Project_Outline_version_2 - same day the re-alignment went...

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Robert N. White HR 587 – Managing Organizational Change - Project Draft – 21 Sep 2011 Organization – I am currently assigned to 3 rd Platoon, Q Troop, Regimental Support Squadron, 2 nd Cavalry Regiment in Vilseck, Germany with the United States Army. My Platoon consists of an average number of 40 Soldiers. I am directly responsible for their health, and welfare as well as remaining accountable for equipment and its ability to function correctly when needed. Previously the structure in 3 rd Platoon was 2 teams with two team leaders each. Leaving 35 persons divided equally among the two teams with an average of 9 Soldiers per supervisor. Approach - I attempted to restructure the Platoon into a more manageable three team structure with 2 team leads in each. I was not able to do this and instead reverted to the previous structure of two teams due to resistance to the change and unseen personality conflicts. The impact of the change was overall negative. Disrespect, arguing, and fighting among team members began the
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Unformatted text preview: same day the re-alignment went into effect. The issues prompted my boss to call me into the office to order me to change things back until a better alignment could be briefed. By taking a look at how people reacted to one another and restructuring according to personalities I could achieve better results without the current issues. Research Plan- Interview each of the team members in order to determine strengths and weaknesses, feedback on failed re-alignment, and likes/ dislikes of current team leaders . Conclude the interview with a survey designed to discover most desirable work partners and least desirable work partners. Compile the results of survey. Create proposed alignment. Conduct separate interview with leaders to discuss both negative and positive results from survey and to seek feedback on proposed alignment. Review counseling packets of team members and leaders. Identify...
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