Transition and Loss. How Managers can understand the Issue - Essay Example

?Transition and Loss Transition is a passage or movement from one to another for instance from adolescence to adulthood. It could be the periodtaken by something to change from one state to another. Loss on the other hand could be defined as reduction in value of a given object. When applied to and industry it refers to when a company has its expenses being more than the revenues obtained and is usually the opposite of profits. Transition could lead to loss and loss is also likely to result to transition. For instance managers who frequently experience loss in their transactions are likely to opt for another positive measure hence the transition process that the industry will undergo. On the other hand they could adopt a transition that brings loss and would force them to revert back to the previous practices (Roland 2004, 90). This forces most organization to re-think their moves as some maybe impact positively, while others will impact negatively and are likely to leave a permanent impact on them. Not only is it evident in marketing organization but also in the social care and health measures that we undertake. For instance, some health care therapies undertaken leave them with poor health that affects the rest of their life span and they have to live with it an indication of loss. As for social care, most western countries take the aged to the old homes where they expect them to be taken care of not putting in mind of the impact it has on them psychologically. This explains why most of them tend to die earlier as they are denied family love. Death appears to be a social loss in this context due to the transition they undertook in favor of their aged members. Technology has impacted mostly on transition and losses experienced in the society (Peng 2000, 76). Most tend to adopt it with the intention of inducing innovations in their work place or even daily activities. However some of the technological advances adopted losses that were initially experienced are likely to be corrected by technology adopted. This indicates that loss is likely to lead to transition and when adopted wrongly the transition would still bring about loss. However not all transitions lead to loss nor do all losses require transition. Critical evaluation of a transition process and the benefits that accompany it are likely not to result to loss. A move to adopt a technological communication system in the work place as opposed to the initial use of messengers is a positive transition as there is quick transfer of information. Challenges for Managers The transition management program helps institutions to be more successful through the adoption of more innovative projects into their programmes that make them to be competitive enough. However the more innovative an institution is the more it stands the risk of losses as it brings with it complexions in management. This may not be different among managers trying to help their groups to deal with transition and loss in the health and social care sector. This is attributed to the fact that the service users expect that the moment there is an innovation then they should see the changes immediately yet in some cases this is likely to be a gradual process. As for managers, they will expect the service user to be able to employ and effectively use the services being offered. This may not be the case since, some individuals are likely to be reluctant to changes being implemented hence taking a long period of time with which comes losses. For instance any changes that may bring about transition in the health sector may not go down well with some individuals who would find it to be a risk to their future health (Roland 2004, 78). The same applies to transition taking place in social care where to some extent it is likely to interfere with their social ties. It is likely that most individuals will not adopt the transition process hence the loss (Peng 2000, 56). This becomes a challenge for managers as they may sometime be forced to adopt other measures that will convince service users to adopt the transition. This may include such things as open discussions where the service users are to state what they wish to have hence the need for the managers to come up with strategic links that will make it possible. Management Dilemma The managers are faced with the management dilemma where they have to secure the commitment of the service users to the transition. Most service users are likely to anxiously adopt a transition and if it does not meet their demands as required, they drop out. Transition becomes a challenge in itself with such drop outs being experienced frequently. As a challenge managers themselves may not be prepared to handle transition processes that are likely to end up unsuccessful since operational efficiencies have not been stated clearly. Matters of human resource are likely to arise especially if the transition threatens to eliminate some of the vital existing aspects in the health and social care institution. The service users are therefore not ready to receive these transitions as they find the loss to be too great on their side as they consider the transition to be underdeveloped. Sophisticated Transition Models Some of the transition models adopted in the health and social care sectors turn out to be sophisticated to the extent that the service users may not adopt them. With the numerous research that is ongoing the changes and innovations are being undertaken daily by various institutions as they are seen to be offering a solution to the clients (Peng 2000, 45). With the sophistication in the transition models, then the managers are expected to undertake a frequent communication policy to enhance transparency with the service users a step that may not be achieved easily. Communication will help reduce the conflict of interest that may prevail among the service users hence the need to ensure a balance between the managers and the service users. Coping with the Stress of Change The incoming changes may be hard for both the managers and the service users to adopt prompting a challenge to the managers whether they should do away with it. They are forced to do away with traditional approach to matters and adopt the new ideas. As a result they have to attend brief trainings on how to ensure the model is a success. The professional goals have to be changed in order to be in agreement with the transition and structures laid down. The approaches become a challenge to the two since changes that occur are likely to threaten the individual and group performances in matters pertaining to health and social life. This results to the isolation and breakdown of structures making the transition not to respond to the demands of the service users by supporting them throughout the transition process. With such stress most managers may not avail themselves to the service users in order to enable them understand the importance of the transition. Opportunities for Managers The room for increase in operation is created especially through accountability and authority as they are well known to the service users. Transition also helps to maintain the boundaries that exist in an institution as there is a clear division of roles and responsibilities among the individuals involved in transition (Columbus 1999, 67). They are expected to have the listening skills which enable them to respond flexibly to the changing needs of the service users. How the top management communicates with its subjects determines the rate at which they easily adopt the transition process being implemented. The room .increase because there are more skills that have been added to an institution which calls for the participants to speed up and improve on their level of performance. In health the room encourages a research or treatment of some of the secondary diseases that were initially impossible. Crisis Response Transition enables the implementers to be able to respond to the initial problems they had encountered. For instance they are likely to restructure the initial steps that were followed in administering effective social care to service users or change the medicines being offered in health services. Task forces might be set up by the managers to ensure that the transition does not bring with it losses. It responds to the grievances that are set out by the service users and consults with the users in order to listen to their views. In order to clear out the crisis, the managers are likely to organize training for the service users on how to solve the problem from which they are able to learn about new solutions. They can also respond by allocating resources from which the transition can be undertaken (Columbus 1999, 23). A multidisciplinary approach is also a positive move since with the different integration of knowledge from different individuals it is easier to come up with a transition model that will effectively meet the demands of the service users. Transition also provides an opportunity for the managers to expand their services to their consumers. With new technological advances, it brings with it new innovations that are incorporated in the system to improve the rate of performance. They are also able to improve on the quality of products so as to compete at the same level with other producers. This is evident in the health sector where with time they have been able to adopt several technological advances in their attempt to improve the type of health services being provided. Social care has also been improved where there is the recognition of various cultural practices among different communities I the whole world. Cultural diversity has been encouraged especially through intermarriages. Factors that are also likely to encourage loss should be restricted in order for individuals to adopt transition models in place. How Managers can understand the Issue Despite the losses that maybe encountered by the managers, they can still strive to make transition a success in health and social care services. Since the process of innovation is complex, it is encouraged that the managers coach their team members together with their service users on the importance of the transition model being employed and that it is vital that they adopt it (Biech 2010, 45). They should therefore first review the transition model to ensure that it I the best to be adopted and that it is the acceptable one by the service users. The leadership practices being adopted should be those that will bring cooperation among their subjects and not conflict of interest. The roles of management should be well defined to fit the transition equation. This means that it should be able to bring out the transition and be able to be fully incorporated among the users. A separate transition guidance board should be put in place during the transition period so that it can judge the performance of the transition and that of those involved in transition that has been put in place. Through such judgment they will get hold of new stakeholders who are interested in the transition. This has to be emphasized since matters to do with health cannot be guessed and any error undertaken can result to adverse effects on the user. Moreover most individuals are tied so much to their social ties and thus the social care provided should not be one that tries to discourage them from the ties. The transition budget should be provided by both the team and service users. This is because the two groups are the determining factor to the success of the transition and therefore a move to isolate one group will lead to failure of the whole thing. The manager here serves the role of determining where funds will come from to oversee transition. However the transition stands a threat of receiving enough finances from the service users as they might initially not find the transition to be of impact to them. It is upon the manager to solve such issues to ensure that the funds are obtained (Sople 2002, 123). This explains why there is need for the managers to train the two teams on the importance of the transition so that during that implementation both parties can participate. The managers have to come up with expectations that are realistic in order to convince the stakeholders and other service users to adopt the transition. The expectations should be able to explain losses that were initially incurred and the reasons for adopting the transition as a means for solving the problem. In health the expectation of most patients will be to obtain services that will be able to help reduce cases of illness. While the social care services should aim to promote matters affecting society. It should signify dead ends and rise in opportunities that were initially unexpected. Being in a hurry to meet the requirements of the transition may leave the managers at the risk of failing to meet their objectives. Therefore the management should learn to behave so that the strategies set are met and this is effective through communication. The remaining uncertainties ought to be solved with time. References Biech, E., (2010). The 2011 Pfeiffer Annual: Training. New York. John Wiley & Sons. Columbus, F. H. (1999). Central and Eastern Europe in Transition, Volume 3. Nova Publishers. Toronto. Djankov, S., (1998). Enterprise Isolation Programs in Transition Economies. Washington DC. World Bank Publications. Meyers, D. & Hiley-Young, B. (1996) Disaster Response and Recovery: A Handbook for Mental Health Professionals. California. Diane Publishing. Peng, M. W. (2000). Business Strategies in Transition Economies. New York. Sage Publishers. Roland, G. (2004). Transition and Economics: Politics, Markets, and Firms. New York. MIT Press. Shirley L. & Ivor, M. (2007). Service Transition. California. The Stationery Office Publisher. Sople. (2009). Business Process Outsourcing. New York. PHI Learning Pvt Ltd. Read More