Operational reorganization :: essays research papers fc

Operational Reorganization Program Our company is downsizing, facing major budget cuts, reorganizing departments and instituting a cross-training program for employees. It’s imperative that we effectively manage these process changes and transition into a more productive organization. A goal setting, motivation and stress management program is required to assist employees and management during this transitional time. As we are all aware, we must make our company more responsive to an increasingly competitive global market. We must be more flexible and be able to adapt quickly to the competitive demands of our industry. Product development cycles need to be reduced and our workforce must be able to continually improve our processes to remain competitive. The following is a step-by-step analysis of a proposed reorganization plan. A time line has been established to cover the initial 3-month implementation phase. The plan provides for a high level of employee involvement, the creation of teams to oversee the changes and set objectives, and a structured communication plan to reduce change resistance and insure that our message is being understood. Step 1 – Analysis of Organizational Objectives (Week 1) â€Å"The implementation of a Management by Objectives (MBO) program is an effective solution to make goal setting operational.† (Robbins 206) Specific and measurable objectives must be set at the organizational level and then flowed to divisions, departments and individuals. The required budget cuts have already established an initial organizational objective. We must quantity the budget cuts and develop a detailed reduction in work force plan. The loss of employment will be a major destabilizing factor for our company and we should move rapidly to implement the necessary reduction in work force to meet our budget criteria. Our organizational objectives must also cover the specific reorganization objectives that will make our company competitive. The realignment of our organization to reduced process cost, product development cycle times and marketing objectives all need to be defined and set to an aggressive time line. The additional measures that must be taken to achieve our budgets must also be quantified. Indirect costs and travel budgets need to be established and measured against our budgets. Step 2 – Reduction in Work Force Implementation (Week 2) The uncertainty resulting from a reduction in work force is a major concern for all employees. All too often, I have been involved in layoff situations, downsizing, rightsizing or however management chooses to characterize the manpower adjustment. Operational reorganization :: essays research papers fc Operational Reorganization Program Our company is downsizing, facing major budget cuts, reorganizing departments and instituting a cross-training program for employees. It’s imperative that we effectively manage these process changes and transition into a more productive organization. A goal setting, motivation and stress management program is required to assist employees and management during this transitional time. As we are all aware, we must make our company more responsive to an increasingly competitive global market. We must be more flexible and be able to adapt quickly to the competitive demands of our industry. Product development cycles need to be reduced and our workforce must be able to continually improve our processes to remain competitive. The following is a step-by-step analysis of a proposed reorganization plan. A time line has been established to cover the initial 3-month implementation phase. The plan provides for a high level of employee involvement, the creation of teams to oversee the changes and set objectives, and a structured communication plan to reduce change resistance and insure that our message is being understood. Step 1 – Analysis of Organizational Objectives (Week 1) â€Å"The implementation of a Management by Objectives (MBO) program is an effective solution to make goal setting operational.† (Robbins 206) Specific and measurable objectives must be set at the organizational level and then flowed to divisions, departments and individuals. The required budget cuts have already established an initial organizational objective. We must quantity the budget cuts and develop a detailed reduction in work force plan. The loss of employment will be a major destabilizing factor for our company and we should move rapidly to implement the necessary reduction in work force to meet our budget criteria. Our organizational objectives must also cover the specific reorganization objectives that will make our company competitive. The realignment of our organization to reduced process cost, product development cycle times and marketing objectives all need to be defined and set to an aggressive time line. The additional measures that must be taken to achieve our budgets must also be quantified. Indirect costs and travel budgets need to be established and measured against our budgets. Step 2 – Reduction in Work Force Implementation (Week 2) The uncertainty resulting from a reduction in work force is a major concern for all employees. All too often, I have been involved in layoff situations, downsizing, rightsizing or however management chooses to characterize the manpower adjustment.