Power Point Presentation IP 4

Managing Organizational Development and Change

Phase 2 Discussion Board

Environmental Factors and Organizational Processes

By John W. Casto

Instructor

Professor Sadu Shetty

To: All pertinent team members of TopGear GPS Project

From: John W. Casto, TopGear Project Manager

Subject: Assessing the organizational system, Environmental factors in the company, and a list of organizational process assets

Date: 5/26/2015.

After many assessments of the current organization system, I came away with a better understanding about the systematic issue with the current organization. Taking into consideration the issues raised in the last meeting concerning the current organizational system, I was able to come up with various areas where the current organization seems to have downfalls. I think consideration of this could contribute to significant improvement in our new or current organizational future (Sameroff, Arnold & Robert, 2013).

The first question of the meeting was “who’s to blame as far as the current organization is concerned”. In such situations, it is common to seek out the individuals who are the cause of failures and if possible should they be replaced. When these individuals focus on themselves rather than the system itself, it brings about the disagreement in the organization, and as a result, people will start bumping into each other. This leads to frustration, anger, disengagement, and resignation, which as a result the quality performance of the organizational system fails. I think it is good to focus on the complex organizational system rather than keep on blaming the individuals who may or not be the cause of the issues that were identified as concerns. The effort to identify whom to blame is a significant problem in the current organizational culture. According to my assessment, I recommend that no one and everyone is to blame. What matters most is peoples’ willingness and ability to work and listen to each other (Sameroff, Arnold & Robert, 2013).

Confusion among the current organizational working group is also a burning issue. Confusion about the roles of managers, the relative role of the board, and departments. When the issue arises in the organization it is addressed in addressed as” general discussion” and not given the weight it deserves. In addition, there is no comprehensive supervision or performance evaluation. All this concerns if they are addressed they can turn to be a good organizational practice and can eliminate confusion in the current pattern. Moreover, since it is not practical to address them simultaneously, it is good to prioritize them address one at a time in sequence. In addition the organization should draft a written policy that defines the role and responsibility of each department (Sameroff, Arnold & Robert, 2013).

Misuse of offices has been a great threat to the working group, the executive have been respecting the other members, and they have been threatening them. It is always recommendable to respect each other even when the disagreement arises. Again everyone opinion crucial to the organization and should be acknowledged. All this will create and contribute to collaborative and respectful system and this is a key factor to achieve high performance (Sameroff, Arnold & Robert, 2013).

Enterprise environmental factors mostly refer to those factors, variables, and conditions or policies that exist inside or outside the company or industry and which can affect the working or progress of the project. These crucial factors should be considered in project planning since they have a great impact in any organization or company (Thompson & Woody, 2010). These are some examples of enterprise environmental factors:

· Organizational culture, process, and infra-structure

· Quality products

· Government standards

· Market standards and conditions

· Code of Conducts

· Products standards (most project manager should be aware of this)

· Organizational communication channels

· Project management information systems(PMIS)

Many companies and organizations have acquired knowledge from different sources, which can assist them in project management, which they refer to as “Organizational Process Assets”. For that case, Organizational process assets include anything that the organization acquires in order to use them in the management of the project (Thompson & Woody, 2010). They include formal and informal plans, policies, guidelines, and procedures. They assist in the planning stage of the project and cannot be assumed, despite the nature of the project. This is an example list of organizational process assets and includes:

· Standardized guidelines

· Proposal evaluation criteria

· Work breakdown structure templets

· Risk tablets

· Project schedule network diagram templates

· Organizational standard processes

· Project files

· Financial control procedures

Organizational process assets enhance management and improve the project and give the ability to manage the project within the guidelines and constrains outlined by the enterprise environmental factors (Thompson & Woody, 2010).

References

Sameroff, Arnold , and Robert Emde (2013). Organization and stability of newborn behavior: a commentary on the Brazelton neonatal behavior assessment scale. [Chicago]: Published by the University of Chicago Press for the Society for Research in Child Development.

Thompson, Charles Woody (2010). An analysis of environmental and managerial factors in the success or failure of small manufacturing enterprise.