Concrete Experience and Reflective Observation
Any progress that occurs within our department is the result of the competent work of all its employees. The mode of changes promoted to improve such factors as performance indicators, quality control, effective interaction, and other criteria are achieved through preliminary planning and the evaluation of possible impacts. As an employee responsible for supporting engineering, technical, scheduling, and systems maintenance, I regard changes as an essential development process. Any innovations aimed at improvement should be perceived positively. Therefore, to determine all the elements of change in our organization, assessing the significance of each area is mandatory to suggest which interventions may be of practical value and importance for further work. As a rule, I follow a specific algorithm and analyze those fields that deserve reorganization. Further actions include searching for alternative strategies for group development and growth.
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The first step I resort to is analyzing the current indicators to determine their compliance with the goals of the department and the objectives set by leaders. If I see that my subordinates do not cope with the mode of operation and specific tasks, it is a signal to search for the relevant change methods. For instance, when I noticed that the schedule of some employees was too tense to perform their immediate duties, my colleagues and I took steps to reorganize their timetable so that all workers could have equal conditions. The assessment phase is a significant element of the changed policy promoted by the senior management and supported by the supervisory board members. Therefore, we strive to not only monitor certain indicators but compare and analyze them to move on to a more efficient regime.
The next step that I consider relevant in the context of the policy of change is searching for optimal alternative principles to replace those that have proved their inconsistency or inefficiency in our operating model. When my subordinates experienced discomfort caused by the lack of safety equipment, my colleagues and I decided to strengthen this area through interaction with the senior management and subsequent purchasing more stable and modern facilities. This example demonstrates an approach aimed at promoting positive innovations. The following theories found in academic literature may allow assessing all the possible elements of change in our working environment.
Theories and Principles/Abstract Conceptualization
To avoid inhibition in production and difficulties in accomplishing the goals set, it is necessary to resort to the analysis of changes from a theoretical standpoint in order to have an objective, rational basis. In our department’s mode, my subordinates have enough freedom to take valuable initiative. However, continuous innovation requires not only assessing the current indicators but also searching for alternative means of success, which is a significant element of a change policy.
One of the most relevant concepts in this topic is the organizational change theory. According to Burke (2017), it includes four key elements – constructs, linkages, conceptual assumptions, and the combinations of all the three factors. This approach allows leaders to determine why certain innovations are significant in a particular working environment and identify the most rapid and low-cost ways of implementing them without any operational risks.
Another approach that is the consequence of analyzing various factors is the systems theory. Anderson (2016) notes that this methodology is suitable for any enterprise since organizational functioning is associated with numerous related processes inextricably, and the interaction of change elements should be evaluated within such a system. In other words, my colleagues and I should proceed directly from our production but not any abstract principles of evaluation.
The approach called the life-cycle theory is the principle of work that involves changes in the mode of an enterprise based on its phased development (Burke, 2017). Our department follows a clearly defined strategy, and even if priorities amend in favor of new objectives, the general operating conditions will remain similar. Therefore, while taking into account such a theory, it is essential to consider the policy of change as a logical stage of development that needs to be implemented timely.
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Alternative approaches to assessing changes within our department can be effective if a particular working environment is taken into account with its priorities and specificities. The considered theories may be significant components in the analysis and evaluation of the elements of the reorganization. The role of leaders is to assess the potential areas of intervention and select appropriate strategies that could facilitate the transition to a more productive regime.
Testing and Application/Active Experimentation
I can apply the considered theories to our department in order to maximize the effectiveness of all the changes occurring within the organization. For instance, the first concept is the most acceptable, and based on my experience, I can note that using all the four elements in relation to subordinates’ activities can make it possible to convey the significance of specific innovations as accurately as possible. The second theory will enable the entire supervisor board to consider which components of our working environment need to be reorganized to implement the necessary changes as quickly and efficiently as possible. Finally, the life-cycle concept will be useful for all the team members since this principle allows comparing the phases of the department’s development and making rational conclusions regarding those areas that are essential to control.
Anderson, D. L. (2016). Organization development: The process of leading organizational change (4th ed.). Thousand Oaks, CA: Sage Publications.
Burke, W. W. (2017). Organization change: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications.