Organization Assessment and Action Plan

Organization Assessment and Action Plan

The first step of an action plan is to assess the current situation of the department, and assess the cost of conflict and propose extensive options for change. The second stage is to identify areas that need to be improved and to determine how well a company will be able to manage conflict. In essence, this will involves diagnostic works and discussion and develop options for decision makers. The best strategy that I can use to handle conflict is to develop a communicative plan. In essence, an honest, transparent, as well as an informed approach is vital in the change process and can lead to faster and efficient implementation. Information is the key to aspect to the performance of the financial department; therefore, I will implement a strategy where every individual will be recognized on their contribution, this way, employees will be confident when dealing with financial issues.

Employees will need to be part of the process, and there will be a regularly scheduled session with two-way communication that emphasizes better results. In addition to this, people will be educated before implementing change, which will lessen resistance and reduce unnecessary stress. In addition to this, I would require that employee gives a regular written status report from employees and the clients and current issues that need to be considered during a transition period. Collaboration strategy would create a win-win strategy based on problem solving where all the interest of all parties will be met hence handling the conflict.

Priorities that Public managers and Employees during Change Process

It is important to conceptualize the public sector and its operation to understand the forces that influence a change process. In essence, public sector organization is based on delivering a range of services; therefore, the priority of the company is to focus on strategies that aim to provide better services. In essence, this involves implementing proper leadership style and upholding high standards of ethics to serve people better.

Theories to help with expected outcomes from policy changes

Change management experts have over the years emphasized on the need to establish organization readiness for change, and most have recommended different strategies and theory that proves the effectiveness of the policy change. The most prominent change theory is social cognition theory proposed by Gist and Mitchell (Raza & Standing, 2011). The theory suggests that the change outcome is a function of organization member’s cognitive appraisal of tasks demand, situational factors, and resource availability. In other words, in formulating change efficiency judgment, organizations members must integrate their capabilities depending on the course of action taken (Weiner, 2009). In other words, the social cognitive theory asserts that when everyone shares a familiar and favorable assessment of the tasks, they all share a sense of confidence and therefore organization change is effectively implemented.

Tactics for Implementing Change

Change is difficult not only because of the resistance from the employees but also to other stakeholders, especially the customers. According to Kotter (2010), it is normal to feel intimidated and uneasy by the challenge whenever an organization is considering undertaking any change in the processes or the system. Consequently, it is essential for an organization to implement the change process for smooth transition (Kotter, 2010). As noted previously, the best strategy is to communicate the rationale behind the change and then implement change in Phases. Collaboration in this case and testing the change in every phase is an excellent way to make sure that people transition smoothly. Lastly, it is fundamentally imperative to monitor change and measure its impact while evaluating its success. Importantly, all stakeholders need to be encouraged and informed of the progress to ensure that the change program meets its objective.

References

Henry, O. (2010). Organizational Conflict and its Effects on Organizational Performance. Research Journal of Business Management, 4(2), 136-144.

Kotter, J. (2010). Kotter’s 8-step change model. Mind Tools. Retrieved from http://www. mindtools. com/pages/article/newPPM_82. htm.

Raza, S. A., & Standing, C. (2011). A systemic model for managing and evaluating conflicts in organizational change. Systemic Practice and Action Research, 24(3), 187-210.

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation

Science, 4(1), 67.