1. ResCare - Organizational Behavior Shawnna Burchfield Kaplan University MT340 Conflict Resolution and Team Dynamics

2. Analysis of ResCare’s Organizational Dynamics Once an organization is established, groups and teams often form. All of which plays an important role in the overall effectiveness of the organization. Therefore, organizations study the actions of their employees to determine organizational behavior. ResCare is a company in which organizational behavior effects the overall operation. Organizations achieve their visions through effective leadership roles. ResCare has many leaders of which have emerged from within. These leaders range from upper and lower management to everyday subordinates. In addition, organizations are viewed as cultures where there are systems of shared meaning. An organization’s culture often defines the organization and sets it apart from other organizations. Respect and Care are the two words that form ResCare’s name and define the organization’s culture.

3. Group and Team Behavior ResCare is an organization, which groups have formed. These groups are both formal and informal. Command and task groups are both considered formal groups. These groups give individual designated work assignments in order to establish tasks (Robbins & Judge, 2007). Command groups use organizational charts, which ResCare uses. Found on ResCare’s Intranet website there are multiple organizational charts. Some of which include ResCare’s Executives, Accounts Payable, People Department – Human Resources Department, and Treasury Department (“Rescare intranet,” ).

4. Group and Team Behavior Continued In addition, ResCare has developed task groups, which include Community Services, Employment & Training Services, Job Corps and Other ("Rescare reorganizes business," 2010). Each task group has specific objectives. Individuals within each group works together to accomplish these objectives (Robbins & Judge, 2007). However, ResCare is reorganizing and as a result has designed four new task groups. These groups are as follows ResCare HomeCare, ResCare Residential Services, ResCare Workforce Services and ResCare Youth Services.

5. Leadership There have been many inspirational leaders since the founding of ResCare. Former President and Chief Executive Officer (CEO) Ron Geary is one. However, Ralph G. Gronefeld Jr. appears to be the most inspirational leader as the current President and CEO of ResCare. Mr. Gronefeld did not start out as President and CEO of ResCare. In fact, he began his journey with ResCare as Director of Internal Audit in June 1995. Gronefeld emerged from within by serving in various positions of increasing responsibilities, which has lead to his current promotion as President and CEO of ResCare ("rescare names ralph," 2006).

6. Human Resource Practices Through the selection process, performance evaluations, training and development activities, and promotions the human resource practices can successfully achieve the organizational goals (Robbins & Judge, 2007). By selecting only individuals who have the skill sets needed to perform the jobs within the organization increases the growth of the organizational culture. In addition, ResCare has established a compliance program to ensure the highest quality of supports and services to the people ResCare serves (“Rescare inc. home,” ). By performing routine performance evaluations, the organization is able to document an individual’s strengths or weaknesses and provide helpful insight to encourage the growth of the organizational culture. The evaluation may indicate that additional training and development is needed. This helps ensures the employee has every opportunity to reach their fullest potential within the organization.

7. Organizational Culture Simply stated, quality home care means doing the right thing, at the right time, in the right way while obtaining the best possible results. ResCare HomeCare uses many methods to ensure continuous quality supports, care and therapies, including:  We strictly adhere to state licensure and certification rules and regulations  We have a comprehensive proprietary Best In Class© quality assurance system  We seek and receive accreditation  We survey customers, clients, patients and employees to make sure our services meet your approval  We continue our culture of respect and care built and sustained during more than thirty years of helping people (“Rescare inc. home,” ).

8. Diversity Often work-life conflicts arise where management may choose to accommodate its employees through scheduling options and benefits (Robbins & Judge, 2007). ResCare offers a wide range of schedule options form full-time, part-time, and on-call positions. In addition, offers benefits that include flexible spending accounts, medical plans, and a SHARE program that provides financial assistance during times of emergency ResCare also provides diversity training that increases awareness and examines stereotyping so that employees value individual differences (“Rescare intranet,” ). ResCare appears to be promoting diversity in a positive manner by increasing their employee’s cross- cultural understanding.

9. Organization’s Current Condition ResCare’s culture is a system of shared meaning among its members that began in 1974 when Jim Fornear had a vision. His vision was to start a better kind of business, one based on people that quickly grew into a clear mission to give people the chance to reach their full potential. Currently there are over 40,000 members of ResCare living out Mr. Fornear’s philosophy of Building Lives, Reaching Potential (“Rescare intranet,”).

10. Organization’s Current Condition Continued ResCare’s future plans include building on their strengths and consistently providing high quality services through its members, training, and processes (“Rescare inc. home,” ). In 2008, seven of the organizations direct support professionals were awarded top state honors form ANCOR (American Network of Community Options and Resources). This is the organization’s annual “Direct support Professional of the Year” awards (“Rescare intranet,” ). This is a great way for the organization to ensure it reaches its organizational goals. By displaying and awarding members of the organization for their accomplishments, they have achieved within the organization positively motivates its members to reach their full potential.

11. Recommendations for Improve Overall Effectiveness ResCare’s self-governing teams prove to provide increased commitment and participation among its employees resulting in continuing to be the nation’s largest provider of services to those with disabilities.  However, self-governing companies are at greater risk for misdirection within its groups. Therefore, making it vitally important that all of ResCare’s groups are aware of the company’s interests and goals that minimize any misdirection (Thompson, 2004)  ResCare would also benefit from mentors and self-leaders. Mentoring relationships can present clear ideas and can define solutions to problems.  Through self-leaderships, individuals are able to direct and motivate themselves without being dependant on former leaders (Robbins & Judge, 2007). Therefore, ResCare would benefit from developing self-leaders within the company.

12. Summary and Conclusion ResCare is obviously an organization with multiple groups that are lead by self- governing teams. ResCare appears to have many strengths, which has resulted in rapid growth opportunities. However, ResCare has encountered weaknesses along the way. ResCare’s leaders are both inspirational and trustworthy. Through team leadership roles, ResCare’s leaders take on challenges head on and influence their followers to do the same. However, their effective political skills create both positive and negative reactions from individuals within the company, which creates conflicts. Even so, ResCare can achieve its vision through effective leadership roles. In addition, ResCare’s culture shares a shared meaning of respect and care which sets the organization apart from other organizations.

13. References Rescare inc. home page. (n.d.). Retrieved October 1, 2010 from http://www.rescare.com/index.cfmhttp://www.rescare.com/index.cfm Rescare intranet. (n.d.). Retrieved October 1, 2010. from http://intranet.rescare.com/site/2434920/toc.asphttp://intranet.rescare.com/site/2434920/toc.asp "ResCare Names Ralph Gronefeld Successor to Retiring President and CEO, Ron Geary; Mr. Geary to Remain as Non-Executive Chairman." Business Wire. Business Wire. 2006. Retrieved October 14, 2010 from HighBeam Research: http://www.highbeam.com/doc/1G1-144921177.htmlhttp://www.highbeam.com/doc/1G1-144921177.html Rescare reorganizes business divisions and leadership. (2010, August 4). Business First of Louisville, Retrieved October 1, 2010from http://louisville.bizjournals.com/louisville/stories/2010/08/02/daily27.html http://louisville.bizjournals.com/louisville/stories/2010/08/02/daily27.html

14. References Continued Rescare reorganizing business lines/leadership emphasis on strategic goals and future growth. (2010, August 4). Retrieved from http://www.globenewswire.com/newsroom/news.html?d=198420http://www.globenewswire.com/newsroom/news.html?d=198420 Robbins, S. P., & Judge, T. A. (2007). Organizational Behavior (12th Ed.). Upper Saddle River, NJ: Pearson Education, Inc. Thompson, L. L. (2004). Making the team: A guide for managers (2nd Ed.). Upper Saddle River, NJ: Pearson Education, Inc.