In the pressure of the financial crisis, every executive faces dramatic outcomes, including high turnover, increased levels of stress among personnel, and lack of corporate culture. The solution to these challenges is complex and heart-wrenching: structural reorganization. However, the difficulties regarding meeting the objectives in proper methods make reorganization a hard task for executives, which often results in a failure. In the report, steps and strategies for a reorganization of the staff are discussed, as well as skills executives should have for successful planning and implementation of the plan.
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A strategy of reorganization should be created at the executive level in accordance with the goals and objectives of the organization. The executive should set measurable steps which must be implemented by managers and staff at the functional level (Rothwell, Stavros, & Sullivan, 2016). The core skills needed in organization development for the executives include organizational skills, direction-setting skills, interpersonal skills, and process skills.
Step 1: Defining Goals and Value Proposition
At this step, the executive should use leadership skills to focus on key company values and need for improvement. This would enable to highlight the purpose of the organization and establish goals and objectives in accordance with the purpose. While the company’s aims are only the statements of general intent for departments, it is important to define the unit’s value proposition. Clarifying the value could help to develop a common understanding for personnel. According to Collins (2015), to define the value proposition, three questions should be answered: what people are passionate about? What are the best at? What drives the economic engine of the unit? Defining value proposition serves as a basis for the reorganization plan.
Step 2: Defining Core Processes and Naming the Jobs
In the second step, the executive defines the activities which should be performed to implement the strategies which have been selected as a value proposition. To do that, a Core Process Model should be created, which links the inputs, process steps, and conditions with the desired outcomes. For each desired output, a set of specific processes should be defined. The executive should make sure that there is a consensus in the processes so that each manager will understand the needs and points of overlap as well as how to effectively cooperate. This will help to understand how the department should function to reach the goals, as well as standards and measurements of one’s performance.
The next thing the executive should do is to identify jobs and roles for the core processes. Such a step could be a key in creating a process-centric organization. It will also help solve the problem with too many (or too few) job titles given indiscriminately and get reliable data for modernizing the work for existing personnel. At this step, the executive should use his problem-solving, process, and communication skills to find solutions to a problem, redesign an organization’s processes, and communicate the solutions to everyone.
Step 3: Modeling Jobs
Although some organizations do not consider this step, it is essential to get detailed information on jobs. Knowing the specifics of each job will facilitate the process of hiring employees, evaluating, and improving their productivity. What the executive should take into account is that one’s uncertainty in his or her job responsibilities might have dramatic outcomes on the overall re-organization process. Also, the executive should involve the workers in job modeling to ensure their commitment to the re-organization.
Step 4: Establishing Corporate Culture
This step addresses the issue of boosting employee morale. In the previous points, it has been identified what kinds of work should be done and who has to perform them. However, corporate culture might support or hinder the work in the organization. In order to create a positive corporate culture, personnel should be asked whether there is something that gets in their way of performing their tasks and what could be done to improve their work. Apart from that, the executive should take into account some successful practices which could boost the morale of the personnel.
These practices include celebrating one’s accomplishments, giving additional time for employers to work on personal projects, and training employees to develop a positive attitude (Anderson, 2017). At this point, the executive should use interpersonal skills to give everyone in the organization confidence that he or she is valued by the company.
Step 5: Loading the Work
This is an essential step in re-organization planning as it helps to define how many people will be required for each job. Taking into account that the core processes and job titles have been identified in the previous steps, the timing for the fifth step is little. This step could lead to an increase in productivity and staff reduction. The task of loading the work could be executed by managers and staff.
Step 6: Organization Structure
At this step, the structure of an organization should be identified using the information from the previous steps. It should be mentioned that the new structure might be significantly different from the current one. The main aim of this step is to get a structure based on the activities to achieve the value proposition. Organizational structure should be created by managers or the executive himself based on the goals, core processes, and defined jobs and responsibilities. At this step, the executive should incorporate his organizational and process skills, including the ability to redesign the organization structure.
Step 7: Creating the Implementation and Communication plans
At the last step, the plan regarding the implementation of the re-organization and communication plan should be created. While strategies used in the previous steps are short-term as they might be implemented within a week, the implementation and communication plans are long-term ones. In particular, the implementation plan addresses the selection of people who best fit the job positions and creating the norms of an organization’s etiquette. The communication plan, in its turn, should be a well-developed strategy for delivering information on re-organization to the personnel.
Apart from high turnover and low level of morale, outdated software might pose a significant risk to the productivity of the personnel and security of an organization. In particular, outdated computers might be attacked by ransomware; a virus might cause disruption that could impact business; the third party might gain access to the business data, and so forth (Alcon, 2017). Therefore, the executive should consider updating and supporting software, browsers, and operating systems.
One may conclude that the impact of resources on the process of reorganization is tremendous. Even though the main work is conducted by the executive, human resources are also involved in the reorganization. In particular, they should take part in defining the value proposition, determining the core processes, modeling jobs, and loading the work. The success of the reorganization plan depends not only on the executive’s professional skills but also on the way the staff understands the plan and implements it. Only when the personnel strictly adheres to the new distribution of jobs and responsibilities can an organization reach its goals and objectives.
To sum up, the report gives a detailed plan of short-term and long-term steps which the executive could use in re-organizing jobs and responsibilities. Key organizational development skills which an executive should have to successfully proceed through the steps are mentioned; the factor of outdated software is also addressed. The given report could serve as a practical methodology for a company’s reorganization.
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Alcon, J. (2017). 5 risks of outdated software, browsers & operating systems. Web.
Anderson, D. L. (2017). Organization development: The process of leading organizational change. Los Angeles, CA: SAGE.
Collins, JCollins, J. (2015). Good to great: Why some companies make the leap and other don’t. San Francisco, CA: Instaread.
Rothwell, W. J., Stavros, J. M., & Sullivan, R. (2016). Practicing organization development: Leading transformation and change. Hoboken, NJ: John Wiley & Sons.