The physical restructuring of personnel did not include a complementary

The physical restructuring of personnel did not

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The physical restructuring of personnel did not include a complementary restructure of official lines of communication and leadership. The RSOs still belong functionally to CUOPS, and the production and analytic personnel are still aligned under their respective section chiefs
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Final Paper: MGMT603 within OPSPT. The conflicting lines of authority and communication make coordinated processes within the RSCs difficult. In addition, the previous model allowed for easy transmission of relevant details within each functional specialty (Operations Management, Analysis, and Production) because members were collocated based on their functions. Under the new organization they are dislocated, and more often than not it is unclear how direct transmission of information based on region rather than function is more efficient – or even useful at all. The lack of a clear vision has therefore translated into an inability to create a “systems view of teamwork,” precluding effective function of the RSCs. (Warrick) 4. Recommendations a. Strategic Organization Development. Better attention needs to be paid to minor modifications in support on the long-term strategy. The commander needs to institute a full-time Change Management or Organizational Development (OD) practitioner to help facilitate the minor changes required to both ensure efficiency and avoid major disruptions such as the reorganization that ORG recently underwent. Thomas Head, in Strategic Organization development, asserts that strategic organization development in the context of major, disruptive change is typically the product of a failure at traditional OD methods. (Head, 2006) Traditional methods employed by a skilled OD practitioner may have helped head off any actual or perceived need for major reorganizations within the staff. Given the fact that the reorganization has not yet resulted in any actual process of functional changes it may not be too late to return to the original configuration. However, a simple reshuffling of desks back to where they were none months ago is unlikely to instill confidence in the employees, and it certainly will do nothing to address any key issues that were
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Final Paper: MGMT603 not addressed in the first set of moves. The OD practitioner can bring to bear tools to help the commander and his senior staff properly to assess the current issues and develop plans for addressing these issues, whether that is through training, changes to HR policies, procedural adjustments, new organizations of personnel, or a combination thereof. The key at this point is to get professional assistance with assessing the climate, culture, and needed changes, and administering any required interventions within either the leadership or individual teams.
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