? Why? Is effective communication more important in one theory than the other? Why or why not? Use and cite a minimum of three scholarly references beyond the texts used in the course to defend your reasoning. Follow Up Posts

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Change is not a one-size-fits-all concept. There are many different approaches to change and each one has its own strengths and weaknesses. Some change strategies work well in some situations but not well in others. The key is finding the right method for your situation or perhaps even a mix of more than one, taking the best of each approach and making it fit your needs.

Initial Post Instructions

Search for a company whose leader used Theory E to drive the changes and another company whose leader used Theory O to drive the changes. Compare and contrast the two companies, including profitability. Which of the two theories would you use to drive the change? Why? Is effective communication more important in one theory than the other? Why or why not? Use and cite a minimum of three scholarly references beyond the texts used in the course to defend your reasoning.

Follow Up Posts

After your initial post, read over the items posted by your peers and your instructor. Select at least two different posts, and address the following items in your responses:

i. What insights did your peers share on Theory E and Theory O that will help you better understand and implement these theories?

ii. Do you agree with your peer’s assessments of Theory E and Theory O? Why or why not?

 

Sylvester Lloyd 

 

The biggest challenged organizations face today is managing of corporate change, and change is a must if any business expects to remain competitive. But businesses have a tendency resisting change which leads to businesses failing because of changes. In order to perform this challenging task of bringing the desired change, the two most famous approaches are Theory E and Theory O. But there is nothing wrong trying both theories.

Theory E is the hard line approach bringing about change, and using this method toward restructuring downsizing, layoffs, and economics incentives and in this structure the shareholders the more successful as well.

Companies that use Theory E for change are Amazon to maximize the economic values and Wal-Mart used this theory for restructuring to compete with Amazon.

Theory O is not as strong when bringing about changes because it emphasis on developing culture and human capability to focus on organization learning, behavior, commitment, input, and employee conduct. Companies that used Theory O to drive change are Richard Branson Virgin and Hewitt Packard.

Comparing Amazon and Hewitt Packard brings me determine Amazon applies the approach based on economics incentives and profits and Hewitt Packard was based on organizational capabilities.

Theory E requires directional approach whereas, theory applies consultation and full participation, Theory E communication is applied top-down and theory O is bottom up communication is applied.

Out of the two theories in my opinion, Theory O seems to be the best chose because communication and the power it carries and its importance.

https://twitter.com/amazon?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor

Nohria Nitin &Beer Michael. Cracking the code of change. 2000. / Change management, Harvard business Review, May-June 2000 Issue

Biech Elaine, Thriving  Through Change: A Leaders Practical Guide to change Mastery. 2007. ASTED, pg. 23

Chad Watkins 

 

There are two primary theories of change that are utilized by businesses.  The theories revolve either around principles of increasing economic value, or to improve organizational capability.  Theory E changes emphasize the economic value that is measure purely by shareholder return (Beer, 2000).  Theory O is an approach that focuses on investing into the organization to develop corporate culture and capability of employees thru teamwork and communication.  Both strategies have benefits, but a successful approach typically utilizes a mixture of both approaches.  An appropriate combination of both approaches are likely to achieve sustainability in the long run.

An example of an organization that has utilized the strategies of Theory E changes would be McDonalds.  Over the past several decades McDonalds has been a leader in maximizing the inputs of time, money, and resources to optimize outputs (Hughes, 2017).  They have incorporated automation in areas in which opportunities to improve performance outcomes were identified.  This has maximized operational efficiencies which has resulted in a significantly increased economic valuation.

Companies such as Toyota have utilize Theory O changes to strengthen the organization.  For example, Toyota focuses on maintaining a high level of motivation.  Toyota utilizes open forums and allow employees to have input on process decisions.  Toyota has a program that allows frontline employees to come up with and actually test new tools and ides on the assembly line (McGregor, 2015).  Even though Toyota focuses energy into Theory O changes, they also utilize the principles of Theory E by developing the Toyota Production System.  This is a manufacturing strategy that takes a logistical approach to reduce waste, improve productivity, and enhance the lean aspects of production (Spear, 2004).  This system has been utilized in the manufacturing arena globally.

I feel that an approach like Toyota’s is most appropriate because it is a combination approach.  It is important to focus on economic value for organizational growth, yet it should not be the primary or only focus.  It is equally important to focus on improvements in the culture or moral of a department.  A heightened morale of a department will create longevity which will also translate to increased economic value.

References:

Beer, M., Nohria, N., Cracking the Code of Change. Harvard Business Review. May/June, 2000.

Hughes, B., How Business Process Management Will Change Your Small Business. The Huffington Post. December 6, 2017.

McGregor, L., Doshi, N., How Company Culture Shapes Employee Motivation. Harvard Business Review. November, 25, 2015.

Spear, S., Learning to Lead at Toyota. The Harvard Business Review. May, 2004.

Use easy‐to‐understand language and examples of assessment results with graphs, diagrams, and pictures as needed.

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Assessments are used for many different purposes in the K‐12 educational setting. For example, assessments are used during classroom instruction to measure students’ learning related to the academic content, and different assessments are used to measure students’ overall cognitive, physical, or social‐emotional abilities. Regardless of the assessment type, there are specific terms that are often used related to assessments. It is often the responsibility of the special education teacher to explain assessment terminology to families.

Understanding the terminology used in the formal assessment of students who have or may have a disability is a vital first step for collaboration with families. Having such knowledge will assist families in understanding the uses and limitations of specified assessments. Teachers are then able to collaborate and consult with families in a productive manner to inform student‐based decision making.

Student assessment results from formal, standardized assessment tools are often statistically based and can be very difficult for families to understand.

Write a 500‐750 word article to post on the parent page of the school’s website explaining assessment methods and the basics of statistics used in formal adaptive behavior assessments. The article should be creative and accurately explain how to read and understand assessment results by including the following:

  • Purpose, definition, and two examples of adaptive behavior assessments
  • Definition of six specialized assessment terms both of a content and statistical nature including an explanatory example of each used in formal adaptive behavior assessments
  • Explanation of at least two limitations of standardized assessments, such as bias in questionnaires, subjectivity, utility, psychometric support, etc.
  • Description of the consultative role of the special educator in helping parents/guardians understand the process of assessments and related terminology

Use easy‐to‐understand language and examples of assessment results with graphs, diagrams, and pictures as needed.

Support your findings with 2‐3 scholarly resources.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion

Study the two cases in  https://www.analyticsvidhya.com/blog/2016/04/predict-waiting-time-queuing-theory/  and comment on the importance of the waiting line theory then give another similar case study of the application of this theory for deeper understanding of the theory.

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Study the two cases in  https://www.analyticsvidhya.com/blog/2016/04/predict-waiting-time-queuing-theory/  and comment on the importance of the waiting line theory then give another similar case study of the application of this theory for deeper understanding of the theory.

If you use any source outside of your own thoughts, you should reference that source. Include solid grammar, punctuation, sentence structure, and spelling.

Robert Martinez

Hello again and yet I again I find myself struggling with the weekly assignments. I always seem to start out strong but somewhere along the process of solving the algebraic equations I end up making simple mistakes making the answers completely off.  For example, this week alone I find myself spending an entire day in trying come up with the correct solution and when I realize the simple mistakes, I made makes me want to slap myself upside the head.  Good thing I am stubborn or else I would have given up after the first week. It would be nice if Walmart would utilize these equations in order to come up with a minimum number of cashiers to meet customer demands.  I always manage to get line whereby the customer either argues about the price, the scan bar is missing, or else they stumble through a bundle of coupons, trying to find the correct ones.  Oh, and the ones that still write checks and then decide to balance their checkbooks while others are patiently (or impatiently) awaiting their turns.  I try to just ignore the situation and mind my own business.  Now my sister in the other hand did use similar calculations in determining the number of tellers to put on the line at her bank.  She once told me that she held them to x number of minutes per customer and how many they could/should expect to serve.  When doing my banking at her location I never had to wait for more than a minute or two to be served and all my needs met in a couple of minutes.  Like Walmart, the Army has much to be desired when it comes to administrative personnel meeting timelines.  We would have “taskers” placed upon us leaders that were expected to be met within a certain period.  Afterwards it was the administrator’s job to compile all completed taskers and compile them into a report and submit for higher command.  I don’t know as to how many times I had to answer for not meeting timelines when in fact we had.  To prevent these situations occurring on a frequent basis I would sit down with my folks and lay out a timeline to get tasks completed by priority. The first hour of their day was devoted to getting all important soldiers needs accomplished, i.e. promotions and awards along with following up on previous submissions.  The following hour was committed to getting all accomplished training compiled with scores followed by updating all soldier individual training folders.  Now there were many more tasks that were organized for their daily schedules, but I feel you all get the idea.  I gave them time constraints and goals to meet and would use this data when time came for scheduled ratings (NCOERs).

As for the scenarios presented to us, I will say that in trying to hold costs down by only having enough people to meet expected customer rates can be a setup for failure.  Yes, utilizing more people will cost more but not having enough will end up costing so much more in terms of customer satisfaction and loyalty.  If I experience poor service due to excessive waiting times, I will do everything within my powers to avoid giving them repeat business.

John Pfeffer

This theory is important because it allows you to figure out how many customer service representatives that you need in order to bring down your wait time to 30 seconds. If you did not have this theory you wouldn’t be able to figure out how many people you needed to hire in order to reach your goal. This is also the same for case 2 because you want to know how many tellers you will need to get your waiting time down to what it needs to be. This will help a company keep their customers happy and prevent them from spending too much money or hiring too many people.

Imagine if you had a call center that received phone calls about customer service for a product. You would want to know how many people to hire from the average number of calls so you could reduce the wait time that could save you money and create a happy customer. The average calls coming in would allow you to figure out how many employees you would need at any given time. This is the same with restaurants and customers coming in on the weekends. It is most likely going to be a larger number of people on the weekends than on weeknights so more people should be scheduled for those nights.

apply the solution-focused model and solution-focused questions. You provide other solution-focused questions, similar to the miracle question that was provided for you.

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Social workers who utilize the solution-focused model are mindful of how their conversations with their clients, families, groups, or even community members facilitate their thinking about solutions. The client is always the “expert,” and therefore social workers ask questions to explore how the client perceives the problem and situation.

Social workers may use solution-focused questions such as the miracle question. For example, “Suppose you woke up one morning and by some miracle everything you ever wanted, everything good you could ever imagine for yourself, had actually happened—your life had turned out exactly the way you wanted it. What would be different in your life?” When clients are asked this, it forces them to reflect on what they want or would like to achieve. By projecting themselves into the future, clients are more likely to imagine what is possible rather than focusing on the past and their failures. This allows for the possibility of developing solutions.

In this Discussion, you apply the solution-focused model and solution-focused questions. You provide other solution-focused questions, similar to the miracle question that was provided for you.

Although the textbook provides actual examples of solution-focused questions, always think about your client—you may have to modify the question a bit to take into account the client’s age, cognitive and developmental stage, culture, etc., so that the question makes sense to the client.

To prepare:

  • Recall a case from your fieldwork experience to use for this Discussion.
  • Review and focus on pages 520–521 in your textbook.

By Day 3

Post:

  • In 1 to 2 sentences, briefly identify and describe the problem as perceived by the client, family, or group that you dealt with in your past fieldwork experience.
  • From the list of solution-focused questions on page 520 (e.g., exception questions, coping questions, scaling questions, and relationship questions), identify two different types of questions, and ask each question as if you were actually asking the questions to the client. (Remember, do not use the miracle question.)
    • Remember that the goal of these questions is to assist clients in identifying a solution
  • Explain how asking these two questions would help the client in coming up with the solution.

Required Readings

Turner, F. J. (Ed.). (2017). Social work treatment: Interlocking theoretical approaches (6th ed.). New York, NY: Oxford University Press.
Chapter 35: Solution-Focused Theory (pp. 513–531)
Chapter 36: Task-Centered Social Work (pp. 532–552)

Westefeld, J. S., & Heckman-Stone, C. (2003). The integrated problem-solving model of crisis intervention: Overview and application. The Counseling Psychologist, 31(2), 221–239. https://doi-org.ezp.waldenulibrary.org/10.1177/0011000002250638

Note: You will access this article from the Walden Library databases.

Document: Theory Into Practice: Four Social Work Case Studies (PDF)

Document: Guide for Creating and Uploading for PowerPoint Presentation (PDF)

Required Media

Sommers-Flanagan, J., & Sommers-Flanagan, R. (2014). Counseling and psychotherapy theories in context and practice [Video file]. Retrieved from http://www.psychotherapy.net.ezp.waldenulibrary.org/stream/waldenu/video?vid=277

This week, watch the “Solution-Focused Therapy” segment by clicking the applicable link under the “Chapters” tab.

Note: You will access this video from the Walden Library databases.

Optional Resources

Johnson, S. D., & Williams, S.-L. (2015). Solution-focused strategies for effective sexual health communication among African American parents and their adolescents. Health & Social Work, 40(4), 267–274. https://doi.org/10.1093/hsw/hlv056

Myer, R. A., Lewis, J. S., & James, R.K. (2013). The introduction of a task model for crisis intervention. Journal of Mental Health Counseling, 35(2), 95–107. https://doi.org/10.17744/mehc.35.2.nh322x3547475154

Reid, W. J. (1997). Research on task-centered practice. Journal of Social Work Research, 21(3), 132–137. https://doi.org/10.1093/swr/21.3.132

  • In 1 to 2 sentences, reflect and explain how asking these questions made you feel and perhaps how the client might feel.