Army Senior Group Reaction Analysis

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Alison or Cabletronica didn’t do any kind of motivational analysis. Will employees accept the change? What is the predisposition of employees toward the change? Will they support or resist it? This is the single most important question to assess the organization’s readiness

Data to be collected. The research will use a quantitative method approach using a survey questionnaire. The questionnaire will survey current soldiers and leaders at D Company, 65th Brigade Engineer Battalion on Schofield

Moving forward, our Army's primary purpose is steadfast and resolute: to fight and win our Nation's wars. But we all know that the Army must be able to do much more than that. Today, we require an Army that is adaptive and innovative, flexible and agile, integrated and synchronized, lethal and discriminate. Even more critical in today's complex and uncertain environment, the Army is the decisive arm of the Joint Force in a broad range of missions. Historically the Army has been focused on a specific set of needs, but these needs and the means in which they are resourced have changed. So we must fundamentally change how we do business. As we keep adding rocks to our Soldiers' rucksacks, all leaders must remain cognizant over time. Everyone's load can get too heavy and cause permanent wear and tear. So it is a good idea to

The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

Leaders must guide the order and new situations. Manpower is minimized by cutbacks and deployments. Technology is the new era. The technology is mixed with innovative ways to use in war.

In order to move with the times, the organisation may introduce new equipment or software. Some staff may see this as a positive step that moves the business forward, but some employees may feel anxious about the change, how much it is costing the business and whether it is actually going to improve their role or create more problems.

Managers need to determine the best method of communicating the changes to the employees that are directly affected. This material presented in last weeks class and in the course material helped us understand how important communication is when implementing changes in a work environment. The course book identified four main approaches to managing change in an organization. Lewins’ Three-Step Model argued that successful change in an organization follows three steps: Unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent. (Robbins & Judge, 2011). This approach requires manages to evaluate the need for change and implement a plan of action to help the organization manage changes effectively.

The Army Strategic Planning Guidance 2014 and the Army Posture Statement to Congress provides the concept concerning the adaptive Army leaders’ development. The United States Army Training and Doctrine Command Analysis Center (TRAC) and the Center for Army Lessons Learned (CALL) could support the leaders’ development through the analysis of the current leadership issues within the operations and prediction for the upcoming needs as

Communication breakdowns within an organization may contribute to resistance in changing organizations. Managers must be prepared to talk candidly about the needs for change, otherwise fear and uncertainty will remain a prevailing element that can damage morale and prevent successful implementation of the desired changes at all levels of the organization. Employees need comprehensive information about the nature, processes, and consequences of organizational change.

Why is it that when organizations announce upcoming changes to their employees they are rarely excited about it? You do not see them jovially discussing what is going to happen next, and/or how these changes are going to make their organization better. No, none of this is happening. Most of them are worried and wondering how these changes will affect them, and what their roles are going to be. This mindset makes organizational change difficult. Society in general just does not like change, nor are they comfortable with it.

“Woodstock Academy Girls Varsity Team”: A program that is more then banners, championships and awards, a program that is built on dedication, excellence and teamwork. Five years ago I found myself at the Bentley Athletic complex, intimidated by the talent that this program exuded. I remember vividly the first day of tryouts. I was 14 years old, I had come from a small private school so I did not know anyone in the school. My parents dropped me off waved good bye and said good luck! I walked slowly with a ball at my feet, water in my bag, and my head down over the table to hand in my paper work. Tryouts started a few minutes later and Amy Cross the head coach of the program at the time gathered all the girls around and introduced the senior class and talked about the expectations of this program. As a team we were required to attend every practice and game ready to work hard for 2 hours, respect towards our

The most important imperative of four in the Army Campaign Plan is “develop leaders to meet the challenges of the 21st century” because in the future leaders will deal a “tough realistic environment” and must be willing to adapt to the mission, threat or operational environment. We must “train soldiers and leaders to ensure they are prepared to accomplish the mission across the range of military operations while operating in complex environments against determined, adaptive enemy organizations . This is the eighth of twenty Army Warfighting Challenges enduring first order problems, the solutions to which will improve current and future force combat effectiveness. These challenges are reviewed and updated as needed to remain applicable for the future force.

In a recent study of major change, it was found that employees are highly critical of even well thought-out attempts to communicate change and multiple communication channels are preferred when communicating a change vision, plan and process (Elving, 2005;