National Computer Operations ( Nco )

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

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

As for the People, it should be determined whether the organization has the right skills and talents for the change to be supported and for the organization to achieve its strategic goal.  For example, if the strategic goal is to increase revenue through increased sales then the company sales people should be given sufficient training about the company’s own and acquired products as this will enable the sales staff to more easily sell the company’s products.

This paper will describe a problem that my organization currently has and consider a change that can fix this issue. The paper will identify how the change aligns with my organization’s mission, vision, and values and professional ethics. The paper describes a specific solution to the issue and the strategy that I can use to implement the planned change. The strategy will include the steps that are necessary to facilitate the planned change.

As managers they need to involved every one with the change and not force the change upon them.

"USA Today confirms: the National Security Agency has been secretly collecting the phone call records of tens of millions of Americans, using data provided by AT&T, Verizon and BellSouth. With access to records of billions of domestic calls, the NSA has gained a secret window into the communications habits of millions of Americans." (Opsahl 28 Sep. 2013) It’s no secret that the U.S. government agency known as the NSA, National Security Agency, has been monitoring phone calls and Internet usage of United States citizens since the early 2000’s during George W. Bush’s time in office. During his presidency, Bush authorized the motorization of millions of citizen’s phone calls. (Tebbutt 25 Sep. 2013) The NSA created a secret program called “The Highlander Program” which was designed to monitor satellite phone transmissions on the Inmarsat network in the Middle East. During this secret program, the NSA did not monitor any United States citizens. Bush claimed the surveillance was limited to the al Qaeda, but that simply was not the case. (Forgang 27 Sep. 2013) Does the United States government have the right to listen in on civilian’s phone calls regardless of the reason? As seen in the media, most citizens don’t want the NSA to be listening in on their calls and other forms of communication. In Samuel Greengard’s magazine article, Spies Among Us, he explains, “The boundary between protection and privacy has always been fuzzy.” (Greengard 27 Sep. 2013) The point he is offering is

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

To make the positive changes, I would use Establish a Sense of Urgency in the Kotter stage to identify potential threats and develop a scenario to understand what could happen in future if the organization keep having bad customer satisfaction. Then, I would want to have a staff meeting with the reception team and let them know about the current problem with customer

(Kroenke, 2013). Hardware dictates how effectively a company can also manage the highly demanding times of operating their business, in addition to managing the re-organizations required to stay

Over the past 10 years my work experience has been focused on IT work both from a technical standpoint and as a leadership role. While not dealing with pressures public companies face in terms of financials, there are parallels that can be drawn to how IT practices are done. Information Technology, as well as in many other professions, there is always the constant pressure to meet objectives quickly as possible to meet internal and external customer demands. In these moments opportunities present themselves to make the shortcuts in those tasks to not meet your responsibilities. Example areas include areas such as security, documentation, and the quick fix vs the solution. These decisions and consequences are considered

In the mini-case Building Shared Services at PR Communications Vice President of IT, Vince Patton, is faced with the task of creating a single customer service center for the company. The case starts off with Vince firing the four divisional CIO’s, stating that “We don’t need any of you anymore. I’m creating one enterprise IT organization, and there’s no room for any of you.” (McKeen, p 127). Ross Roman, founder of PR Communications, then gives Vince the opportunity to completely turn around the IT department and has given full support to any of Vinces projects. This puts a lot of pressure and responsibility on Vince to complete this difficult task.

Yakka Tech Corporation (YTC) based in Washington and Oregon is an information technology (IT)) service firm, has 1,500 employees but is suffering a cancer. Is the tumor malignant or benign? Yakka Tech is built around installing and upgrading both software and hardware for clients but also has a customer service center that has seen calls double over the past several years. Focusing on the customer service centers, with four contact centers, each one consisting of six departments and these departments are centered around functional specializations. Each department has up to two dozen employees focusing on computer systems, storage systems, software, billings, and intranet infrastructure. However, their ability to handle calls and provide the customers’ needs has suffered because of the corporations’ business structure. Walking through a customer’s problem shows deep institutional problems with structure and employee motivation.

motivation for the employees to take part in this change. Unfortunately, this vision did not