Inclusion Has Been A Major Topic Between Educators And

Inclusion has been a major topic between educators and parents of special needs children for years. Many believe that it would a good idea to educate general education children in the same classroom along with special needs children, including those with multiple disabilities. And then there are many that believe special education and general education can actually can be accomplished in one classroom along with one general education teacher and one special education teacher working together , teaching the same curriculum to a full inclusive classroom. Having a classroom like this for children with special needs would be a huge a disadvantage for them because they could miss out on, one on- one- care, physical therapy,occupational therapy†¦show more content†¦If students with disabilities can be served in regular classrooms, then the more expensive special education service costs due to additional personnel, equipment, materials, and classrooms, can be reduced. But supporter s [argue] that, while administrators may see inclusion as a means to save funds by lumping together all students in the same facilities, inclusion rarely costs less than segregated classes when the concept is implemented responsibly (Sklaroff, 1994, p. 7). ( Jerry Webster) (2016) Behavioral problems can cause an issue for students and teachers of inclusive classes. They can become selfish and introverted and since they lack social and other skills, it may take a more experienced teacher to make a general ed student understand their behavior. ‘ When there is a mismatch between teaching style and the learning styles of students,inevitably results.Regardless of the behavioral infraction, before you discipline any student with disabilities, you should talk to administrative officials (e.g., principal, special education supervisors, school attorney) about the rules, policies, regulations, and procedural safeguards outlined in the IDEA Amendments of 1997 that govern the discipline of students with disabilities. Incidents of misbehavior may also result when students refuse to learn concepts because they are unable to see the relationship between the skillsShow MoreRelatedEducation Is An Integral Part Of Our Lives1420 Words   |  6 Pagesworld around us a nd changes it into something better. 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Management Refers Process Of Transformation-Myassignmenthelp.Com

Question: Discuss About The Management Refers Process Of Transformation? Answer: Introduction According to Burnes (2012) change management refers to the process of transformation of organizations current working into more better and innovative way, so that the future objectives of an organization are fulfilled (By, Burnes, Oswick 2012). The author also believes that change management is a complex process performed by the companies which has rigid obligations to follow. In contrast to this notion some exerts exclaimed that change management do not need any blue print or standardized form to apply in an organization. In basic words, change management in an organization is adoption of an idea, procedure by the company to make an effective change in the organization and its performance. The change in management shall be new and shall redefine the statement and management of the organization (By, Burnes, Oswick 2011). Change is an externally driven process, also the terms corporate transformation and organizational transformation are words which are used as synonyms. Thus through this statement it can be understood that for any change in the management of the company firstly the organization need to adapt that change from the corporate environment of the market. the change management is a mere term used to make innovation and implementation plan in the internal management which shall influence the external factors of the companys well and shall give effective profit to the organization (Gassmann, Enkel, Chesbrough 2010). There can be different aims for different organizations for which they shall initiate management change but the major reason for which change in management process is applied is the need to implement a structured plan for successful globalization and innovation of business. Activities such an e-commerce, use of social media for promotion effective HRM techniques are a part of the change management process only (Chatenier 2010). The change says that if business environment and the companies experience so much variation and change in their daily process, then they shall adapt the capability to change according to that change present in the environment. A flexible organization will grow more than an orthodox and rigid form of organization. It is a clear fact the all organizational environments are fluctuation and to survive in that kind of environment, the companies also need to work according to the market conditions. Then the need of change management appears in an organization (Boger s West 2012). There are many types of change management process and models present in the environment but an effective management change has four basic steps to perform which explained below: Recognition of change in broad business concept: this is the kind of change identified in the internal process of the organization. The change management also includes the competence of the company to adjust their employee according to change because they are the only source who regulate change in the organization (Poff Zimmerman 2010). Response to fluctuation as per company need: under the change management process firstly the company needs to analyze the market conditions prevailing in the environment. Further according to those conditions the management of the company needs to initiate responses to those changes. Further the company shall plan to amend the changes in the organization (Hayes 2014). Preparation of employee development plan for training: any change in the organization is accepted and implemented by the employees of the company (Serenko Bontis 2017). The employees of an organization are regarded as the most important asset of the organization. Thus, the company makes a program for the training and development of the human resource of the organization so the change management objectives are fulfilled (Hon, Bloom, Crant 2014). Achievement of standards: at the company the company will analyze and compare the organizational results with the objectives defined by the company. Changes in an organization are associated to recover the drawback of the company. Thus after the process of change management the company shall compare the results with expected standards (Hornstein 2015). The theory of change management holds three type of model under the approach. Further the details of models are discussed below: Lewins Force Field Analysis The model was developed by Kurt Lewin in the year 1947. The model is named as the three step model as well. And the three phases are as follows: Unfreezing: it refers to the process of keeping aside the old and rigid laws which used to hamper the growth of the company. Process aims to open the mind of the people of the organization for new and immediate changes. The manager of the company shall help the employees to have an open minded thinking ability. Thus unfreezing basically refers to a task changing the mindset of people against different conditions of the market (Lozano 2013). Change: change or transition refers to the step under which new ideas are learned and applied by the management of the company. The management of the companies takes the initiative to help the employees to adapt changes and think for new ways to perform the functions of the management. The change may also lead to some issues within the organization, but the employees need to be patient in that case and act responsibly in all matters (Cameron, Green 2015). Refreezing: refreezing refers to the process of change management under which whatever has been taught to the employees by the management shall be taken in to action (Sallis, Owen, Fisher 2015). The activities shall now be incorportated in the regular working of the employees. Such change shall be adopted by the employees with the help of change management. This step is the final stage of the model under which actual performance is seen and analyzed. Thus, in summarized form the model works in such a way that, initially the workings of employees are being freeze, further with their training they are being incorporated with the knowledge of change of change management and its activities. Further in the process of transition the employees get the ability to adapt change occurring within the organization due to change in market conditions (Johnston Marshall 2016). The workings of the employees are made flexible so that efficiency is initiated in all kinds of environment. Once the change is adopted by the employees, then the management refreezes the activities of the organization. This is done so that the employees can work and easily show their skills and abilities in the organization. By the end of freeze period the employees shall work according to the skills taught in the process of change management (Shirey 2013). Beckhards Change Plan The Plan was developed by Richard Beckhard who incorporated the following segments in the plan of change management: Adjustment of goals and standards as per the future change conditions of the organization (Langley, et. al., 2013). Identification of current action plan implemented as per the current objectives set. Defining proper change management activities as per the future changed objectives of the organization. Development of adequate tool of strategies to manage the transition process and future uncertainty (Coghlan, Rashford, de Figueiredo 2015). The organizations shall inspect their quarterly reports and then amend changes accordingly which are required in the functioning of the organization in the competitive market. The beckhard model provides long run approach to improve the organizational competencies by initiating to change the whole organizational management not just a department of the company (Fry 2017). The model gives support to the top management by helping them to initiate new regulations in the organization. Also this plan helps the lower level management to comply with the new provisions made by the top management. All the members connected with the organized are aligned together to contribute a positive change in the organization. Further under this plan, Marshak stated that the plan rationally gives an idea to the organization that how to initiate changes and what outcome will appear after such initiation. Although the steps present in the plan can be molded according to the profitability of the organization, but they shall give an effective change in the organizational change management system (De Waal et. al., 2014). Thorleys Model of Change This model was introduced by K. Thurley; the researcher gave five major strategies to companies to maintain changes within the organization (Million, Bossaller 2015). Further the strategic changes are explained below: Directive: this strategy refers to the obligation of the company to make changes at the time of crisis when all the other programs of management have failed. Bargained: this approach gives a view that the powers of the management are shared between the employer and employee (Ouma 2017). Also some negotiations, compromises are required in such change. Hearts and minds: it refers to the change in the attitude and belief of the human resource. This approach seeks positive assurances of the employees for the changes. Analytical: under this strategy the management needs to plan the process of change. Firstly by creating a blue print and analyzing the possible outcomes of it, also defining the subsequent stages of the process (Johnson 2015). Action-based: the strategy identifies the way through which managers perform the change management theoretical and analytical models of change management. Kotters model of Change This model was developed for the purpose of changing the vision and mission statement of the organization strategically and transforming the changes for the betterment of the organization (Calegari, Sibley Turner 2015). The approach involves eight steps which are as follows: John P. Kotter initiated this understand the changes better. The first step suggests that there shall be creation of sense of surgery. The organization assumes that there are negligible changes in the internal as well as external environments of the organization, contradicting to the situation, and the events of the organization are not certain at all. Thus due to such state of mind change in the internal process is avoided (Pollack, Pollack 2015). The second step approaches the organization to build a strong alliance of employees to work with resistance. Resulting to which the management shall create a plan to optimize the vision statement and plan strategies accordingly. The fourth step of this model includes the process of communication of the vision statement and other mandatory changes. So that people are aware with the fact that the organization has planned changes, thus they do not need to battle with difficulties for a longer period of time (King, Hopkins, Cornish 2017). The next step deals with the process of encouraging and inspiring the employees and other people to recognize and adapt changes for efficiency. The process will help the organization in resolving the barriers easily and initiating co-operation in the management (Carter et. al., 2013). Also, another benefit which this will give is that the organization will become a creative problem solver expert, which will increase the satisfaction level of employees towards the company. In order to initiate the process of change management effectively, the company shall provide short term benefits and rewards to the people time to time, so that they get motivated and satisfied as well (Brigham, Ehrhardt 2013). The final step involves refining the process and amending changes in the system if required. This strategy focuses on the process of making further changes if required, and also fixing the changes permanently. Kotter suggested that the changes should be reinforced in such a way that it demonstrates a relationship between behavioral change and organizational success (Helfat Martin 2015). Beer and Nohria explained the E and O change theories. The E theory is considered to be hard approach to comply as it focuses on changing the economic values of the organization. Whereas the theory is O is comparatively an easier approach to comply as it aims to make changes in the corporate culture and the human resource of the organization. Further the companies which effectively combine both the theories in fulfillment of their organizational objective can gain success and productivity in the organization (Shirey 2013). Conclusion Thus in the limelight of above event it shall be noted that the process of change management requires strict strategy and procedures to follow those actions. There are certain models defined to apply the change management with the organization. It initiates competence and flexibility within the organization (Benn, Dunphy, Griffiths 2014). Hence, concluding the above statements it can be said that this type of management in the organization provides many benefits to the organization if done in a correct way otherwise the management can become more ineffective among employees. References Benn, S., Dunphy, D. Griffiths, A., 2014.Organizational change for corporate sustainability. Routledge. Bogers, M. West, J., 2012. Managing distributed innovation: Strategic utilization of open and user innovation.Creativity and innovation management,21(1), pp.61-75. Brigham, E.F. Ehrhardt, M.C., 2013.Financial management: Theory practice. Cengage Learning. By, R.T., Burnes, B. Oswick, C., 2011. Change management: The road ahead. Journal of Change Management, 11(1), pp.1-6. By, R.T., Burnes, B. Oswick, C., 2012. Change management: Leadership, values and ethics. Journal of Change Management, 12(1), pp.1-5. Calegari, M.F., Sibley, R.E. 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A conceptual framework for guiding business transformation and organizational change in innovative ICT projects.International Journal of Organizational Innovation (Online),7(2), p.6. Fry, R., 2017. Richard Beckhard: The Formulator of Organizational Change.The Palgrave Handbook of Organizational Change Thinkers, pp.91-105. Gassmann, O., Enkel, E. Chesbrough, H., 2010. The future of open innovation.Rd Management,40(3), pp.213-221. Hayes, J., 2014.The theory and practice of change management. Palgrave Macmillan. Helfat, C.E. Martin, J.A., 2015. Dynamic managerial capabilities: Review and assessment of managerial impact on strategic change.Journal of Management,41(5), pp.1281-1312. Hon, A.H., Bloom, M. Crant, J.M., 2014. Overcoming resistance to change and enhancing creative performance.Journal of Management,40(3), pp.919-941. Hornstein, H.A., 2015. 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Are companies planning their organisational changes for corporate sustainability? An analysis of three case studies on resistance to change and their strategies to overcome it.Corporate Social Responsibility and Environmental Management,20(5), pp.275-295. Million, A.J. S. Bossaller, J., 2015. Strike While the Iron Is Hot: Change Management in the Context of a New Political Administration.Journal of Library Administration,55(2), pp.92-113. Ouma, C., 2017. Planning for Organizational Change and the Role of Leadership in Implementing Change.International Journal of Innovative Research and Development,6(7). Poff, N.L. Zimmerman, J.K., 2010. Ecological responses to altered flow regimes: a literature review to inform the science and management of environmental flows.Freshwater Biology,55(1), pp.194-205. Pollack, J. Pollack, R., 2015. Using Kotters eight stage process to manage an organisational change program: Presentation and practice.Systemic Practice and Action Research,28(1), pp.51-66. Sallis, J.F., Owen, N. Fisher, E., 2015. Ecological models of health behavior.Health behavior: theory, research, and practice. 5th ed. San Francisco: Jossey-Bass, pp.43-64. Serenko, A. Bontis, N., 2017. Global ranking of knowledge management and intellectual capital academic journals: 2017 update.Journal of Knowledge Management,21(3). Shirey, M.R., 2013. Lewins theory of planned change as a strategic resource.Journal of Nursing Administration,43(2), pp.69-72.