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Directions

Consider this case study of Fremont, California featured in your textbook and answer the following questions:

When Jan Perkins became city manager of Fremont, California, in 1992, Fremont like many other California cities, was suffering from both economic difficulties and the state’s efforts to pull back the property tax as a source of local government revenue. Yet while city employees were being laid off and services were being reduced, citizen demand for quality public services remained high. More important in Perkins’ mind was the fact that citizens had lost confidence in their government. For both of these reasons, Perkins and other city officials in Fremont recognized that something dramatically different had to be done.

The change process started early in Perkins’ tenure, as one of her council members proposed bringing in an outside consultant (at a cost of $500,000) to diagnose what might be done. Especially because a neighboring city had just done the same thing and failed to adopt a single recommendation, Perkins believed that greater benefits could be obtained by working with those within the city to figure out how the quality and productivity of the city might be improved. A facilitated workshop session involving top elected and appointed officials was devoted to understanding “what we do, how we do it, and why we do it.” From there, the question became, “How can we do it better and how can we become fast and flexible, customer oriented, focused on results, and engaged in important partnerships internally and externally?”

During the 5 years following the workshop, Perkins led a dramatic change in Fremont’s city government – a change built around delivering high-quality services to citizens, creating an internal culture built around continuous and employee-driven improvement, using a highly collaborative approach to decision-making and problem-solving, and building partnerships within the city and with surrounding communities.

The city’s interest in customer service was given initial priority as complaints regarding service quality were heard loud and clear. Perkins and her senior staff began to concentrate on developing a serious philosophical and practical commitment to service quality. The message to employees was that if they saw a way in which the citizens of Fremont could be better served by city government, then they should take action. In addition, the city’s capacity to innovate was aided by a much more collaborative approach to decision-making and problem-solving which cut across traditional organizational boundaries. Whatever their positions, employees were encouraged to think of themselves as representatives of the city and to do what was necessary to provide citizens with the answers they need. This attitude was also supported by a strong emphasis on partnerships and collaborations at many different levels in the organization. Early in the process of labor negotiation, Perkins created joint labor-management committees to consider “quality of work life” issues through a structured problem-solving process known as interest-based bargaining. This collaborative process encourages participants to identify their basic interests (before jumping to solutions) and then to engage in collaborative problem-solving to find a way of accommodating the varied interests represented. Interest-based bargaining was so highly successful in labor-management relations that the same approach has been encouraged throughout city government. Training in the process has been offered to all employees of the city, and interest-based bargaining has become a standard way of doing business in Fremont.

The same approach to building partnerships through collaborative efforts is used as the city relates to citizens and to other nearby governmental entities. City employees do not just inform citizens about what is going to be done to them. They also go out and ask citizens what they want and then balance those interests with those of the city. Beyond that, city employees and citizens engage in interest-based problem-solving even around issues of how to design a process to involve the public. The city engineer commented, “We do more than tell them what we are going to do. We go out now and involve them in the design of the process itself. The process is laid out by the people involved.”

1. What apprehensions or resistance to change do you find present in this case example? Provide specific examples from the textbook and case study.
2. Of the approaches to bringing about change discussed in our assigned textbook reading, analyze the leadership strategies and techniques that Perkins employed in bringing about successful organizational change. Provide specific examples from the textbook and case study.
3. Reflecting on the differences between not for profit and for profit organizations, do you think that Perkins would have been as successful in creating a highly collaborative, employee-driven change if the organization was a private, for profit entity? Why or why not?
4. Complete the attached self-quiz for your own records and reflection, Orientation Toward Change Self-Quiz. What did you discover about your own orientation to change? How will you use what you have learned about yourself to effectively lead others toward change?

Format

Students should use the following format for their written assignment.

• Your paper must include three to four pages of written content.
• Use APA format and cite sources, as necessary.
• In addition to the 2 to 3 pages of written content, please include:
  1. Title Page
  2. Appropriate Headings and Sub-Headings
  3. Reference Page (minimum of 2 scholarly references)
• Use a minimum of 2 scholarly references—scholarly references can include peer-reviewed articles, textbook, journals, and included supplemental resources.

As the Health IT director at Trident Hospital, you are asked to create a presentation to give to the Board of Directors on the new EHR that was implemented. For this presentation, create a 13- to 15-slide presentation that highlights the standards, policies, and technical requirements of the Electronic Medical Record System (EMR). In addition, you are to discuss the Promoting Interoperability standards and what types of data is being collected to ensure the hospital is meeting the Promoting Interoperability stages.

Assignment Expectations

1. Provide a 13- to 15-slide (excluding title slide and reference slide) slide PowerPoint presentation.
2. Your presentation must cover the standards, policies and technical requirements associated with an EHR implementation.
3. Your presentation must also include slide(s) that discuss the Promoting Interoperability standards and what types of data should be collected to ensure meeting the Promoting Interoperability stages.
4. Include speaker notes to support your presentation.
5. Your references and citations should be consistent with a particular formatting style, such as APA.
6. Provide references from at least 3 scholarly articles (peer-reviewed). Do not include information from non-scholarly materials such as wikis, encyclopedias, or www.freearticles.com (or similar websites). Use the following link for additional information on how to recognize peer-reviewed journals: http://www.angelo.edu/services/library/handouts/peerrev.php
7. For additional information on reliability of sources, review the following source:
   Georgetown University Library. (n.d.). Evaluating internet resources. Retrieved from https://www.library.georgetown.edu/tutorials/research-guides/evaluating-internet-content
8. Your response should incorporate the outcomes of the module with the requirements of this assignment and will be graded according to the rubric.

Assess the personality traits, various personality traits, Big five Model, Two attributes of value, difference between terminal and instrumental values, list the dominant values

Read the following scenario about an Arab American family and their various challenges upon arrival in the United States:

           A recently resettled refugee family from Iraq has several challenges that need to be addressed by their caseworker upon arrival in the United States. First, the father and traditional primary breadwinner for the family was an orthopedic surgeon at home, but he has been imprisoned for several years because of his support for an opposing political party. Because of language barriers and educational requirements, he is unable to practice his previous job in the United States and is showing resistance to his new job as a factory worker at a plant that manufactures lamps. Upon intake, psychologists have also pointed out that he appears to be suffering from post-traumatic stress disorder due to his prior imprisonment experience.

           Meanwhile, the oldest child in the family is wheelchair-bound and, at seven years of age, has never attended school because of physical barriers to access despite no apparent mental disabilities. Finally, the mother of three young children has never worked, speaks no English, and has received only an eighth-grade education. She is expressing some reticence to her job placement at a mixed-gender bakery due to her cultural and religious beliefs that women and men should not work side by side, and that she should be at home to watch her two youngest children, who are not yet old enough to attend school.

1. Consider what the role of assimilation and acculturation might play in this family’s case.
2. Which (if any) of the family’s challenges should be addressed first, and how might this affect the prescribed case management goals? For example, should the parents’ economic self-sufficiency and employment be addressed first, prior to any psychological treatment or efforts toward language learning and cultural assimilation?
3. a.) Consider how to involve the family in the case management process. Which challenges presented by this Arab American family are best addressed holistically as a family, and which might be better left to just the individual caseworker and client?

b.) Do the benefits of family support and mutual understanding override the need for client confidentiality? How can both of these issues be successfully addressed in the case management approach for this family?

1. How can a caseworker establish important goals and interventions for this family within the clients’ cultural context?

Compare and Contrast Instructional Design Models

Select three different instructional design models presented in the module and compare and contrast the models. How are they similar and different? What are the advantages and disadvantages of each? Support your thinking, citing two to three scholarly sources which you can ascertain from the CSU Global library.

Then, indicate which model you think you would use for your instructional design blueprint and ID proposal (Portfolio Project) and why. You may find you change your mind in Module 2 once you select the business or organization for which you will design, and that is OK. Provide your best analysis of your choice at this time.

Your total assignment should be 3-5 pages long, excluding the title and reference list pages, both of which should be part of your submission. 

Instructional Design Models to discuss: SAM Model, ADDIE Model, and ASSURE Model

• British Petroleum.
• Coca-Cola.
• Ecolab.
• Exxon Mobil.
• Hilton.
• Marriott.
• McDonald’s.
• McKesson.
• Modelo.
• PepsiCo.
• You may choose another company with approval from your instructor.

Note: You will use this same company in all of your assignments in this course.

Your company has recently merged with a fictitious smaller, domestic company.

Create two company introductions and develop an 8–10 point checklist in which you:

• Give a succinct overview of the global company.
• Give a succinct overview of the fictitious domestic company merged with.
• Develop an 8–10 point checklist of steps you would take to unify company culture.
• Explain your rationale for choosing each of the steps in your checklist.

Your assignment must:

• Be typed, double-spaced, using Times New Roman font (size 12), with 1-inch margins on all sides. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
• This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.

The specific course learning outcome associated with this assignment is:

• Create a checklist outlining the steps to unify company culture for a given organization.

During an interview, the case manager demonstrates attitudes about self and others. One way to learn about these attitudes and characteristics is to watch others conduct interviews. A good practice is to watch interviewers on television. The following programs will work for this assignment:

• Oprah
• Meet the Press
• Dr. Phil
• Good Morning America
• Today Show
• Larry King

While you are watching the interviews, make notes on the attitudes and characteristics that are important for good interviewing.

General Observations

1. Describe how the interviewer presents him- or herself.
2. What are your initial impressions of the interviewer?
3. What happens in the interview to cause these initial impressions?
4. Describe how the interviewer greets the interviewee. What type of climate does the greeting establish?
5. Does the interviewer control the interview?

Focus on the Interviewee

1. What is the interviewer’s attitude toward the interviewee? How does the interviewer convey this attitude?
2. Does the interviewer demonstrate respect for the interviewee? How is respect or lack of it conveyed during the interview?
3. How does the interviewer convey empathy?
4. Does the interviewer convey cultural sensitivity or the lack of it? How?

 1. As one of the top HR people at your organization, you are being asked to lead a Reduction In Force (RIF) project which will eliminate 25% of the workforce across multiple company US locations. Describe the steps and project plan in-depth including some of the project challenges and how you might overcome them. 

2. You are negotiating an offer with a mid-career Systems Engineering candidate that your organization really wants, but your start up organization can’t afford to pay what he/she is currently earning. The market salary for the role is typically between $60 – $80K and the candidate is currently working for a much larger organization at $85K. The position has been open for over 3 months and the business manager has turned down candidate after candidate and only agrees to meet with candidates who are overqualified. Describe your strategy and preparation for the conversation with the candidate as well as the business manager. You had originally had some reservations about presenting this candidate and now the business line is counting on you to close the deal. 

 3. As you consider High Performance Work Systems (HPWS), how does aligning people, technology, and organizational design create optimal business results? Be specific in discussing expected outcomes and results when creating a High Performing Organization (HPO). 

 Develop a short human resource strategic plan for an organisation