Guided Response: Respond to at least two of your classmates posts.
JALISHAS POST:
Breaking Through the Resistance JMA
After reading the article, the three reasons for resistance to change include fear of the unknown/surprise, bad timing, and an individuals predisposition toward change. If a leader changes something without warning his/her followers then they will resist the need/want to change because of the unknown. Also, leaders have to think of timing, if an employer organizing too much change on a limited time frame then there will definitely be resistance, some may even quit because itll be overwhelming. The hardest part is the individuals predisposition toward change this happens a lot with older people, they like to say if it aint broke then why fix it and I could understand if we werent living in a world will change is inevitable and very necessary. The thing is employers need to communicate and gain their employees trust so that when its time for change the urge to resist will be slight or non-existent.
Which of these reasons is likely to be the most critical in your organization? The fear of the unknown/surprise would be the most critical reason within my organization. When change especially what is perceived as negative change is pushed onto people without giving them adequate warning and without helping them through the process of understanding what the change will include and how their jobs/work will be affected, it can cause people to push back against the change due to their fear of the unknown (). Id say the employees within our organization welcomes change because hey, it is a library, but the patrons/customers hate when we change things. It happens when we move things around, even though we put signs up; it happens with closing the library a lot during COVID; and it happens with our programming changes. The patrons think we have to run things by them first before making change, although weve took it to the Board of Directors, Friends of the Library, and Supervisors for approval, its still not enough. Its the fear of the unknown that makes the idea of change so resistant.
As a leader, how would you overcome this type of resistance? Before making changes I feel that as a leader I need to carefully think things through, go over the pros and cons of the change, that way the resistance wont be as bad. Having a plan of action and weighing the pros and cons will also help make the implementation of change a little smoother. Implementing change is never painless, but it can be a lot less painful for everyone when it is done with empathy and compassion after thorough analysis, planning, and strategizing (Quast, 2012).
Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education. Chapter 8
Quast, L. (2012, November 26). Overcome the 5 main reasons people resist change (Links to an external site.) (Links to an external site.) . Forbes. Retrieved from http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/ (Links to an external site.)
FELESHIAS POST:
Three reasons for resistance to change include Fear of the unknown/surprise, mistrust, and an individuals predisposition to change (Quast, 2012, para. 9). When change occurs from a top-down approach, the reason for the change is often unknown to the stakeholders affected by the change. Strategic planning and budgeting often occur at top levels of the organization resulting in a required change to implement strategic plans. The change is then forced down through the organization and stakeholders are not privileged to the end goal or reason for the change. Mistrust of organizational leaders or change agents causes resistance. Leaders that fail to develop trusting relationships with the workforce will face resistance when trying to make a change (Quast, 2012). Mistrust also occurs with new leaders that have yet to prove themselves. Quast (2012) discusses that some individuals welcome change as an opportunity while others prefer routine and naturally resist change.
Currently, the most predominant reason for resistance to change in my plant is mistrust. I am a new leader and have yet to form critical relationships with key stakeholders. To overcome this concern, I have been spending excess time on the shop floor working alongside the team and following through on any requests, concerns, or needs that arise. Making small improvements through the suggestions of team members is showing them that I care. People are opening up and telling me about their families and hobbies. While this takes time, I think it is critical to developing key relationships and building trust.
Another approach that I am now pondering based on this weeks reading is to lean on middle managers to make some of the needed changes. According to Palmer et al. (2022), middle managers are closer to the frontline and have more knowledge about the team and processes. Using frontline leaders and middle managers in the discussion of the change process might be the best approach as I continue to develop trust with the team.
Feleshia
References
Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.) Mc-Graw-Hill Education. Retrieved from https://ashford.redshelf.com/course/course_details/320844/ (Links to an external site.)
Quast, L. (2012, November 26). Overcome the 5 main reasons people resist change. Forbes. Retrieved from http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/
Guided Response: Respond to two of your classmates posts and analyze their change challenge and steps for facilitation. Do you agree or disagree with your classmates points?
SCARLETTS POST:
Change is constant within organizations, and leadership and change managers must assess the situation and identify any potential barriers prior to the change implementation. By identifying and understanding barriers, those in charge of the change process can be better prepared to overcome them and make sure the changes are implemented successfully.
Palmer et al. (2021) state that technology will be a primary driver of change within organizations for the foreseeable future. Therefore, it is important to understand what barriers might be present that could hinder the successful implementation of changes brought on by new technology.
As the point person for implementing changes that have been identified and caused by technological advancements, I would first assess the readiness of my department and ensure they would be receptive to the change. For example, I work for a healthcare company that provides services to healthcare providers. A common practice in todays healthcare world is to keep electronic medical records (EMR) for patients, and there are constantly new and improved EMRs entering the market, and we regularly provide services to healthcare providers undergoing a new EMR implementation. Failed implementations occur when the healthcare providers office is not ready for the change due to issues such as being short-staffed or overworked. To identify receptiveness to change, questions such as do we have enough capable people with enough resources? should be answered to ensure readiness (Palmer et al., 2021). If the answer to readiness questions is no, then that means there will be resistance to change. Resistance can be in the form of resources and in the individuals responsible or affect by the changes. The next step I would take is to solicit feedback to understand potential resistance better and develop a plan to overcome the resistance. Finally, I would clearly communicate the change plan with my department and ensure they have ample time to share their feelings and have their questions answered regarding the change. I believe these steps will ensure that any potential barriers to the change are overcome, and the change is successfully implemented.
Reference
Palmer, I., Dunford, R., & Buchanan, D. (2021). Managing organizational change: A multiple perspectives approach (4th ed.) [E-book]. McGraw-Hill Education.
DAWNS POST:
Organizational change can be very challenging for any company. Downsizing as a restructure is an everlasting decline of the company’s employees (Marks, 2004). Downsizing usually requires layoffs and even payroll deductions for continuing workers. The company abolishes the jobs in order to cut expenses and increase profitability so downsizing as a corporate practice can receive admiration from stakeholders yet disapproval for employees (Palmer, 2022). Since downsizing includes restructure, this may increase the amount of work for other employees which can lead to additional problems.
The barriers of restructuring and reducing include the loss of trustworthy workers, a growth in overtime from fewer employees, a drop in customer service from the extra workload, and employee attitudes (Marks, 2004). Downsizing has definite repercussions to the company when customer service starts to decline which will create a loss in productivity as well. The remaining employees will also suffer from low morale as they will be wondering when they will be dismissed next.
In order to challenge the downsizing change initiative, as a leader I will need to offset the indifference and improve customer service all while building back the trust of the employees. This task is accomplished by providing support and assistance to the remaining employees. Making sure that all of the employees know what is expected of them and how they can increase the efficiency metrics. I will need to discuss on a regular basis the strategies for goals. Leaders should encourage communication and provide rewards when necessary as this will increase motivation (Palmer, 2022). Finding a sense of balance is the toughest task I have ever had to accomplish as a manager.
Marks, M.L., and K.P. DeMeuse. “Resizing the Organization: Maximizing the Gain While Minimizing the Pain of Layoffs, Divestitures, and Closings.” Organizational Dynamics 34, no. 1 (2004): 1935.
Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education.
· RESPOND TO 2 PEER POST. Ask at least one question in response to an original peer post that you would like the author to explore further.
CARMENS POST:
Zero-Based Budgeting
Zero-base budgeting is very effective as mention in Drokin and LaTouche (2007) is a powerful tool that will allow you to avoid making any gut decisions and at the same time prove you with some valuable information about your organization (P. 91). Overall, Zero-base budgeting is having every dollar accounted for as mention in the YouTube video of this week.
Pros of Zero-base Budgeting
Focus on evaluation and reevaluation
Managers are decision makers
Control of cuts
Make Modifications
Overall, making decisions for organization now rather than past outcome or assumptions
Cons of Zero-base Budgeting
Time consuming
Change/ modifications can be difficult
Leaving assumptions aside
Sometime not welcomed
Raise issues of old assumptions
Five Basic Questions
1. Should a given program, activity, or position be continues, or would other activities be more important or appropriate?
When working on zero-based budgeting its important to choose a midsized program as this will allow the team to gain experience for future analysis (Dropkin and LaTouche, 2007, p. 90). If the program, activity, or position is efficient and needed it should continue but chosen carefully as it is difficult to apply this process to every program (Dropkin and LaTouche, 2007, p. 90).
2. If the program, activity, or position is justified, should it continue operating in the same manner, or should it be modified?
Zero-base budgeting allows managers or planner to discuss in detail the program, activity, or position this allows the team to evaluate or reevaluate current program. Modifications can be discussed here by placing assumptions aside from past experiences, however, this can be a difficult task.
3. If it should be modified, how will it be modified, when, and by whom? /
4. How much should the organization spend on the program, activity, or position being studied?
According to Dropkin and LaTouche (2007) an organization has the flexibility to when modification will take place, however it is suggested to make modification on the initial zero-base budgeting (p. 91). The manager or planner is the individual that would determine when spending will take place. Some suggestions from Dropkin and LaTouche (2007) are to review one program once a year, look at all programs in a three-year cycle, however the ability to modify depends on manager or planner.
5. Does the proposed change have political backing within the organization, or are we wasting our time trying to make this change?
If the need is there, the organization is not wasting their time. It is important to make sure that the services are relevant to the organization and services the clients needs.
References:
Dropkin, M., Halpin, J., & LaTouche, B. (2007). The budget-building book for nonprofits (2nd ed.). Jossey-Bass.
Video: Rae, W, [ehowfinance]. (2009, February 6). Making a Budget: How to Create a 0-Based Budget [Video File]. Retrieved from https://youtu.be/4HNFnNrSNjA (Links to an external site.) Shape, arrow Description automatically generated
TIFFANYS POST:
Zero-Based Budgeting
Zero-based budgeting (ZBB) is a budgeting approach that involves developing a new budget from scratch every time (i.e., starting from zero), versus starting with the previous periods budget and adjusting it as needed. In theory, this forces decision makers to constantly look at the business with fresh eyes, free from the limitations of past assumptions and targets (Bragg, 2021).
There are several benefits to zero-based budgeting such as: it requires managers to justify all operating expenses, it can ensure that legacy expenses are kept in check; as a result, this helps to lower cost, it allows flexibility, and strategic execution
Along with the benefits there are also downsides to zero-based budgeting such as: one downside is that it can cause a company to shift resources towards an area of the company that they assume with generate income in a short amount of time, during a zero-based budget requires a lot of time and efforts when you are reviewing and justifying the parts of your budget, it also can be manipulated to get resources into areas that do not needed them as much as another area may, lastly if you have irregular or unpredictable revenue it can pose a problem.
Dropkin and LaTouche (2007) gives us the below five questions to ask (92):
Five ZBB questions
1. Should a given program, activity, or position be continues, or would other activities be more important or appropriate?
2. If the program, activity, or position is justified, should it continue operating in the same manner, or should it be modified?
3. If it should be modified, how will it be modified, when, and by whom? /
4. How much should the organization spend on the program, activity, or position being studied?
5. Does the proposed change have political backing within the organization, or are we wasting our time trying to make this change?
ZBB is a tool that can be used by any company, whatever its focus is. With ZBB all expenses must be justified and approved for each new period. This is normally done by each manager reviewing their department and then this is rolled upwards. Eliminating unproductive costs allows the company to be redirected to more productive areas. ZBB is not just focused on removing items that lowers your cost without considering the why for this item. When deep diving into cost, it allows changes to be made that remove the excess and helps to build up organizational strength.
Bragg, Steven. Zero-Base Budgeting Definition. AccountingTools, AccountingTools, 16 Apr. 2021, www.accountingtools.com/articles/2017/5/14/zero-base-budgeting (Links to an external site.) .
Dropkin, M., Halpin, J., & LaTouche, B. (2007). The budget-building book for nonprofits (2nd ed.). Jossey-Bass.
· RESPOND TO 2 PEER POST. Ask at least one question in response to an original peer post that you would like the author to explore further.
JOS POST:
A capital equipment budget is necessary at times to enhance a current program with the purchase of equipment. Ullah et. al. (2020) share that capital budget decisions should be those that provide the largest or utmost impact on the long-term performance or services provided by the organization or program. The program has to determine the cost and the possible financial implications of the purchase. All options should be considered as well to determine what options are the best fit in terms of leasing or purchasing the equipment.
This outpatient program used to receive its lunch from a local food bank. It was determined that the food bank could no longer provide meals to the program. For the past year, no food has been provided and a 75% decline in attendance was noticed which means a 75% decrease in the budget. The program services many individuals who are homeless and live below poverty levels. Many of the clients who left shared through surveys that the inability for them to have lunch prohibits them from staying at the program majority of the day. The program has the space for a kitchen and all hookups available as well as the staff who have Food handlers licenses. The program would need to purchase a brand new industrial gas stove with ovens which cost $3,499.00 and an industrial size refrigerator at the price of $3,409.00 for a total of 6,908. The yearly maintenance if any is allocated at $400 per year. The program looked at the cost to lease and this would be a $200 monthly fee that includes maintenance for 12 months at $2,400 per year. If the equipment is leased there will be a re-occurring cost of $2,400 every year versus purchasing the equipment outright and new it would pay for itself the first year and in the years to come the maintenance will be lower than paying for a lease. The program would expect to get back the 75% loss of clients and budget with the possibility of gaining even more since meals can be prepared on-site.
References
Dropkin, M., Halpin, J., & LaTouche, B. (2007). The budget-building book for nonprofits (2nd ed.). San Francisco, CA: Jossey-Bass.
Ullah, Z., Rehman, S. U., & Khan, M. N. (2020). Overconfidence and optimism in capital budget decisions: Corporate finance from a behavioral point of view. City University Research Journal, 10(2), 253-275. Retrieved from https://www-proquest-com.proxy-library.ashford.edu/scholarly-journals/overconfidence-optimism-capital-budget-decisions/docview/2431842153/se-2?accountid=32521
LESLEYS POST:
As with any type of large purchase, the optimal option is to pay outright, however, that happens less often than not. If an organization kept a separate account in which small amounts of funds were regularly deposited, this could serve as either a portion of an equipment purchase, or at least a chunk of it. Again, that happens less often than should. However, when considering options portrayed by Dropkin, Halpin, and LaTouche (2007) for a capital equipment purchase, ideally other assets may be sold in order to acquire funds for a new purchase. But what if no other assets are available to sell and there is no specified spending account for such, the answer becomes clear as to either a loan and/or funding agency. Loans and lines of credit must be counter-balanced with the proper ability to repay the debt. While on one hand this is enticing because the money would come in quickly, does the nonprofit actually have the capability to repay such an advancement without putting the organization in financial jeopardy? A funding agency option means that the funds will likely take longer to receive, yet they will not necessarily need to be repaid. Should the new equipment validate a favorable return on investment as suggested my criteria from BASU (2020) the capital would likely be gained best by a borrowing form. Another aspect that should be scrutinized extensively prior to purchases, is the actual potential for profit. Jermias and Hoi Hu (2020) present solid data which documents the hardships caused by funding unprofitable projects and the potential unwillingness of managers etc. to accept the need for abandonment. In order to prevent such case, the research and data collections should be ubiquitous prior to any investment propels for capital equipment budgeting.
Reference
BASU, U. K. (2020). Irr Based Decision Criteria for Capital Budgeting. Hyperion International Journal of Econophysics & New Economy, 13(2), 5158.
Dropkin, M., Halpin, J., & LaTouche, B. (2007). The budget-building book for nonprofits (2nd ed.). Jossey-Bass.
Jermias, J., & Hoi Hu, B. K. (2020). Overconfidence and Resistance to Abandoning Unprofitable Capital Budgeting Projects: The Effects of Autonomy, Internal Audit, and Accountability. Accounting Perspectives, 19(2), 4971. https://doi-org.proxy-library.ashford.edu/10.1111/1911-3838.12222
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