VMC, Research Paper Example
Words: 512Research Paper
An intervention may fail for various reasons. The first is that people fear the unknown and prefer the safe way. People don’t like uncertainty or changes because they are comfortable with the way they have always done things and are used to. The intervention may also fail because the management has not properly communicated with the subordinates or explain their plan. Because people do not know much, they hesitate to support the change. Another reason for opposition to intervention is fear of loss of job or lower job security. People may also not embrace the intervention if they believe that there is no good reason for change and its just a formal exercise by the management without much thought or planning.
Lack of resources would also result in opposition to intervention. If adequate resources are not provided, the people may take it as lack of commitment from the management itself. Timing may also determine whether people embrace intervention. When economic conditions are tough and there is a lack of job security, change will only add to the stress already present in the environment. The employees may also resist change out of habit because they feel comfortable in rigid work culture and not a dynamic work culture.
One of the initiatives is to develop leadership skills of the management through training in communication and interpersonal skills. The leadership may be able to successfully implement it there are some within VLM who are concerned about improve job security and their career prospects. But the training plan could face lack of enthusiasm from the employees because VMC management still has not provided adequate information as to why it is being implemented and how it will benefit the trainees. The trainees also do not know the purpose and will take the training as unnecessary hassle. Employees also do not know that acquiring communication and interpersonal skills will increase their power and since they do not know the benefits, they may not be enthusiastic. The management has yet to make a decision as to how many resources will be dedicated to the training program. Inadequate support from the management will also spell doom because training programs can be costly and employees should have access to support-staff well after the training has ended. The training program will also not attract enthusiasm or commitment from the employees because VMC has rarely held training sessions in the past, thus, employees are not used to training programs.
If this initiative is applied to a Saudi based Health Facility, the success rate won’t be much different because VMC exhibits many of the characteristics usually found in Saud based Health Facilities such as rigid organizational structure, sense of family, seniority based promotions, job security for life by the government, and lack of competition. Thus, the facilities are often government-owned with bureaucratic structure and as much focus on community welfare as on operating performance. Because promotion is often based on experience and seniority rather than skills, most employees take a predictable path to promotion and do not expect to be rewarded for higher performance than the peers.
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