When managing an organization, one should pay particular attention to setting clear goals and leading employees towards achieving them. However, without a clear understanding of approaches to measure the success of a strategy, an executive would be unable to determine whether the process was carried out correctly or not. This paper aims to provide an explanation of restructuring in a company, approaches to measuring the results, and additional methods that should be used in case the anticipated outcome is not achieved.
Restructuring is a method applied to enhance the efficiency of operations by altering various components of a company. For instance, a hierarchy that guides the relationships between employees can be changed to ensure better communication. The legal approaches that govern the establishment should be altered, for instance, by modifying the ownership strategies. For the purpose of this discussion, a transformation from a traditional structure towards an adhocracy in information technology (IT) company will be discussed.
As a leader, I need to set specific targets that help measure the outcomes of this initiative. Firstly, I would have specific goals, such as ensuring that departments of customer support adopt a new structure in the next three months. The development department, which is the most significant part of a company, should use adhocracy by the end of 2019. Next, one can identify smaller tasks and targets, which would indicate that the intervention process is successful.
For example, the educational program for the customer support employees will be developed in the next month and implemented within two weeks. Abildgaard, Saksvik, and Nielsen(2016) recommend measuring the number of employees that take part in the activities, their thoughts regarding the legitimacy of the program, and stakeholder support. This would provide an understanding of whether the chosen approach to intervention is valid from the perspective of staff members.
From the example, it is evident that an executive should assess information, both quantitative and qualitative, to identify if the intervention is carried out correctly. Abildgaard et al. (2016) recommend using a process evaluation scale, which helps measure attitudes and actions taken towards a particular initiative. Due to the fact that in the proposed case, the first department that would alter its structure is customer support representatives, the executives can measure customer satisfaction and some addressed concerns per employee. In this particular case, Girod and Whittington (2016) recommend measuring performance outcomes before and after restructuring to identify whether the new approach benefits the company. Through this approach, the company would be able to determine if the new structure is suitable for it.
If the program does not result in the anticipated outcomes, one must alter the plan using feedback from stakeholders. Asli (2016) recommends refining the intervention by reviewing the implications and identifying which components of it should be changed. In some cases, such analysis will present an understanding of a need to eliminate a program because it does not contribute to the overall goal of an organization.
Overall, measuring the process and outcomes is a primary approach to determining the efficiency of a chosen intervention in an organization. The executives can assess the attitudes of the employees towards a particular change and measure their performance, which would provide a clear understanding of the efficiency. In the IT company in question, both qualitative and quantitative methods will be used to determine customer satisfaction and the work outcomes of the staff members.
References
Abildgaard, J. S., Saksvik, P. Ø., & Nielsen, K. (2016). How to measure the intervention process? An assessment of qualitative and quantitative approaches to data collection in the process evaluation of organizational interventions. Frontiers in Psychology, 7, 1380. Web.
Asli, G. (2016). Change management strategies in modern business. Blagoevgrad, Bulgaria: Business Science Reference.
Girod, S. J., & Whittington, R. (2016). Reconfiguration, restructuring and firm performance: Dynamic capabilities and environmental dynamism. Strategic Management Journal, 38(5), 1121-1133. Web.