One of the obvious noted challenges in promoting collaboration across national units of CARE would be their achieved success or function thus far working autonomously. Given that employees typically resist change due to a fear of foreseen or unforeseen risks, this can also present a challenge in itself. Employees can be commonly resistant to change because change can bring about organizational complexities that can require changes in salary or hourly pay, the termination of individuals or departments, and even sometimes changes in financial incentives, such as benefits or bonuses (Grama & Rodericiu, 2016). Additionally, the text noted that this change would need CARE to have improvements regarding how information is shared across each of the country units and also more regulated and stringent measurements for the achieved or intended results (Spector, 2013).
The steps that Dr. Helene Gayle can take to promote the improvements that she hopes for would be to implement informal and formal changes within the organization, also known as organization design (Spector, 2013). She should change or update the job descriptions to reflect the new required tasks, a formal design change. Then, the encouragement of employees and country units to work collaboratively should be encouraged, which is part of the informal design. She can also reward or incentivize country units to work collaboratively together, such as through a monetary incentive (Spector, 2013).
Since the demands placed on an employee can direct affect their motivation towards their work and their productivity while at work, it is imperative to not overload employees with new changes, demands, or requirements too quickly (Sanders, Dorenbosch, Gründemann & Blonk, 2011). Slowly making organizational changes, formal and informal, with transparent communication and availability to talk about any changes has the power to ease the minds of any employees experiencing discomfort. To make the transition towards the new intended organizational change easier, the organization can promote the new changes as a “challenge” for employees, shifting a perceived negative stressor into a positive stressor (Sanders, Dorenbosch, Gründemann & Blonk, 2011).
References
Grama, B., & Todericiu, R. (2016). Change, Resistance to Change and Organizational Cynicism, Studies in Business and Economics, 11(3), 47-54. doi: https://doi.org/10.1515/sbe-2016-0034 (Links to an external site.)Links to an external site.
Sanders, J., Dorenbosch, L., Gründemann, R., & Blonk, R. (2011). Sustaining the Work Ability and Work Motivation of Lower-educated Older Workers: Directions for Work Redesign. Management Revue, 22(2), 132–150. https://doi-org.csuglobal.idm.oclc.org/10.5771/0935-9915-2011-2-132
Spector, B. (2013). Implementing organizational change: Theory and practice (3rd ed.). Prentice Hall.
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