Course: Organizational Change
Week 7 Online Assessment
This online assessment expands upon the Discussion for this week. Continue to focus on the intervention you selected for the Discussion questions. How many of you have experienced the “program of the month” syndrome in which a leader creates an exciting vision, gets your buy-in, implements a creative solution, and then neglects to institutionalize the change? In this discussion, you will determine how you would make the change a normal part of the way the organization functions.
In your Original Post:
- Identify and describe some of the five “institutional processes” you would employ to make the change brought about by the intervention a permanent aspect of the way the organization functions.
- Be specific. For example, if you address the process of “Socialization,” what actions would you take to ensure employees receive information about beliefs and norms for behavior that are associated with this change? Would you modify new employee orientation, set up a mentoring program, etc. Come up with some creative ideas.
In your Subsequent Posts, respond thoughtfully to the posts of at least two other students.
Back up all opinions with the readings and outside research in academic journals at the KU online library.
- 250 word minimum for initial post
- Include at least two references
- Respond to two learner’s initial post.
KU online library: https://keiseruniversity.libguides.com/home/home?preview=afb5d66ab3b853fa361847ea7dfda322
Student reply 1:
Good Afternoon Professor and Class,
The allure of remote work flexibility often fades after the initial excitement wears off, leaving organizations grappling with the challenge of making it a permanent part of their culture. This phenomenon, commonly known as the “program of the month” syndrome, demands strategic planning and careful implementation of institutional processes to ensure lasting change. In the remote work intervention context, this discussion elaborates on five critical institutional strategies to make remote work flexibility an enduring aspect of organizational functionality.
Socialization Process
New employee orientation programs could be modified to imbibe the remote work culture. Incorporating remote work guidelines, expectations, and success stories into these sessions can instil a sense of belonging and shared identity among new hires (Kleinaltenkamp et al., 2021). Additionally, establishing a mentoring program where experienced remote workers guide newcomers through the nuances of remote collaboration can foster a supportive environment.
Cultural Adaptation Process
According to Pianese et al., 2023, Organizational culture plays a pivotal role in sustaining remote work. Leaders can encourage and model the desired behaviours through regular communication channels. Implementing virtual coffee breaks, team-building activities, and recognition programs can strengthen the sense of camaraderie among remote teams, reinforcing the cultural shift towards remote collaboration.
Training and Development Process
Continuous training sessions focusing on remote collaboration tools, time management, and virtual communication etiquette can empower employees to navigate the challenges of remote work effectively (Jogulu et al., 2023). Providing certifications for mastering these skills can motivate employees to invest in their remote work capabilities, ensuring a skilled workforce capable of thriving in a virtual environment.
Feedback and Adaptation Process
Establishing regular feedback mechanisms, such as anonymous surveys and open-door policy virtual meetings, can capture employees’ sentiments and concerns about remote work. Analyzing this feedback and swiftly addressing concerns demonstrates the organization’s commitment to making remote work successful (Jogulu et al., 2023). Furthermore, adapting policies based on feedback can enhance employee satisfaction and engagement.
Performance Management Process
Remote work effectiveness metrics should be integrated into the performance appraisal system. Setting clear and measurable remote work objectives aligned with organizational goals can incentivize employees to excel in virtual environments (Ferreira et al., 2021). Recognizing and rewarding outstanding remote work performance can reinforce the value the organization places on this mode of work.
In conclusion, institutionalizing remote work flexibility demands a multifaceted approach encompassing socialization, cultural adaptation, training, feedback, and performance management processes. By carefully implementing these processes, organizations can transform remote work from a temporary intervention into an integral and enduring component of their organizational fabric, ensuring sustained productivity, engagement, and employee satisfaction.
References:
Ferreira, R., Pereira, R., Bianchi, I. S., & da Silva, M. M. (2021). Decision factors for remote work adoption: advantages, disadvantages, driving forces and challenges. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 70.
Jogulu, U., Green, N., Franken, E., Vassiley, A., Bentley, T., & Onnis, L. A. (2023). Work arrangement “yo-yo”: forced flexibility from the office to home and back again. Personnel Review.
Kleinaltenkamp, M., Conduit, J., Plewa, C., Karpen, I. O., & Jaakkola, E. (2021). Engagement-driven institutionalization in market shaping: Synchronizing and stabilizing collective engagement. Industrial Marketing Management, 99, 69-78.
Pianese, T., Errichiello, L., & da Cunha, J. V. (2023). Organizational control in the context of remote working: A synthesis of empirical findings and a research agenda. European Management Review, 20(2), 326-345.
Student reply 2:
COLLAPSE
Interest in research is growing as a result of institutional components of execution estimation open area associations.conceptual framework connecting institutional practices and administrative responses. Radical concurrent changes at both the small- and large-scale levels are accepted by institutional transformation.The stronger and deeper facets of social structure are the focus of institutional hypothesis. It takes into account the processes by which structures, such as plans, principles, standards, and schedules, come to be established as valid guidelines for social behavior. It also considers how to further develop this hypothetical viewpoint in order to improve its application in precise analysis. There is also a larger, more ambitious purpose here, which is to provide a bridge between two distinct models of social on-screen character that form the basis of most hierarchical studies.Market change:
Association is a tool that organizations use to show employees how their jobs relate to how the company does business. The authoritative structure of a company is managed by how representatives relate to one another and to their supervisor. Association can be achieved by intentional configuration, or an organization may evolve as it establishes its market position.Scale Economics:To achieve an economy of scale is one of association’s capabilities for a large firm. A small business could believe it is difficult to achieve this advantage, such as ordering supplies at a bulk discount or selling clients things by volume. However, a small business owner can plan employee assignments so that each person fulfills a vital function.
Working Process:Workers’ components are Association is a tool that organizations use to show employees how their jobs relate to how the company does business. By no means are relationships between employees and customers the sole factors to take into account when deciding how to organize your small business. You can evaluate work process options as an entrepreneur. You require job assignments to be completed in a seamless flow from one specialist to another. You may also break down most of the processes in a task’s work process and skip duplicating steps and unnecessary work.Correspondence:Association also facilitates the sharing of data. You need your employees to communicate about their work tasks and projects using the most efficient methods possible. For example, youcan set up specialists on a shared email system and teach them how to use email to ask for assistance from a coworker or report the completion of a project to their manager.
Control: You should implement administrative controls that include an additional capability of association for some types of work that your representatives perform. Control can be increased in a number of ways. For instance, assign chiefs to oversee all of the output from the representatives who report directly to them. Making administrative controls for work process forms is another way.2: The method by which a different representative learns to fit within a hierarchical society. Attempts should be made to integrate the person into the team in order to alleviate any discomfort that new employees may experience.
The reasons for socialization:Organizations that promote socialization stand out to every business. However, some key goals include highlighting these areas: the job situation employment division and organization organization techniques and leads compensation as well as benefits. Corporate society group membership worker development, socialization, and change management.1. The Workplace Situation
From the company’s perspective, it is essential that the new representative become profitable as soon as is practical. In this way, specific information about completing the job may be provided early on.
b. Organizational Guidelines
Every job within an organization must be carried out in accordance with the guidelines and requirements provided by the agreements and tenets. To enable a smooth shift, representatives must understand these.
c. Compensation and PerksRepresentatives will be quite eager to learn more about the reward structure. Despite the fact that this information is typically provided throughout the registration and selection process, a review of the data is appropriate during socialization.d. Organizational Culture
The association’s manner of life thus reflects how we conduct ourselves here. This applies to everything about representatives, including how they speak and how they dress.
f. Belonging to a group
It’s likely that a representative’s ability and desire to collaborate with others are determined before hiring. The importance of being a respected member of the organization group may be emphasized in socialization.
g. Employee Development
Workers should be fully informed of what is expected of them and what the company needs in order for them to progress professionally or otherwise.
f. Overcoming Change
In order to succeed in their jobs, employees at all levels must learn how to manage change successfully. The best method to prepare people for change is to constantly develop and expand their skills.
Experience Socialization Stage:
New members enter the experience stage after joining the association. In this situation, the participants struggle with the seeming mismatch between their beliefs about their jobs, their coworkers, their superiors, and the association as a whole and reality. If the wants turn out to have been very accurate, the experience state only provides
a confirmation of the recognition established previously. Nevertheless, this is frequently not the case. New employees must go through socialization that will separate them from their previous presumptions and replace them with the association’s core models where desire and reality diverge. However, socialization is unable to understand all of the variations in desire. At some time, some new hires can find themselves utterly dissatisfied with the realities of their jobs and quit. It is anticipated that just judgment would completely lessen this recent incident.
Development and Preparation Trends:
• The requirements for abilities will continue to rise
• The workforce will essentially become more diverse and more educated.
• Organizations are reshaped through corporate redevelopment.
• Innovation will change some preparation and delivery methods.
• The step involving setting up offices will alter.
More flexible curricula focused on execution change in particular
• More businesses will try to become learning associations.
• The management of human executions will receive more attention.
Romaniuk, J., Dawes, J., & Nenycz-Thiel, M. (2018). Modeling brand market share change in emerging markets. [Modeling brand market share change] International Marketing Review, 35(5), 785-805. https://0624amz3w-mp02-y-https-doi-org.prx-keiser.lirn.net/10.1108/IMR-01-2017-0006
Reinsdorf, M. (1992). Changes in Comparative Price and Changes in Market Share Evidence from the BLS Point-ofPurchase Survey: INTRODUCTION. Managerial and Decision Economics (1986-1998), 13(3), 233. https://0624amz3w-mp02-y-https-www-proquest-com.prx-keiser.lirn.net/scholarly-journals/changes-comparative-price-market-share-evidence/docview/230037529/se-2
