bmal 500 2 replies froum 4 kg

| September 16, 2020

Replies: Provide 2 thoughtful replies to the threads of classmates. Each reply must include an analysis of your classmates’ threads, based on any experience from your own professional career (if applicable) that might be relevant. All replies must be 200–250 words. Also, be sure to integrate the required reading in a logical and relevant manner.
You must cite:

The textbook or at least      1 peer-reviewed journal article;
1 passage of Scripture;      and
The audio lesson      presentation.

 Reply Prompt: For your peer replies, respond to 2  classmates adding to their posts with demonstrated knowledge of the  concepts. Review the Discussion Board Forums instructions document and  grading rubric (found in the Assignment Instructions folder) for  detailed assignment requirements. 


 Sarah Carter                       
Mentoring  is a process that allows people who are new to the workplace to become  familiar with the organizational culture, through the guidance of  another person. Kinicki & Fugate (2018) define mentoring as, “the  process of forming and maintaining intensive and lasting developmental  relationships between a variety of developers and a junior person” (p.  578). Mentoring has shown to have many different benefits to a person  who is new to an organization, and to the organization as a whole. In  mentoring, there are four different stages: Initiation, Cultivation,  Separation, and Redefinition. The initiation phase lasts 6-12 months and  is when the mentor teaches the new employee about the values and norms  of the organization. The cultivation stage can last 2-5 years and  contains psychosocial and career guidance. The separation phase is when  the mentee detaches from the mentor and enters into a redefinition phase  where the former mentor and mentee interact as peers (Kinicki &  Fugate, 2018, p. 579). A well-developed mentoring program has been shown  to increase productivity and performance, help in the development of  the mentee’s and mentor’s career, and enhances learning (Jyoti &  Sharma, 2015, p. 703). 
In  the organization for which I work for, there is a mentoring program but  there needs to be an increase in the amount of time invested into the  program and the accountability of the mentorship. Jyoti & Sharma  (2015) in their article say that, “developing a valuable mentoring  program requires adequate budget, time, facilities, and a true  commitment from business leaders” (p. 703). The people with whom I work  don’t have a desire to follow through with the mentoring program. A  mentoring program to my co-workers is just another thing to add to their  to do list, in which there is already not enough time to get done. Dr.  Fischer in his PowerPoint on structure and culture mentions that leaders  can desire for a specific culture, and can try to make official  statements and formal programs, but unless they have buy-in from their  employees, they will be limited in their efforts (Fischer, 2009). Until  we put more of an emphasis of the importance of mentoring, our  organization will continue to have the problem of a lack of  accountability for their current mentoring program. I believe that a  helpful solution would be to develop more of a formal mentoring program  with specific guidelines it adheres to, and a system for feedback from  employees in order to enhance growth.
I  believe that mentoring in an organization allows us to build  relationships with the new employees and to be able to have  opportunities to live a life for Christ through these relationships. 1  Peter 2:9 says, “but you are a chosen race, a royal priesthood, a holy  nation, a people for his own possession, that you may proclaim the  excellencies of him who called you out of darkness into his marvelous  light” (English Standard Version). Our workplaces are a great place to  demonstrate God’s love to the people around us, by genuinely caring for  them, encouraging them, and making them feel like a valuable part in our  lives. Everywhere that we are is an opportunity to share of the love of  Christ, and our workplaces is a great opportunity to do so. 
Fischer, K. (2009). Structure and culture [PowerPoint Slides]. Retrieved from
Kinicki, A. & Fugate, M. (2018). Organizational behavior: A practical, problem-solving approach. New York, NY: McGraw-Hill Education

Marsha Riddick

Change  is something my organization deals with on a regular basis as a  government funded Public School District things are constantly changing  on how we report things to the government which affects how we track  things.  However, we are in the process of transitioning to a new  Student Information System which will be a huge undertaking and will  affect everyone from the teacher and student to the secretaries,  administrators, and parents as this maintains all of our information on  students as well as their records since we have electronic student  cumulative records.  The plan is to finish the current school year on  our old system at the same time receiving training on the new system  then when the year ends we will move to the new system.  I honestly  don’t see myself as a person who has issues with change but this one I  am a little concerned about.  School districts are under the state  government mandates and this new system we are going with the company  has no other school districts within our state of Pennsylvania.  Our  technology departments sees that as a plus as all reports will be  written specifically for us however, my concern is will the company be  able to understand the requirements of our state allowing us a smooth  transition?
According  to Lewin’s Change model there are three stages unfreezing, changing,  and refreezing.  Unfreezing is when you create the motivation
to  change.  Changing is when you introduce new information, models, and  procedures.  Refreezing is when you support and reinforce the change.   At this point of time we have not begun training or anything on the new  student system yet so we are in the unfreezing stage.  Administrators  and our technology department are really trying to motivate everyone in  preparation for the change to the new system.  Change will come next  summer as we change from our current system to the new system and then  refreezing will occur as the school year begins and we need that support  (Kinicki & Fugate, 2018).  Currently, the younger and more  technology savvy staff are excited about the change to the new student  system.  However, they are viewing it as the fix all problem solver.   They think just moving our data from one system to the next that the new  system will fix all of our problems.  The issue with that is if you put  bad data into a system a new system will not correct the bad data and  the issue will still exist.  The older staff is a little more resistant  to change in my organization and will take some more motivation for them  to get onboard.  After reading the textbook I initially thought that  using Kotter’s Eight-Stage Organizational Change process would be  appropriate for our organization.  However, Kotter makes it clear that  each step must be followed in that exact order and that none of them can  be skipped in order for it to be successful.  For the number of people  in my organization as well as the fact that some are on board and some  are not currently, I don’t think we would be as successful using  Kotter’s change process (Kinicki & Fugate, 2018).
Change  is an important part of everyday life but just as people resist  changing their personal lives they also resist changing their work  life.  In fact, according to an article I read resistance to change  within organizations isn’t unusual, nor it is always a bad thing.   However, it is important that the chief of the organization be on board  with the change and be a proper role model for the rest of the  organization (Petersen, 2018).   As Lesson 10 presentation indicated some good ways to overcome the  resistance to change are to ensure communication and allow staff to  participate in the decision-making.  These behaviors allow them to feel  empowered and help them to accept the change (Fisher, 2009).  Similar to  how our Lord is our chief in our Christian life and we must follow  him.  As Deuteronomy 31:6 says, “Be strong and courageous.  Do not be  afraid or terrified because of them, for the Lord your God goes with  you; he will never leave you nor forsake you” (New International  Version).  
Fischer, K. (2009). Lesson 10: Organizational Change and Stress Management [Power Point]. Retrieved from 312744701_1/courses/BMAL500_C01_201840/Presentations/Module%208a/Reading%2 0%26%20Study/PowerPoint_%20Lesson%2010/10- Org_Change_and_Stress_Managementv2/index.html
Kinicki, A., & Fugate, M. (2018). Organizational behavior: A practical, problem-solving            approach. 
Petersen, L. (2018, June 28). Negative Effects of Resistance to Change to an Organization. Retrieved from       organization-24340.html

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