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Week1MacArthurCaseStudyTemplet.docxRunning head: PROPOSAL FOR MACARTHUR & ASSOCIATES 1
PROPOSAL FOR MACARTHUR & ASSOCIATES 5
MacArthur & Associates Case Study
Student Name
Grantham University
Dr. Joni Scott
Date
MacArthur & Associates Case Study
MacArthur & Associates are known as a business solution organization that holds Associates have regional officers in most states, and its corporate headquarters is located in Dallas, Texas. The organization has been in business for over 50-years and is financially secure. MacArthur and Associates are looking for ways to grow, improve performance, and become a learning organization. In this proposal, our team of engineers will present several strategies to help our client accomplish identify strategies that we believe are best suited for the organization.
The Fifth Discipline
Our first initiative is to review the clients’ strategic plan and then observe how MacArthur & Associates operates. We believe the organization will need to move from the traditional to a performance approach, which will include changing employees thought processes, beliefs and value systems. We will adopt the five disciplines of organizational learning offered by Senge (1990), which are systems thinking, personal mastery, mental models, shared vision, and team learning. This process requires active participation throughout the entire organization and starts with a top-down approach.
Systems Thinking
We believe System thinking is considered the heart of the operation. Within system thinking, we will show how the whole organization is considered and how all sections work together. Individuals are what make any organization great. MacMaster & Associttes understands that employee can master a task, but we will further that belief when we show how employees could facilitate the learning experience and contribute to the needs of the business.
Top-Down Analytics
Our client is a high-performance and results-driven company that seeks to engage employees to improve performance. The human performance system model will be offered as the basis for MacArthur’s performance improvement outcomes. Our guided steps to transition to a learning performance solution will be to define performance standards, build and integrate tools, conduct testing, and develop an employee training plan for all layers within the organization
Transitioning from Learning to Performance Function
We understand the first step to reaching or achieving any goal is to know what the client’s desired end result (Pershing, 2006). We must identify major issues from this multi-faceted business operation with limited human capital. We will show for the company to grow substantially, improve overall performance, and be a learning organization, the full-time employee head-count might need to rise, and the organization's commitment to all associates should also increase. Full-time employees must continue to receive training in both customer satisfaction, communication, and performance offerings. We believe that staying current on training shows the organization is vested in employees’ growth and integrity by providing knowledge in which employees feel valued to the organization’s mission.
Communication
Change is never an easy process and with almost always met with some resistance. It’s imperative that we communicate with all personnel, those that are making the decisions and those the decisions affect. Our aim is to help MacArthur and Associates find ways to build trust with their employees. An olive branch for building trust could be having meetings where employees are provided communication but request input from the employees. We believe management should bring ideas forward and seek suggestions before implementing change, whenever possible. The company is seeking substantial growth and should consider rewarding employees for their commitment to the organization. We will evaluate the theory that providing performance-related pay increases efficiency, performance, competitiveness, initiative, and commitment (Minasyan, Midova, Danko, & Balakhanova, 2017).
References
Bernfeld, B. A. (2004). Developing a team management structure in a public library. Library Trends, 53(1), 112-128. Retrieved from http://hdl.handle.net/2142/1716
Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge's Learning Organization. Systemic Practice & Action Research, 25(1), 39-55. doi:10.1007/s11213-011-9201-0
Minasyan, E. T., Midova, V. O., Danko, O. A., & Balakhanova, D. K. (2017). Implementing new performance pay-based schemes in higher educational institutions. European Journal of Contemporary Education, 6(4), 748-756. doi:10.13187/ejced.2017.4.748
Pershing, J. A. (2006). Handbook of human performance technology, principles, practices, and potential. (3rd ed.). San Francisco, CA: Pfeiffer & Co
Senge, P. M. (1990) The fifth discipline: The art and practice of the learning organization, London: Random House.
