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Brock Home Care

Nov 15

Yen Tan

on 16 November 2012

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Transcript of Brock Home Care

Assignment 3
17 NOv 2012 Rivera-Nivar, M., & Pomales-Garcia, C. (2010). E- Training: Can young and older users be accommodated with the same interface? Computers & Education(55), 949-960. doi:10.1016/j.compedu.2010.04.006

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Chu, R. (2010). How Family Support And Internet Self-Efficacy Influence The Effects Of E- Learning Among Higher Aged Adults: Analysis of gender and age differences. Computers & Education(55), 255-264. doi:10.1016/j.compedu.2010.01.011 Our Action Learning Team consisted of professionals who brought unique sets of skills to the team which enabled the team to work together to research and analyze the barriers to change, consider motivation strategies to obtain employee ‘buy-in’, and develop training plans in place to meet the goals of the organization. By working in our small group setting, we learned how to obtain consensus on how to approach and move forward with our project.

Our action learning team engaged in finding solutions to rectify the pilot study. This entailed having team members engaged in similar work and encountering similar difficulties, be a part of the team in order to offered practical suggestions on how to manage their problems. The team’s concept of reflection expanded from one of mere inward pondering to multi-source information sharing and utilizing a communication pattern that was not unlike thinking out loud in order to receive constructive feedback (Raelin, 2008, p.173).

We fully support the notion that action learning groups engage and collaborate with the goal of identifying and implementing strategies that address specific teaching problems. (Albers, 2008). By doing this, we were able to see that there were multiple problems with the teaching approach of the software developer assigned to BHC by the Government. We learned that action learning teams need to spend time reflecting on what is being proposed and on the feedback that was received from each employee. We quickly realized that we needed to break the assumptions that we had attributed to our less educated employees and those whowere nearing retirement age as well, mainly that they
would be the most reluctant and unable to learn a new process.

What we learned through the process reflection and gathering everyone’s input was that there were alternate methods of training we could use. (Oliver, 2008, p.154). When given the time and proper support we were delighted to see that all of our employees managed to grasp the change and successfully learn to use the new software. Typically, action learning teams like to take more time to develop their plan, and experiment through trial and error in order to reach the best possible solution (Raelin,2008,ch.7). BHC was not afforded this luxury due to the time wasted on the failed pilot.
Lessons Learned To enable employees to accept a radical change, there has to be a “fundamental, qualitative shift in the firm’s philosophy or core perspective
and strategic orientation” (Greenwood & Hinings (1996) and Nadler & Tushman (1995) as cited in Hill et al., p. 758, 2012).
Therefore Brock’s vision and mission statements were developed.

✓ Independent use of B-Care software in the homes has risen from 70 % in the beginning of January, to 95% to date. A few still prefer the buddy system when conducting visits.

✓ Use of the IT help line has steadily decreased from 45 calls the first week to just 4 as of last week.
Brock Home Care must comply with the request from the Ministry of Health to provide data to them electronically. If they do not, the contract for home care would go to another provider. Why was it important? Employees' resistance to change:
How an action learning team successfully implemented a change initiative Topic Brock Home Care

B-Care Software Program Implementation

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To be a learning organization by encouraging life long learning in our employees Vision and Mission The need for reflection was great. We realized that with change comes the need to slow down. It seems ironic that we needed to do this, especially since we had lost valuable time during the pilot, but in doing so we were able to reflect and better strategize for the future state.

Atkinson, Howells, Reilly and Ross (2012, p.43), support the need to take the team’s ideas and let them “incubate”. It is only after a period of incubation that the original ideas start to grow. During the incubation period everyone is actually reflecting on what the original ideas were, and along with debate, discussion and critiquing something new grows and develops. We learned that having a strategy in place is necessary in situations like this when there is not a lot of time to create excitement around the
proposed changes. We learned that it’s best to introduce the concept of change slowly and repetitively if we want to better prepare our staff (Oliver, 2008, p.151). Management engaged in the change process by attending all-important meetings
✓Implemented the Change Champions through the organization to help employees
✓Communication to all affected employees on a weekly basis:
employees report feeling well informed
✓B-Care software program received numerous modifications based on feedback from the employees as well as incorporating peer-reviewed literature. Focus groups and questionnaires with affected employees
Employees report feeling valued and respected when they were asked for their feedback and opinions.

By fostering a positive environment, employees become positive and this in turn result in positive organizational changes (Stanley, Meyer (Avey, Warnsing (Mazanec, Wagner, Stofko & Hlavacka, 2001). Positive Outcomes Compliance with Ministry standards to provide certain data about clients to them on a daily basis. Doing so electronically would allow results to be transmitted instantly, eliminating the need for each home care worker to return to the office, record their information manually and have secretarial staff fax it to the government. This is time efficient. What were the intended benefits?
Implementing B-care allows Brock to be more time and cost efficient. Using this opportunity to implement training initiatives is an opportunity for investment in our current employees. What was the problem or opportunity for improvement upon which the project was based? The purpose is to highlight how an action learning team can play an integral role in organizational success when implementing changes. What was the purpose? Brock Home Care employees are resistant to learn how to use computers and a software program which has been mandated by the Ministry of Health. Problem Statement Gender : 90% female
20% 25 – 30 years of age
10% 31 – 40 years of age
70% 41 – 65 years of age
50% High School
30% University degree
20% Masters degree Demographics Organizational Chart Miranda – Branch Manager

Lydia – Registered Nurse

Jeremie & Stephanie – Facilitators

Yen – HR Generalist Introduction of the
Action Learning Team Introduction/Action Plan (Miranda)
Action learning team video
Motivational Model (Stephanie)
Positive Outcomes/Unexpected results -Lydia and Jeremie
Lessons learned- Yen Agenda Thoonen, E. E., Sleegers, P. J., Oort, F. J., Peetsma, T. T., & Geijsel, F. P. (2011).How
to improve teaching practices: The role of teacher motivation, organizational factors, and leadership practices. Educational Administration Quarterly, 47(3),496-536.

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Worthley, R., MacNab, B, Brislin, R., Ito, K. & Rose (2009).Workforce motivation in Japan: an examination of gender differences and management perceptions. The International Journal of Human Resource Management, 20 (7), 1503-1520. THE END

Thank you for your time Unexpected results Power outages which disrupt the computer use in the office or poor connectivity when in people’s homes.(to remedy this, we provided each worker with a Roger’s internet stick and have a back-up generator at the office to protect our computers)

Gender differences. Women reported feeling less self-efficient with the internet/computer use than males. Reporting that learning this technology is taught in a fashion more tailored to males. Older workers (those over 65yrs.) found they gained emotional support from their family members, whereas middle aged workers (50-65 yrs.) found they benefited most from the tangible support they received from family in becoming comfortable and self-sufficient with e-learning technologies. Most surprising was that women felt their family members were coercing them to learn the computer/internet, but women with young children/grandchildren living in their homes were the most motivated to learn. There was an unspoken nurturing bond with the young children and it was their way of keeping up with the younger generation (Chu, 2010).
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