Chapter 6 was a generalized concept of change and innovation. One explanation of the Technology Cycle lead to an “ah ha!” moment when thinking of the new introduction of chip readers with credit cards and card machines. When the chip was introduced for all cards, stores all around were forced to get new machines to accommodate the new technological invention. Many stores attempted to just transition into a new generation cycle by installing the new machines without the chip reader function actually working thus allowing the old style cards to still work in addition to the new chip cards simply just swiping for payment as the old cards do. Although the chapter was probably talking more in a sense of new phones and such as new technology but this put things more into context for something in personally had to deal with in the workplace and everyday life. One key thing that has always had me questioning if it truly is a good thing is the influence of technology in the work place is the creation of new technology that does jobs for people. For example, one positive note for the change technology offers in a good aspect is the mentioning of military drones. That specific example is very beneficial because it can offer more safety and possible even more jobs but not every change in technology within the work placed is beneficial; even the book mentions that technological advances can replace human positions. The job market has always been difficult to enter, now along with the fear of others taking our jobs, we fear technology eliminating our jobs. One final take away from chapter 6 in context from personal experience in the use of the Lewins Change Model. Just recent I have experienced the implementation of the model by having a trainer from our Corporate office come to my own desk, sit with me to introduce the new behaviors and mannerisms as well as comparing the old ways in which we handled certain situations with the negative effects caused to then having the trainer sit with me throughout my work shift to help implement the new behaviors and such. Lastly now enacting the new mannerisms myself even after the trainer and supervision has gone.
Chapter 7: This chapter took a spotlight on the flows of command and work as well as an insight on delegating work. This specific topic I personally am happy to have addressed in the class because it is a topic I struggle with not only in the work place but also in everyday life. For example, I constantly find myself working late and taking in over time because I will not leave paper work to be completed by others for later dates and prefer to handle and complete it myself. This is a very negative mannerism since I am not allowing myself the break needed along with racking up over time hours which isn’t exactly a positive seen by my management and lastly, I am keeping work experience from employees by not introducing them to work they could just as easily handle. For personal life aspects and delegating work, I see myself constantly as a controller of things so simple that it will cause issues within my personal relationship. For this example, I am a very serious neat freak. Mix in the need for clean with working multiple jobs, being a full time student at the University of Mary Washington and a part time student with Germanna Community College and lastly, a very adorable but needy dog, I am short on personal time. Even though I have a healthy and capable significant other whom I live with, I still do not delegate the house work properly to alleviate stress from myself. This then opens up a whole other section of problems. Things I found very helpful in this chapter were the explanations of Line authority and staff authority which play a roll in both personal and business life for me as well as the mention of micromanagement which I struggle with daily. Although the focus of the course is not for personal life such as i have mentioned within my relationship, I did take the idea of reengineering into consideration for my relationship. No, I am not saying chapter 7 told me to leave my boyfriend, it did however offer and idea of organization of delegating the work. Instead of incremental changes like having him walk the dogs whenever he is off of work, we agreed that he will walk the dog everyday at 2 pm which then forces him out of bed, since he works night shift he sleeps most of the day which also pushes back or eradicates the things asked of him, as well as releasing the stress that the dog walking will be something that I have to handle when I am home in addition to many other daily tasks. One thing specifically relating to my work environment is the lack of job rotation seen within the company. Within the 3+ years I have been with my job I can honestly say from memory and research that the only job rotation seen was due to negative aspects and not cross-training. The rotated employees simply rotated due to poor work relationships or just simply an agreed upon dislike for the position. In addition to the lack of job rotation there is also a very clear lack of job enrichment. I have been at the same position for multiple years, I have trained and befriended many individuals who I work closely with and I know many of these individuals saw the negative aspects of the job that I am mentioning now and have previously mentioned which is always paired with a negative attitude toward the position, management and company. Although I can not push off all of the fault for some of these ideas are learned from other employees and coworkers, I can confidently say a vast majority of these negative ideas are created from experience. I feel my company should be taking this course as well or simply reading the book to understand how they should truly be running.