Background
The situation at Cameron Mechanical & Automation is that there are many divisions from the departmental levels and management levels. Each department head uses his/her management style, which has raised some issues and hampered communication in the organization. In addition, there is a need for change in the organizational infrastructure to help the organization run efficiently and effectively. The organization also has several problems, including growing mistrusts between the employees and the management, which need to be addressed for the company’s success. Employees feel they have no room for sharing ideas that might streamline the company’s processes (Nisar, 2019). As a result of nepotism allegations, there is a high worker turnover and absenteeism in all the departments, which has made it hard for the organization to meet customer demands. The company, therefore, needs to address leadership issues, communication issues between the departments and management staffing issues, and separation of department issues.
Moving into the “Next Generation” of Organizations
The next generation of organizations presents unique opportunities and challenges for managers and business leaders. As a result, there is a strong need to understand and learn how to apply effective actions, processes, and techniques needed to move into the future world of business. Most importantly, next-generation organizations need to adopt specific characteristics and employ techniques to help them succeed, cope with the high competition in their industries, and manage their organizations effectively and efficiently (Cimini, 2020). Though they might not embrace all the techniques, failure to apply them might be detrimental to their organizations. Here are some of the specific actions and methods which they need to use.
Financial and Business Savvy
In the next generation of organizations, people from all levels, both staff, and management are comfortable planning and talking about the economic success of their organization. Financial literacy is expected from every organization member, including those who are not formally trained in non-profit finance. In addition, the next generation does not have the previous generation notion of relying on the mission but instead needs to understand the strategic importance of continuous decision making, simultaneous analysis and understanding of the financial positions and mission impact data. Rather than protecting people from the things happening in the company, next-generation leaders need to engage their staff in the economic realities of their organization. Transparency will be a core thing, and by doing so, there will be sharing of responsibilities to attain financial viability. Also, through financial transparency, there is shared leadership. Staff at all levels will be seeking new outcomes, and everyone will be involved in thinking smartly on how to strengthen the business model over time.
Adopt Shared Leadership
To move into the subsequent generation of organizations, companies need to understand the importance of shared leadership. Adopting a shared leadership will make every member of the decision-making and have a legitimate influence on the organizational goals. Every person will have a responsibility of making sure every program meets the community’s impact goals. The power bestowed upon leaders will diffuse across the organization and be shared by all individuals unlike the current generation where powers belong to the leaders and minimal sharing with other staff what is happening in the organization. Leaders with authority within the organization readily share and engage other staff in questions with small and large consequences in the business. Since today’s organizations are staffed by influential, charismatic, and skilled people, shared leadership is essential. Leaders need to embrace the diversity of all kinds, ranging from culture, perspective, background, and experience, to effectively make the organization effective.
Build Cultural and Multicultural Competence
Embracing multiculturalism is a critical factor in the subsequent generation organizations since it creates appreciation and utilization of cultural differences within personal interactions during organizational practices. Business organizations that promote multiculturalism tend to emphasize inclusive practices and sharing of power and resources, and understand and strive to achieve economic equity (Ferdman, 2017). The next-generation organizations need to go beyond valuing the demographic diversity in their working environments but instead infuse multicultural perspectives in their leadership, governance, and programs. With such a setup, the staff and board members will understand cultural competencies and aspire to improve recognition, understanding, and appreciation of personal cultural similarities and differences. People will become effective and will find no difficulties in working with people who have different cultural and ethnic backgrounds that are different from theirs. Through such as culture, everybody works towards building their capacities as agents of multicultural equity and responsiveness.
Embrace Continuous Learning
Organizations need to embrace a culture of constant learning when moving into the following generation organizations. Organizations need to embrace system thinking to solve problems where everyone seeks to understand the correlation of issues as part of the overall system. This happens through believing the only way to know why the problem exists is to look at it in relation to its environment (Dahlmann & Bullock, 2020). Continuous learning also includes personal mastery, expressed through an individual commitment to the organization and the urge to perform. In addition, it also consists of the practical application and discarding of mental models. A learning organizations demonstrate an understanding of their mental models and put them to work effectively. However, they also note when some mental models are no longer useful and therefore when to discard them. The organizations also have a developed sense of shared visions and team learning where individuals work together to achieve certain goals. The employees and management learn together to enhance their problem-solving capabilities through knowledge-sharing processes and utilization of organization facilitated structures that enhance team learning to allow learning, dissemination, and implementation of ideas.
Address the Ambiguity of Work-Life Balance
Many times, the current organizations have been criticized for lack of work-balance lives. People are at work most of their time and therefore have limited time for their self-care. To avoid such scenarios, next-generation organization leaders need to maintain a work-life balance to ensure employees and management stay effective and efficient in their jobs. People need to interact with others outside work, do stuff on social media, and have time to blend their interests and values. Since results are judged through quality and not timesheets, embracing a balanced work-life will help companies keep pace with individuals’ needs and flexibility (Lin & Ling, 2018). They need to adopt a results-only work environment than sticking to rigid time structures that have nothing to do with performance. In addition, the system will allow the staff to be at per with their schedules, engage in work styles that are based on personal preferences, and work remotely as long as they achieve their desired results.
While organizations don’t need to embrace all the ingredients for the subsequent generation organizations, they require to embody most of the traits and techniques and implement them for their companies’ success. Implementation of these traits will results in a balanced work-life, streamline the employee management issues, and simplify the multicultural and ethnic issues at the workplaces.
References
Cimini, C., Pirola, F., Pinto, R., & Cavalieri, S. (2020). A human-in-the-loop manufacturing control architecture for the next generation of production systems. Journal of manufacturing systems, 54, 258-271. Web.
Dahlmann, F., & Bullock, G. (2020). Nexus thinking in business: Analysing corporate responses to interconnected global sustainability challenges. Environmental Science & Policy, 107, 90-98. Web.
Ferdman, B. M. (2017). Paradoxes of inclusion: Understanding and managing the tensions of diversity and multiculturalism. The Journal of Applied Behavioral Science, 53(2), 235-263. Web.
Lin, M., & Ling, Q. (2018). Is role stress always harmful? Differentiating role overload and role ambiguity in the challenge-hindrance stressors framework. Tourism Management, 68, 355-366. Web.
Nisar, T. M., Prabhakar, G., & Strakova, L. (2019). Social media information benefits, knowledge management, and smart organizations. Journal of Business Research, 94, 264-272. Web.