SFT is one of the government-sponsored organizations that is tasked with assisting at-risk youth to acquire vocational training that will assist them in acquiring a successful career outcome. Ted Alvarez is a new executive director and is facing new challenges as he adjusts with his new position. He has approached Martina Jones to assist with the challenge regarding ‘low morale.’ The case study will evaluate the challenges facing SFT Harrisburg team of directors, the root causes of the problems, and give recommendations to the organization.
Main Problems and Root Cause of Issues
The main problem facing SFT is a weak organizational culture that has caused low morale and affected their teamwork, culture, communication, and trust. Since Ted Alverez is a new director, it appears he has failed to accept or recognize that he is not used or may be unaware of the current organizational culture. A company’s culture not only affects how the employees perceive the company but also how people outside the company view it (Elsmore, 2017). Company culture affects the daily activities of a company. Therefore, his attempts to introduce new ideas have caused a perception of inequality when making downgrades or streamlining budgets. Furthermore, it has caused employee conflict.
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Furthermore, it has caused mistrust in the organization. It has caused distrust, especially when appreciating the responsibilities and roles of colleagues. The distrust is also negatively affecting Ted’s reputation among employees because some of them doubt his abilities. All in all, the lack of trust has caused a lack of focus and disorganization. Additionally, it has affected communication and transparency in the organization. According to the information provided, there are serious concerns regarding transparency and communication in the company. The directors’ meeting was a nightmare because all the directors were holding back. The lack of honesty and transparency is accusing widespread resistance and hindering teamwork. Also, it is challenging the directors’ ability to make and implement strategic decisions. No problem can be solved if employees are unwilling to discuss the issue. Moreover, due to poor communication in the organization, employees are unable to work cohesively. Employee autonomy is a common characteristic of organizations with a weak company culture (Elsmore, 2017). Employees become excessively focused on individual performance that they forget or lose track of the organization’s shared objectives.
Recommendations
Alvarez should use Kotter’s 8 step change model to solve the problems facing SFT.
Figure 1 showing Kotter's 8 Step change Model(Elsmore, 2017).
The first step involves creating urgency. For change to occur in SFT, the whole organization should desire change. Alvarez should first begin by developing a sense of urgency among the directors so as to spark the initial motivation to make changes. He should open a convincing and open discussion about the current status of the organization and how the current situation is affecting their performance. The second step involves building a powerful coalition. Alvarez should seek the support of key people in SFT. To lead change, Alvarez should assemble a team or coalition of influential people whose power comes from political importance, job title, expertise, or status. The change coalition will assist him to build momentum and urgency regarding a need for change. Also, the director should create a vision for change. When employees propose a change, they offer a variety of great solutions and ideas. The concepts should be linked to an overall vision regarding SFT that all workers can easily grasp and remember. After creating the vision, Alvarez should communicate the vision. The communication should be specific and should be conveyed frequently and powerfully (Elsmore, 2017). It will assist in building momentum towards the desired change.
The fifth step involves removing obstacles. There was an established corporate culture before Alvarez became a director. Employees will be less willing to change. Therefore, he should identify the structures, processes, and people resisting the change. Removing obstacles is critical in assisting the organization in executing the vision and moving forward. The next step involves creating short-term wins. Success is one of the most effective ways of motivating employees (Elsmore, 2017). Giving employees a taste of victory in every step of the change process will motivate them to implement the positive changes. The seventh step involves building on the change. After short-term wins, SFT should continue analyzing how the processes and structures can be improved. There should be continuous improvement in SFT. The final step includes anchoring the changes in organizational culture. For the changes to become effective, they must be aligned with corporate culture. The changes should always be visible in the corporate culture to ensure the company does not revert to the weak corporate culture.
Conclusion
The case study evaluates the challenges facing SFT Harrisburg team of directors, the root causes of the problems, and give recommendations to the organization. During the directors’ retreat, Ted Alvarez should use the change model to create urgency. The retreat provides a critical opportunity to contribute and add value to the vision and mission of SFT. Alvarez should plan carefully and build a solid argument regarding the proposed changes. During the presentation, he should directors’ support in the change process. He should create urgency, build a change team, create a vision, communicate it, remove the obstacle, achieve short-term successes, and build on the changes. If Alvarez implements the recommendations, change management will become a critical aspect of SFT’s organizational culture (Elsmore, 2017). Ultimately, it will solve the problems facing the company.
References
Elsmore, P. (2017). Organisational Culture: Organisational Change?: Organisational Change?. Routledge.
