MBA 530 GROW Model Template
Identified Gaps—Obstacles
• One of the main obstacles that could arise in the path of the business and prevent to
bring about a change in the ‘job satisfaction’ focus area is a low level of work flexibility.
Paul has argued that the absence of flexibility in the workplace could impact the
perception of employees towards their job (Davidescu et al., 2020).
• The gap in terms of the skills of the employees and the assigned resources in the
work setting could hamper the ability of employees to contribute in the ‘company and
strategy’ area. If the employer does not focus on these aspects, then the gap could turn into
a major issue not only for the organizational personnel but for the entire company.
• The existence of a weak organizational culture where supervisors do not recognize
and praise the employees, and showcase necessary support could adversely affect
employee motivation, and morale. According to Maseko, the organizational culture is an
extremely important factor that influences diverse elements such as employee behavior,
individual motivation, job satisfaction, and organizational performance (Thokozani &
Maseko, 2017). In case the company would fail to establish a healthy organizational
culture and work climate, it could act as a major obstacle that could demotivate the
employees as they would feel that their efforts are not being acknowledged and
appreciated. So, it could prevent the business from improving the focus areas, namely job
satisfaction, company, and strategy and recognition and praise from the current to the
desired state. c
Goal Revision
• The goal relating to the job satisfaction focus area needs to be revised based on the
obstacles that have been identified. The would be necessary to narrow down the goal. The
new goal of the organization would be to increase work flexibility. Flexibility would be
incorporated by focusing on remote working, maintaining flexible timing, etc. (Burnford,
2019). It could ensure that employees could work as per their convenience and they would
have the ability to make the optimum use of their skills and capabilities.
• In the ‘company and strategy’ focus area, the modified goal is to provide ample
training and development opportunities to the employees so that they would be
empowered. By focusing on this specific aspect, it would be possible to create
opportunities for the personnel to expand their knowledge and skills. They could further
make use of these elements and contribute to organizational performance (Jehanzeb &
Bashir, 2013).
• The goal relating to the ‘recognition and praise’ focus area would remain the same.
The managers and supervisors would play a proactive role to acknowledge and appreciate
the efforts of the employees. Such a step would be extremely important as it could
positively influence the morale and level of commitment. Thus, it could even have an
influence on how they perform in the work setting and impact the organizational
performance (Amoatemaa & Kyeremeh, 2016).
A Way Forward—Action
• An actionable step that could be taken to close the gap between the current state
and the future state in the job satisfaction focus area is making provision for the remote
working of staff on specific weekdays. The stakeholders that would be involved are all the
employees irrespective of the managerial level in which they operate. Taking this step
would help to close the gap as it would ensure that all the employees get the chance to
carry out their roles and responsibilities in a flexible and adaptable manner (Thorstensson,
2020).
• In the case of the ‘company and strategy’ focus area, an action that could be taken
for closing the gap between the current and the future states is providing technical training
in the organization. The stakeholders that need to be involved while taking the step are all
the employees that rely on technology to carry out their duties and responsibilities. This
step would enable employees to work on their skills and address the issue relating to the
technical skill gap.
• The actionable step that would help to close the gap between the current state and
the future state in the recognition and praise focus area is the introduction of a ‘Hall of
fame’ recognition program. The stakeholders that would have to be involved are the
employees of the organization. The step would help to diminish the gap as the new
program would be used as a platform to recognize employees for their exemplary work
(Amoatemaa & Kyeremeh, 2016).
References
Amoatemaa, A. S., & Kyeremeh, D. D. (2016). Making Employee Recognition a Tool for
Achieving Improved Performance: Implication for Ghanaian Universities. Journal
of Education and Practice, 7(34), 46-52.
Burnford, J. (2019, May 29). Flexible working: The way of the future. Forbes. Retrieved
November 12, 2021, from
https://www.forbes.com/sites/joyburnford/2019/05/28/flexible-working-the-way-
of-the-future/?sh=51875e884874.
Davidescu, A. A., Apostu, S. A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job
satisfaction, and job performance among Romanian employees—Implications for
sustainable human resource management. Sustainability, 12(15), 6086.
Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits
to employee and organization: A conceptual study. European Journal of business
and management, 5(2).
Thokozani, S. B. M., & Maseko, B. (2017). Strong vs. weak organizational culture:
Assessing the impact on employee motivation. Arabian Journal of Business and
Management Review, 7(1), 2-5.
Thorstensson, E. (2020). The Influence of Working from Home on Employees'
Productivity: Comparative document analysis between the years 2000 and 2019-
2020.
