#2 Organizational Climate Proposal

Page 2 Walter Jofre Jr.

ORGANIZATIONAL CLIMATE PROPOSAL

Walter Jofre Jr.

SNHU

MGT-20137-XE131 Align Organizational Climate 21DA05

July 20, 2021

Evaluate the current state of the Climate

It is difficult to find team collaboration and happiness with new tasks across many divisions at Organization Y. Since colleagues took on additional duties, opinions about other workers following through on pledges declined from 58% to 47%. While workers appear engaged and excited about their new tasks, management feedback is declining a (71% - 64%). Accordingly, just 74% of employees are satisfied with their new tasks, compared to a74% who understood them before the rearrangement. The number of employees recommending Organization Y to family and friends has decreased from a84 toa82 percent. Employees are eager to learn a new thing (72% of 66%), believe management is best for the firm (72% of 68%), and are optimistic about the company's future (up to 82% from 71%). Employees are also encouraged to question the status quo(Ehrhart, 2016).

The organizations structure impacts the climate

The organizational structure involves the coordination of the work of an individual and a team in an organization. There are numerous management layers in a high hierarchy between frontline workers and senior managers. The advantage is that smaller staff groups report to each manager, which is beneficial for employees who need more than one attention and input on their job. The drawback is the obvious prospect of micro- management and the freedom of employees (Aarons, et al., 2014).

As to how a large structure aligns with the principles of Organization Y, multidisciplinary cooperation does not seem to be supported, as every group of employee’s reports to their own managers. Employees would not work directly with various departments, most likely would be the supervisors who communicated between them.

A flat structure includes fewer levels and amore people reporting to the same management. More independence and less supervision might be a difficulty for employees who demand constant feedback in their job. In principle, it allows departments to collaborate and expand roles and responsibilities, allowing people to develop new skills. Employees may be confused about what is expected of them due to a lack of advice from management. Flat buildings are said to be better for employee happiness but not job security. According to Organization Y's staff survey results, a flat structure aligns well with corporate values. Employees say their supervisors promote multidisciplinary cooperation, they are learning new things and require suggestions, and leadership is honest. Employees do not necessarily trust their coworkers, putting the importance of INTEGRITY into doubt(Ehrhart, 2016). A

Recommended Strategies

The first step in a healthy change is to prepare staff in advance. Unfreezing ensures that members are ready and open to change. Communication is the first step towards unfreezing. It makes employees feel safer to know what will happen when and why. Not only the strategy, but the vision behind it. Employees area more inclined to commit if the vision excites them. It is also good to have senior management explain the change, since it will be more important if the entire organization is on aboard(W W Burke & G H Litwin, 1992).

Understanding your employees' social networks will make it simpler to express the need for change rather than attempting to persuade everyone to agree. You can develop supporters inside departments who promote the restructuring message.

Support workers before and during the transition to reinforce your message and allow them to engage and voice concerns. Support might take the form of updated training, positive reinforcement and feedback, and aperiodic talks about expectations.

Continue to help staff during change execution. Employees' stress levels may be high as they adjust to new roles, and errors and uncertainty are likely. Managers must be available, patient, and attentive throughout this period. Attract attention to tiny victories throughout transition, even if they appear insignificant. Even if things aren't perfect, modest victories will keep staff encouraged to keep moving ahead. Keep an eye out for any roadblocks and utilize your position as a manager to assist remove them (W W Burke & G H Litwin, 1992).

Finally, the model is frozen. Simply said, restructured changes should become second nature. Think and act like an employee. Remind your employees of the company's successes now. It saves money and improves reputation. This will comfort them that the company made a good selection. Reward adaptable staff. Recognize those who are supporting the change. Transition introduces new behaviors and rewarding them encourages them to stick with it. Burke-Litwin is another possibility. Environmental influences, according to Litwin, drive the most change. This method may be used to detect a problem inside a company or develop a transformation strategy. Recognition of the group bringing or planning the change. As a result, further affected work areas can be found. This is important in a change process since it identifies all affected groups. The manager-employee relationship can be improved through this (W W Burke & G H Litwin, 1992).

The Role of Functional Systems

Functional systems affect a company's purpose, vision, and values. Determinations made at the system level can have a significant influence on financing, resource allocation, and policy formulation. Although organizational executives may make judgments about new implementations and changes inside the firm, they must get financing from the system level. This is also true of the modifications themselves. Organizational executives may make choices, but system leaders and those who directly oversee employees create change. HR is also responsible for supporting an organization's purpose, vision, and values from hiring through retirement. This means that executives from all divisions must work together in order to ensure the company's long-term profitability and employee happiness (Talya Bauer, et al., 2016). a

Key skills of Employees

Employees should be motivated and communicative. The ability to flourish in an unpredictable situation can enable an employee to adjust and perhaps encourage their coworkers. Because the work description may have changed, the desire to learn new skills is also crucial. You may work on a range of jobs or with unknown individuals. Staff that can satisfy job expectations and provide excellent customer service in a new environment will benefit the company (Talya Bauer, et al., 2016).

References

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