Warrick Instead of each individual member of the RSC reporting through a

Warrick instead of each individual member of the rsc

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committed to team goals. (Warrick) Instead of each individual member of the RSC reporting through a separate channel, one member needs to be established as the leader within the RSC. The most logical candidate based on function is the RSO, as the RSO has principle responsibility for detachment operations, and reports to the CUOPS chief. The RSO is the best choice to
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coordinate and synchronize the efforts of the Analytical and Production officers within the RSC, and can delegate tasks as necessary to avoid being overwhelmed by his duties. In concert with assigning a leadership role within the RSC the current processes for assimilation and transmission of data will require modification. Rather than individual communications stovepipes related to function (management, analysis, production) the collective operational picture, by region, must be consolidated by the RSO within each RSC and then communicated to the OPCEN leadership. This also creates a need for changes within the OPCEN, as the CUOPS and OPSPT functions become more separate and distinct. Arguably, the OPSPT role is diminished to the point that a dedicated “chief” role is not required, which has been a point of contention within ORG and is part of the reason the management channels did not change with the physical reorganization. Again, careful analysis is required before committing to any changes that put people’s jobs at risk, but if the functional analysis supports alignment at the RSC then positions within the OPCEN may become unnecessary. 5. Summary. The commander of ORG sought to gain operational efficiencies through staff reorganization. However, inability to correctly assess the core issues led to an inability to get buy-in from key stakeholders within the staff. When the commander used his executive authority to force the issue of reorganization he failed to properly articulate his end-state vison, leaving the senior staff unenthusiastic and unable to create urgency within the organization to support the change. Newly reorganized teams did not understand their roles within the new structure, and without clear guidance simply continued status quo effort, but in a more disgruntled and less effective state of mind. Current problems may be overcome by soliciting professional OD assistance to initiate a continuing change program. Reassessment of issues regarding efficacy of
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the operational managers may discover opportunities for quick wins in efficiency through training and redesigned HR practices. If maintained, the current team alignment will require new processes and workflows to ensure development of efficient teams. Due to the apparent organizational dysfunction, intervention strategies such as climate surveys for the commander and senior staff and role analysis for newly created teams may be warranted. Proper establishments of an OD program and implementation of OD techniques can help this organization course-correct from its current azimuth, and will help ensure proper change trajectory in the future.
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