700- to 1050-word paper for your Leadership Styles Rationale
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NASACulture.pptxNASA's Organizational Culture
LDR 535
Professor
NASA’s Current Organizational Culture
NASA incorporates an open-minded organizational culture where employees are part of a bigger plan. Employees contribution to a bigger purpose increases employee performance and engagement.
NASA’s engagement in successful projects like the Hubble, Apollo 13, Mars exploration among other successful projects is part of positive organizational culture. NASA’s employee’s have been identified as some of the happiest government agency employee.
NASA’s organizational culture is composed of self-competitiveness, self-transcendence, and self-efficacy (Good.Co.Team, 2017).
The organizational culture at NASA ensures that employees do not just work for themselves but feel they are part of something bigger.
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Self-transcendence
NASA has an open-minded organizational culture that allows employees to be part of a greater purpose.
This increases the level of satisfaction amongst NASA’s employees where they enjoy the overall success of the organization because they are part of it.
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Self-competitiveness
NASA’s employees are highly driven to succeed. This is achieved because NASA’s employees continuously improve themselves through self-development, training, and additional learning.
The independent drive to succeed as opposed to local competition within the organization improves employee satisfaction within the organization.
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Self-efficacy
NASA’s employees self-efficacy ratings tend to be lower than in other aviation industries like Boeing.
This is an indication of lack of self-belief among NASA’s employees. This is where they lack confidence in their abilities.
Even though the employees steer the organization to great success, they remain modest about their individual work achievements.
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Change Management Plan
Kotter’s 8-step change management plan will involve
Creating a sense of urgency. NASA is on the verge of scientific and technological breakthrough. This calls for an organization culture devoid of self-efficacy detriments. This can be achieved through assessing potential threats, opportunities, and providing support to NASA’s stakeholders (Bayraktar, et al., 2020).
Forming a powerful coalition. Developing a coalition of NASA’s stakeholders to deal with self-efficacy issues will help employees operated as a team
Creating a vision for change. Cultural change on self-efficacy must be aligned to organizational core values, mission, and vision of NASA
The purpose of NASA’s cultural change is to improve the self-efficacy of its workers. This will enhance employee performance and offer improved quality within NASA which are all aligned to NASA’s mission.
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Change management plan.
Communicate the vision. Effectively communicate the change for the organization to all the stakeholders involved.
Eliminate obstacles. Involves identifying resisting obstacles to organizational change and rewarding those who support and implement the change.
Create short term wins. This will involve the careful selection of the right object to prevent the undermining of the overall goal of the proposed change (Rajan, et al., 2017).
Build on the change. This will involve analysing the positive and negative concepts of the change process.
Anchor the changes in organizational culture. Recognize contributions to change along the way, and instil core values of the change to organizational stakeholders.
NASA’s leaders should speak convincingly about the organization’s vision and the role of self-efficacy in organizational development.
Rewarding of members who aid in organizational change and are essential components in meeting targets can advance the change management process.
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Desired Outcome from the Proposed Change
Self efficacy reflects confidence in employees and organizational stakeholders in their operations. This will improve employee performance and the meeting of their targets through efficacious means.
Instil self motivation among NASA’s employees. This will ensure the employees can perform at maximum efficiency with minimal supervision.
Allow an engaging and social environment where employees can work collaboratively for the betterment of the organization.
Changing NASA’s self-efficacy among stakeholders will improve stakeholder experience within the organization.
Their will be improved quality of performance through team collaborations and individual motivation.
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Alignment between NASA’s mission, vision, values, strategies, and proposed change management plan.
NASA’s strategic goals will cohesively integrate with self-efficacy of employees to strengthen the organization’s ability to contribute to U.S. pre-eminence in technology, science, aeronautics, and space exploration.
NASA’s core values on safety, integrity, teamwork, and excellence will be integrated collaboratively with self-efficacy initiatives from the employees to ensure the employees align with the core values, vision, and mission of NASA (NASA Strategic Plan 2014).
NASA’s vision is to “reach new heights and reveal the unknown for the benefit of humankind” and mission “Drive advances in science, technology, aeronautics, and space exploration to enhance knowledge, education, innovation, economic vitality, and stewardship of Earth.”
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References
Bayraktar, S., & Jiménez, A. (2020). Self-efficacy as a resource: a moderated mediation model of transformational leadership, extent of change and reactions to change. Journal of Organizational Change Management.
NASA Strategic Plan 2014. National Aeronautics and Space Administration. https://www.nasa.gov/sites/default/files/files/FY2014_NASA_SP_508c.pdf
Rajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter's change management framework. Asian Journal of Research in Business Economics and Management, 7(7), 181-203.
Good.Co.Team, (2017). Why NASA’s Organizational Culture is Out of this World. https://good.co/blog/why-nasas-company-culture-is-out-of-this-world/
