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An average score of 14 was achieved upon taking the organizational climate questionnaire, implying that the organization is supportive. The organization not only positively rewards employee effort and performance, but is well organized with clearly defined goals and responsibilities, and has clear channels of communication that ensure information is accurate and available to employees.
Additionally, the organization scores highly on innovation, teamwork and involvement. However, it performs just above average on critical variables of leadership, feedback and controls, as well as warmth and support.
To move up the ladder, the organization needs to provide effective transformational leadership that will be responsive to the demands and expectations of workers. Such a leadership approach, it is thought, will act to enhance warmth and support that employees receive from the organization. The second step, therefore, is to ensure leaders institute social support systems and other welfare networks to stimulate warmth and support, which are critical to employee performance and psychological wellbeing.
Third, the management needs to develop strategies and policies that will open the organization to more collaborative efforts and teamwork by employees. Fourth, the management needs to ensure that collaborative and teamwork efforts translate into high performing and innovative employees because collaboration and teamwork are intrinsically associated with performance and innovation.
Lastly, management needs to develop proper feedback procedures to ensure employees are guided effectively and efficiently so as to provide optimal performance. These changes, in my view, should drive the organization forward towards the realization of the enlightened status.
It is possible to effect the changes described above by simply preparing workshops that would address the managers and ensure they understand that it is for the benefit of the entire organization that these changes need to be adopted.
Senior management could also involve change agents to work through the complex aspects of the change process, especially with regard to changing the leadership style. Indeed, change agents could be used to create awareness among managers on the need to adopt a more responsive and transformational leadership style, as well as the need to develop strategies aimed at enhancing collaboration and teamwork.
The consequences of not adopting these changes should also be elaborated to the managers. Lastly, the employees need to be brought onboard in effecting these changes because they form critical component in achieving the organizational outcomes intended by these changes. Stakeholders, including senior management, departmental managers, supervisors and employees, must be made aware of the fact that organizations that are inept to change will definitely perish.
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