Part IV: Project Portfolio – Using Organizational Psychology To Mitigate Workplace Challenges
Part IV: Project Portfolio – Using Organizational Psychology To Mitigate Workplace Challenges
ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS
Assignment must build on prior weeks assignment that are attached
- Use the needs assessment from your Week 1 organization, and the assessment tools created in Week 2.
Create an 8- to 12-slide Microsoft® PowerPoint® presentation on organizational culture.
Include the following: - Include a slide with background information covering the prior assignments
- Describe one issue of diversity in the workplace you chose.
- Discuss how diversity impacts the organizational culture.
- Identify potential cultural impacts of change.
- Identify the government regulations and rules that apply to your workplace and the resulting effects on organizational culture.
- Explain why leaders and the organization must follow government and industry regulations when making decisions and demonstrating ethical behavior. Consider laws as outlined by Occupational Safety and Health Administration, Food and Drug Administration, Equal Employment Opportunity Commission, Environmental Protection Agency, Securities and Exchange Commission, Federal Communications Commission and National Labor Relations Board.
- Present the usefulness of IO/P principles, and the theories and techniques that could be applied in the assessment and creation of organizational culture.
- You must support opinions and any facts by citing credible sources in the body of the assignment and listing the references including at least two scholarly references in APA 7 style.
- Every slide needs at least 100 words of speaker notes in complete sentences.
Part1ProjectPortfolioWorkplaceAssessment.pptx
PartIIProjectPortfolio.docx
PartIII.doc
1
2
Part III: Project Portfolio – Creating a Change Strategy
University of Phoenix
IOP/490
Change Plan
Change adoption within an organization depends on whether the company needs long-term or short-term change based on what is being sought for achievement. The needed change that is decentralized leadership has challenges in terms of managing. However, the crucial effort for the organization is necessary to meet the business needs. The measures include implementing effective communication that ensures continuous feedback to all leadership levels within the organization. As a result of the change, there will be a clear direction that becomes the planned change.
In the change plan, there are several activities to execute. The organization does not have the alignment required to gain the traction crucial to assist the organization in transforming, adapting, and shaping its leadership to be decentralized. Primarily, change action due to enhanced communication feedback brings an in-depth understanding of how the change fits the organization or its matters (Agrawal & Grupta, 2018). As a result, people under the decentralized leadership become complacent, content to show up, take care of daily business activities, and hope that leaders are steering the general performance under clear directions.
Change Objectives and Principles
The diagonal communication will ensure clear direction within the decentralized leadership whereby the information flows across employees and departments. By avoiding ranks or boundaries when communicating, employees feel engaged at all levels. They automatically view the change as inclusive and consultative since the direction for communicating and getting feedback is clearly outlined.
Motivational Theories in Engaging Employees for Change
Motivation in a change situation makes employees accept the change without resistance since the working atmosphere becomes favorable for everyone. Motivation drives workers to achieve a goal, and if the change motivates them, they automatically accept. An interest or enjoyment in the task itself helps an engaging worker who does not rely on any external pressure. If the change meets workers’ needs, then the acceptance is undisputable; thus, employees will desire to be engaged in such a change (Bernabé-Valero et al., 2019). Primarily, the engagement is evident from the prioritization and significance of the motivational needs that characterize their rejection or acceptance behavior.
Use of Ongoing Feedback to Enhance Change Adoption
Ongoing feedback makes a system that stabilizes workers’ differences in an organization during change adoption. As a tool, it discloses the role of such differences in behavior at work, which need to change to align with decentralized leadership. If aspects of changes are communicated regularly, workers’ “general mental ability” gets prepared to accept and adopt a new communication approach that gives clear direction (Schultz, 2015). Overall, ongoing feedback on the proposed change enriches an employee’s action to accept leadership change in a sense-making process.
The continuous feedback will help ensure that the adoption of diagonal communication in centralized leadership becomes effective and efficient. Change needs progress and forward move; thus, the proponents need to reliance on consistent feedback is inevitable. Through this feedback, the involved parties stay updated on occurring, restricting for implementing the change. As a tool, it instills trust among employees by assuring them the adoption remains the best strategy to enhance the effectiveness of the decentralized leadership where daily operations and decision-making responsibilities are delegated by top management to middle and lower-level managers.
Furthermore, in change adoption, constructive communication helps the change team to manage and convince employees to accept change in a productive way. Summarily, the feedback facilitates; continuous learning of the change, better communication about the change, and a review of the change process to determine its suitability. Continuous feedback enables continuous learning that teaches workers to reevaluate the strengths and weaknesses of the change consistently. What this tool does is creating a performance-driven culture that has no resistance to change. Overall, feedback as a tool for change adoption will help employees, and other stakeholders impacted by the change learn from mistakes, become self-aware, and improve, leading to an adaptable, high performing decentralized leadership.
360-Degree Feedback for Evaluating Employee Performance Post-Change
Employees submit their views and contribute to the organizational goal. A worker is rated by a colleague, supervisor, manager, client, or subordinate. The evaluation is from all sides, and there is a use of questionnaires containing aspects such as motivation levels, teamwork, adaptability, and leadership qualities (Agrawal & Grupta, 2018). The identification, collection, and analysis of the data for evaluation of post-change performance will involve determining the needed information, setting a timeframe for data collection, determining the collection method, collecting data, and analyzing data to facilitate the findings.
Presentation of Performance Findings
PowerPoint is used for presenting the performance findings to the relevant audience. During the presentation, there is a need for the presenter to interact with the audience and structure what questions to ask them and what the audience might want to ask based on the performance findings. Similarly, this PowerPoint presentation will be recorded to allow others to watch it after the main presentation. As a result, this PowerPoint presentation will communicate detailed information by engaging the audience since it sounds natural.
Conclusion
Creating change within an organization is always a challenge, but when you have buy in from the organization it can go smoothly. Communication was the biggest issue identified in the needs assessment, and by utilizing various concepts such as continuous feedback that allow the organization of consistently check the pulse of the environment.
References
Agrawal, A., & Grupta, S. (2018). 360 Degree Feedback and Behavior Of the Employees in an Organization. Aayushi International Interdisciplinary Research Journal, V(III).
Bernabé-Valero, G., Blasco-Magraner, J. S., & Moret-Tatay, C. (2019). Testing Motivational Theories in Music Education: The Role of Effort and Gratitude. Frontiers in Behavioral Neuroscience, 13. https://doi.org/10.3389/fnbeh.2019.00172
Schultz, J. R. (2015). To Improve Performance, Replace Annual Assessment With Ongoing Feedback. Global Business and Organizational Excellence, 34(5), 13–20. https://doi.org/10.1002/joe.21622
0 comments