Healthcare Emergency Manager Core Competencies – Discussion Questions : 1- Describe ways to demonstrate the core competencies described by James et al. 2

Healthcare Emergency Manager Core Competencies – Discussion Questions :

1- Describe ways to demonstrate the core competencies described by James et al.

2- Describe hazard specific competencies for a hospital emergency manager.

– Reading :

James, J. J., Benjamin, G. C., Burkle, F. M., Gebbie, K. M., &Kelen, G. D. (2010). Disaster medicine and public health preparedness: A discipline for all health professionals. Disaster Med Public Health Preparedness, 4(2), 102-107.

James JJ file.pdf

– APA Style.

– Two references at least. 1. Nature of organization change (Connect, Perform)
Read this article about a management change at Twitter, and then answer the questions that
follow.
Management in the News
Twitter, the popular micro-blogging site, has faced serious declines in its stock value. This
decline in stock values has occurred despite the company’s top line growing by 74% and 111%
in the latest quarterly and annual results, respectively. The service is free for users, with revenues
instead generated primarily by ad sales.
Why has Twitter has lost favor with investors? Twitter’s user base of 302 million users is much
smaller than Facebook’s user base of 1.4 billion users. Instagram has experienced rapid growth,
bringing the size of its user base near that of Twitter. Even Snapchat is gaining users at a much
faster pace than Twitter. The rate of change is increasing in that new social networks are
launching every day. Thus, investors are concerned about competitive pressures. In comparison,
while Twitter continues to add new users, its pace of growth is slow. This is due to Twitter’s
inability to make a clear value proposition to new users. Though hundreds of millions more users
have signed up on the Twitter platform, a large number of them have not converted into active
users on the platform.
To combat these challenges, Twitter has initiated changes in its platform features and in its
corporate leadership. Twitter has introduced new features for users, including instant timelines,
logged-out homepages, and enhanced messaging features. Perhaps even more significant is the
change in leadership at the top of the organization. Jack Dorsey, cofounder and chairman of the
board, will replace Dick Costolo as CEO, at least until a more permanent successor is identified.
Source: Trefis Team. (2015, June 12). Twitter announces change in leadership as challenges
continue. Forbes. Retrieved from
http://www.forbes.com/sites/greatspeculations/2015/06/12/twitter-announces-change-inleadership-as-challenges-continue/
The table lists several forces that could incite organization change at Twitter. For each item,
categorize the force as an internal or external force.
Force
Internal
Pessimistic forecasts by industry analysts
???
Externa
l
???
Force
Internal
Regulations affecting the industry, such as “net neutrality” rules
???
Innovation that improves user experience
???
Externa
l
???
???
Twitter’s organizational changes were___________ (a. proactive b. planned c. reactive)
because they came in response to forces inside and outside the organization.
Which of the following are possible reasons Twitter changed the roles of its executive
leadership? Check all that apply.
a. Twitter needed new leadership to better establish a strong value proposition for users.
b. Twitter needed to respond to the concerns of investors.
c. Twitter wanted a more streamlined decision-making process.
d. Twitter’s past leadership wanted to earn revenues from user fees.
How could Twitter maximize its effectiveness?
a. Proactively change to keep up with changes in its environment
b. Change frequently at the top levels of the company, but keep the bottom levels of the
company the same
c. Frequently change its strategies, but rarely change the way employees do their work
d. Minimize the number of changes it makes overall
2. Managing change in organizations (Connect, Perform)
Imagine you are conducting a force-field analysis for a company undergoing change. Categorize
each force listed in the table below as either promoting or resisting change.
Against
Change
Force
For Change
Customer anxiety about functional reliability
???
Feelings of ambiguity toward changes at work
???
???
Concern about the logistics of making the change
???
???
Desire for outcomes associated with change
???
???
???
Read the following case about eBay and PayPal. Then use your knowledge about managing
change in organizations to answer the questions that follow.
Management in the News
In 2001, eBay acquired PayPal, the Internet-payment provider. PayPal was initially conceived as
a way for acquaintances to manage transactions like paying babysitter fees or paying back a
friend for dinner, but the service caught on quickly on eBay, where it freed anonymous buyers
and sellers from the hassles of sending checks or money-order payments. The acquisition
enabled eBay to decrease transaction times and have oversight over functions directly related to
revenue generation.
Then in 2015, eBay’s board of directors decided to separate PayPal from eBay. PayPal and eBay
will function as two separate, individual, publicly traded companies. John Donahoe, president
and CEO of eBay, said that the split will allow PayPal and eBay to “have a sharper focus and
greater flexibility to pursue future success in their respective global commerce and payments
markets.” eBay will make a change in leadership as well. Donahoe has indicated that he will step
down from the role of CEO once the separation is complete.
PayPal exists in an environment that is more competitive than that facing eBay, and the
marketplace for online payment systems is rapidly changing. Apple’s own online payments
system, Apple Pay, will compete with PayPal. It may gain users rapidly because it enables
people to leave their credit cards at home, paying for everything with a wave of their
smartphone. eBay hopes that spinning PayPal off into a separate business will give the company
the focus it needs to stay ahead of this new competitor. Carl Icahn, who owns 2.5% of the online
auction house, ran an attack campaign calling for the separation of the two companies. He
successfully influenced the perceptions of other investors, describing PayPal as a “jewel” whose
value was being “covered up” by eBay. eBay and PayPal are very different businesses, operating
in very different markets, each with their own set of strategic priorities. The spin-off should
allow each business to focus on what is best for them.
Source: Rushton, K. (2014, October 1). The five reasons behind Paypal’s split from eBay. The
Telegraph. Retrieved from
http://www.telegraph.co.uk/finance/newsbysector/mediatechnologyandtelecoms/digitalmedia/11134139/The-five-reasons-behind-PayPals-split-from-eBay.html
Which factors neutralized potential forces for or against change in this situation? Check all
that apply.
a. eBay signed a noncompete agreement that it will not develop its own digital payment
system.
b. Icahn owns shares in several unrelated industries.
c. PayPal signed a noncompete agreement stating that it will not develop its own online
marketplace.
d. The identity of the next CEO of eBay is unknown.
Donahoe, eBay’s CEO, wants guidance on managing the process of spinning off PayPal.
By deciding to separate the companies, the board has selected what change will be made. Using a
comprehensive approach to change, which step should the board have completed before making
this decision?
a. Evaluate the results of the change.
b. Analyze the variables relevant to the need for change.
c. Establish goals for the change.
Which techniques would you recommend that eBay’s leadership utilize to overcome resistance to
change in this situation? Check all that apply.
a. Leak good news about the company to the press to garner external buzz in support of the
change.
b. Threaten those who do not support the change.
c. Use a force-field analysis to show that the forces for change outweigh those against
change in objective terms.
d. Offer opportunities for employees to have some control over the changes that impact
them, such as whether they remain at eBay or separate with PayPal.
e. Actively avoid conflict and be defensive when questions arise about the change.
3. Areas of change and organization development (Connect, Perform)
Read the scenario below and then, using your knowledge of the areas of organization change
and organization development, answer the questions that follow.
© Shutterstock Images
Management at Work
Compass Automation, a small manufacturer of robotic automation, is shaking up an industry
traditionally dominated by established technology companies. Companies like yours, with longstanding reputations for innovation and excellence, regularly won client business and the best
and brightest employee talent. During the past year, a decline in new contracts has alerted
executives at your company to a potential threat. A competitive analysis showed that Compass
Automation, despite having fewer than 50 employees and fewer than 10 years in the business, is
positioning itself as a lean and nimble innovator in the robotic automation industry. The startup
has won contracts from several industry clients, including Caterpillar and Raytheon. It was
ranked 55 on Inc. magazine’s list of most innovative business models of 2014. What’s more,
Compass Automation is going after new employee talent. It has been the choice of many of the
top MIT graduates in the field. Fortunately, the executive team has realized that this competitive
threat calls for change. A group of managers has been assembled to generate ideas. As an expert
in organization change, you’ve been asked to facilitate the process. The first brainstorming
session resulted in many ideas.
You know that organizational change can involve almost any part of the organization, although
change interventions often fall into three broad categories: 1) organization structure and design,
2) technology and operations, and 3) people. Thus, you want to organize the managers’ ideas into
these categories to determine whether the company might start by focusing on just one category.
Source: Krasny, J. (2014, August 20). The most innovative business models of the 2014 Inc.
5000. Inc. Retrieved from http://www.inc.com/jill-krasny/5-most-innovative-business-modelsinc-500.html
Which of the following types of ideas relate to changes in your company’s organizational
structure and design? Check all that apply.
a. Enterprise resource planning
b. Line-staff structure
c. Authority distribution
d. Work sequences
e. Reporting relationships
f. Culture
Proposed change interventions related to your company’s technology and operations include
which of the following? Check all that apply.
a. Overall design
b. Enterprise resource planning
c. Control systems
d. Work processes
e. Work sequences
f. Human resource management
The other major area of organizational change addresses people, attitudes, and behavior.
Changes to which of the following would relate to this category? Check all that apply.
a. Human resource management
b. Values
c. Expectations
d. Overall design
e. Perceptions
f. Attitudes
Now that you’ve considered the areas in which change can occur, it’s time to make your
recommendations.
On what area of organization change should your company focus?
a. Technology and operations
b. People
c. Organization structure and design
Your CEO is considering using organization development (OD) to promote change in the
organization’s people. Which of the following are OD techniques? Check all that apply.
a. Team building
b. Survey feedback
c. Process consultation
d. Conflict avoidance
4. Innovation (Connect)
Identify the step in the innovation process at which the following actions are most likely to occur.
Actions
Kenji started
selling a
mixtape on
street
corners.
Once it got
play time on
a local radio
station,
thousands of
people
downloaded
it from
online sites.
Within a few
years of their
introduction,
flat screens
were
incorporated
into most
televisions,
Developmen
t
Applicatio
n
Launc
h
Growt
h
Maturit
y
Declin
e
Actions
and the cost
had dropped
dramatically.
A concert
venue books
some of the
most popular
acts in the
country for
the first week
its doors are
open to raise
public
consciousnes
s of the
venue as a
destination.
After a
workflow
redesign, a
single loan
officer
handles a
customer’s
application
throughout
the process,
rather than
Developmen
t
Applicatio
n
Launc
h
Growt
h
Maturit
y
Declin
e
Actions
having each
step
completed by
a different
bank
employee.
Network
television
shows are
losing
viewers and
advertising
dollars as
many people
subscribe to
Internetbased
services.
Musashi
sends a
survey to
customers to
better
understand
their level of
interest in
two features
that may be
Developmen
t
Applicatio
n
Launc
h
Growt
h
Maturit
y
Declin
e
Actions
Developmen
t
Applicatio
n
Launc
h
Growt
h
Maturit
y
Declin
e
added to his
company’s
product.
Apple’s Swift, a programming language for iOS, OS X, tvOS, and watchOS introduced in 2014,
is a _________ (a. product b. process) innovation; on the other hand, when Toyota
implemented just-in-time manufacturing in the 1970s, this was a _________ (a. process b.
product) innovation.
Consider the common impediments to innovation noted in the summary below.
The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail by Clayton
Christensen (Harvard Business School Press 1997), explains the common organizational
impediments to innovation. These include a lack of resources or failure to allocate resources
strategically, inability to act quickly due to bureaucracy, risk aversion, and an inability to
recognize opportunities to innovate. The failure to recognize opportunities could be caused by
the organization’s structure, culture, complacency, and confidence.
Eastman Kodak had been a great innovator in film photography and had grown to be one of the
largest US firms, but the company remained entrenched in film-related products in the 1990s
despite the innovation of digital images. On the Fortune 500 list, it slid from No. 18 in 1990 to
No. 124 in 2000. What were the likely reasons for its failure to innovate? Check all that apply.
A. Complacency
b. Failure to recognize opportunity
c. Lack of financial resources
d. Lack of expertise
Which of the following statements describe an organization’s use of organization structure and
design to promote innovation? Check all that apply.
a. Google has a “20% Time” policy. A fifth of an employee’s time at work can be spent
working on ideas and projects of personal interest.
b. All of Google’s work facilities incorporate snack and beverage stations within 150 feet of
employee work spaces.
c. DreamWorks Animation offers employees fully paid sabbaticals.
d. GradyWhite Boats offers a financial bonus company-wide when revenue goals are met.
5. Organization change and innovation: Holden Outerwear case study(Lead)
The following short video introduces you to change at Holden Outerwear.Watch the video and
use your knowledge of organizational change and innovation to answer the questions that follow.
Transcript
Mikey talks about the difficulty of getting fabric manufacturers to create new fabrics. Mikey
describes the process by saying that when he goes to vendors and asks them for something new,
they say no, and then he tells them how it should be done. For the fabric manufacturers, this is an
example of a change driven by________ (a. technical b. internal c. external d. global)
conditions.
In general, Mikey and Nikki are proactive, making planned changes at Holden Outerwear. Which
of the following actions are consistent with this approach? Check all that apply.
a. Mikey and Nikki actively analyze the environment and try to predict upcoming
opportunities or threats.
b. Mikey and Nikki look for problems in the organization. When they find one, they
determine why the problem exists and what the most appropriate solution would be.
c. Mikey and Nikki see how the environment is changing, and they match their actions to
environmental changes that have already occurred.
d. Mikey and Nikki imagine what should be rather than working with what is.
Which of the following are related to characteristics Mikey must have in order to promote
change at Holden? Check all that apply.
a. Mikey is known for his ability to think outside the box—he always has new ideas.
b. Mikey is always clearly in charge, and nobody is willing to question what he says.
c. Mikey cares about how his employees are treated, and he wants to do the right things for
them.
d. Mikey allows employees to work in only one part of the company. He doesn’t want to
hear their ideas about what should be happening in other departments or divisions.
Chapter 7: Organization Change and
Innovation
7-1The
Nature of Organization
Change
Organization change is any substantive modification to some
part of the organization. Thus, change can involve virtually
any aspect of an organization: work schedules, bases for
departmentalization, span of management, machinery,
organization design, people themselves, and so on. It is
important to keep in mind that any change in an organization
may have effects extending beyond the actual area where the
change is implemented. For example, when General Motors
recently installed a new automated production system at one of
its plants, employees were trained to operate new equipment,
the compensation system was adjusted to reflect new skill
levels, the span of management for supervisors was altered, and
several related jobs were redesigned. Selection criteria for new
employees were also changed, and a new quality control system
was installed. In addition, it is quite common for multiple
organization change activities to be going on simultaneously.
7-1aForces
for Change
Why do organizations find change necessary? The basic reason
is that something relevant to the organization either has
changed or is likely to change in the foreseeable future. The
organization therefore may have little choice but to change as
well. Indeed, a primary reason for the problems that
organizations often face is failure to anticipate or respond
properly to changing circumstances. The forces that compel
change may be external or internal to the organization.
External Forces
External forces for change come from the organization’s general
and task environments. For example, two energy crises, an
aggressive Japanese automobile industry, floating currency
exchange rates, and floating international interest rates—all
manifestations of the international dimension of the general
environment—profoundly influenced U.S. automobile
companies. New rules of production and competition forced
them to dramatically alter the way they do business. In the
political area, new laws, court decisions, and regulations affect
organizations. The technological dimension may yield new
production techniques that the organization needs to explore.
The economic dimension is affected by inflation, the cost of
living, and money supplies. The sociocultural dimension,
reflecting societal values, determines what kinds of products or
services will be accepted in the market.
Because of its proximity to the organization, the task
environment is an even more powerful force for change.
Competitors influence an organization through their price
structures and product lines. When Dell lowers the prices it
charges for computers, Hewlett-Packard may have little choice
but to follow suit. Because customers determine what products
can be sold at what prices, organizations must be concerned
with consumer tastes and preferences. Suppliers affect
organizations by raising or lowering prices or changing product
lines. Regulators can have dramatic effects on an organization.
For example, if OSHA rules that a particular production process
is dangerous to workers, it can force a firm to close a plant until
it meets higher safety standards. Unions can force change when
they have the clout to negotiate for higher wages or if they go on
strike.
Internal Forces
A variety of forces inside the organization may cause change. If
top management revises the organization’s strategy,
organization change is likely to result. A decision by an
electronics company to enter the home computer market or a
decision to increase a ten-year product sales goal by 3 percent
would occasion many or…
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