Change, Follow, or Get Out of the Way
MGT 435 Organizational Change
Prof. Janice Flegle
June 24, 2013
Change, Follow, or Get Out of the Way
Change in an organization can be and usually is difficult for various reasons. Much of the difficulty is in the approach used to initiate change and the willingness to stay engaged and stamina to sustain change through to the end. Organizations can choose to lead by recognizing and implementing change, follow in the shadow of organizations leading the market, or get out of the way by standing still and eventually going under. With this said; if change was easily done and successful for every organization there would be no need for change management specialists and years and years of study to establish approaches and models for implementing change. Change would be a natural evolutionary process such as a caterpillar evolves into a butterfly, but it is not that simple. Seemingly simple changes to processes or procedures can cause an unbalance with leaders and employees alike. First the need for change needs to be identified; followed by the proper model or approach used to implement this change. During this paper, I will discuss implementing the Advanced Skills Management (ASM) software change in an organization by using Kotter’s Eight-Step Approach. First it is important to give some background on how organizations are structured specifically aviation squadrons with respect to the Marine Corps. The military branches are large separate decentralized organizations that are controlled ultimately by the President of the United States. Since it is impossible for the President to efficiently manage all branches and all the separate divisions within them, each branch has a leader or CEO. Aviation squadrons are made up of different Military Occupational Specialties that pertain to the type model series aircraft assigned. Each specialty has different responsibilities in the care and maintenance of the aircraft; therefore, requires separate and different training and is broken down into separate departments. It has all the typical levels of management expected; executive managers, middle managers, and frontline managers as well as managerial types such as staff managers and line managers. The Commanding Officer would be considered the CEO with the Executive Officer, Sergeant Major, Maintenance Officer, and Maintenance Training Chief falling into the general manager level. The Officer in Charge of each division would fall into the mid-level and the Senior Marine in each department being the front-line managers. Each has similar reporting criteria, responsibilities, and decision making power as would a civilian organization structured this way. As one might imagine with a military unit it has a mechanistic structure with a high use of rules and procedures, with formal relationships between workers. In regards to the degree of delegation of decision making authority and power the organization is primarily centralized; however, some decentralization does exist to allow latitude in day to day business. The organization I have chosen is an organization I was previously attached. Diagnosing this change falls under the Action Research Model, primary because an outside agency comes in to perform audits looking at our processes and procedures to ensure proper adherence to applicable rules and regulations are being followed and to train or advice on changes required. Through their process they discovered our organization’s documentation was incomplete or not correctly annotated. This probably does not seem like a very difficult change to make considering it is just documentation; however, it does go deeper than simply changing how maintenance training is documented. The Chief of Naval Operations has established goals of seventy three percent MC (mission capable and fifty six percent FMC (full mission capable) as the overall material readiness goal (Aircraft...
References: Aircraft Material Condition Readiness. (2012). In 4790.2: Vol. b. The Naval Aviation Maintenance Program (pp. 17-i-17-23). Retrieved from http://www.navair.navy.mil/logistics/4790/library/contents.pdf
Lawrence, R. B., & Ruth, K. B. (1998). Making successful change. Occupational Hazards, 60(6), 13-14. Retrieved from http://search.proquest.com/docview/213703446?accountid=32521
Marine Corps Vision & Strategy 2025. (n.d.). Retrieved from http://www.marines.mil/unit/hqmc/cmc/Documents/MCVS2025%2030%20June.pdf
The 8-Step Process for Leading Change. (2012). Retrieved November 1, 2012, from Kotter International website: http://www.kotterinternational.com/our-principles/changesteps
Weiss, J. W. (2012). Organizational Change. San Diego, CA: Bridgepoint Education, Inc.
Weiss, J. W. (2011). An Introduction to Leadership. San Diego, CA: Bridgepoint Education, Inc.
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