Why Do Employees Need Workforce Change?

When an organization wants to better and improve itself the leadership is the most important resource available. They are the rock of the organization and the engine that pulls the weight of the cars. In order for the organization to help grow a comprehensive leadership development plan must be established and used. A leader can make or break the organization as they are the ones that make things happen or let things fail. This paper will discuss how the Mississippi Army National Guard (MSARNG) can grow their leadership by creating a new leadership development plan using new strategies and objective.

This involves the application of personal coaching or counselling skills from trained professionals who have experience of helping people to make changes. Here specifically designed techniques may be used to help people to work through difficult transitions in their work lives. If an organisation thinks carefully about changes, large or small, and seeks to offer appropriate support to staff there is an improved chance that minimising the problems that could arise. This also makes people more receptive and less resistant to further changes made in the future.

The FPS Leadership Development Program defines leader development as the delib-erate, continuous, and progressive process that grows employees into competent, committed professional leaders. Leader develop is achieved through synthesis of train-ing, duration, and experiences acquired through opportunities at the institutional, oper-ational, and self-development arenas, supported by peer and development relation-ships. FPS leaders must be able to understand the conditions of the modern security environment, analyze them in terms of the problems they face and re-frame them in protection centered terms. Our leaders must be able to apply problem solving and de-cision-making skills to protect the continuity of the American way from ongoing criminal

Evident in the culture of agencies is the importance of the administration's “behaviors, attitudes, practices, and strategies” (Packard, n.d.). Taking cues and learning from leadership enables the staff to provide the needed services in a timely, courteous and efficient manner. The tasks, responsibilities, and authority are formally divided among various workers. However, leadership is needed in order to provide the guidance and substance necessary to keep the agency running smoothly, thus affecting inputs, outputs, and throughputs. Th system of the service organization is a “means of turning policies into services that meet the needs of consumers and hopefully achieve intended results” (Halley et al). In essence, because human service delivery systems are “created and operated by organizations. Organizations may have several delivery systems operating for different areas of need. Whatever may be the situation, an organization will falter without effective leadership”

The U.S. Government 's Department of Defense (DoD) is a very large organization with many leaders at various levels. From a macro-level or overarching perspective the DoD is very hierarchal and bureaucratic. Then, from a micro-level perspective, there are leaders within the DoD who practice more lateral or flat approaches to leadership. Furthermore, the DoD has both a military side where leadership is hierarchal as well as transactional, as well as a civilian side which is much more transformational. These varying leadership approaches within the DoD 's macro-level, micro-level, military, and civilian structure are all very appropriate and effective leadership approaches for this large

The methods of achieving change for workers that are most effective were that factories had to pay the lowest pay to all workers. Therefore, people started making more money than before. This lead to changing class structure, because a middle class began to emerge, dropping the number of extremely rich people. Work became easier because people began watching the machines and equipment in the factories instead of having to do all of the work by hand. The machines also created materials that made building and construction of other structures easier and faster. The Industrial revolution allowed new inventions to be made, for example telephones and cars. This made communication

Leadership and Management skills learned have been used to organize the proposal. Deciphering important issues

The key workforce challenge and trends facing the Maicador in the next 5 years include:-

There are three different broad groups employees can be categorized within depending on their contribution within the organization. These three broad groups are the engaged employees, the non-engaged employees, and also the actively disengaged employees. Engaged employees are the desirables for any organization as these employees are self motivated and want better for the organization and take pride and passion into their work. They often put their best foot forward and want to move the organization in the right direction. Non-engaged employees are those employees who are disconnected from their employers who tend to just do the bare minimum and have minimal pride in their work. These can be identified as those employees who simply show up to get a check and leave. The final group, actively

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

Like most public agencies, DPSS operates under the elite model of organizational structure. This structure dictates that formal rules and process are followed in order to reach the organization's goals. Therefore, in order to effectively contract out and maintain and effective organization, management must engage in the practice of well-known management principles (POSDCORB). Practicing the principles of planning, organizing, staffing, directing, coordinating, reporting, and budgeting, management can make sound decisions about the implementation and management of contracts. The effectiveness and efficiency in which the agency is run and the manner in which the contract is managed is grounded in the effective practice of these principles.

Breakings through the chains of corporate slavery is in full affect. In other words, nobody wants to work for a heartless corporation that does not value their staff. Individuals are educated and ready to make a career change if necessary. The overwhelming feeling of being imprisoned by a job is dreadful. Even the most loyal captive will seek an opportunity to break free from a dreadful organization. The sensation of being confined within an organization with no room to grow or expand is a daunting feeling. When individuals are treated as if they do not matter, it raises the question; why stay here? If employers are naïve enough to think that there are no other options for hard working people, they are wrong. The information being

Fallon and McConnell’s (2007) model advises that part-time employee positions should be eliminated before full-time employees. However, I would be cautious in releasing part-time employees whose often increased flexibility could be extremely useful in transitional times within healthcare organizations. Part-time float pool healthcare providers are often experienced and competent in many areas and could be a valuable tool in helping to provide coverage as employees naturally leave due to job security concerns. Releasing these valuable part-time employees could be detrimental to the overall functioning of a healthcare organization. In addition, I would offer part-time positions to staff members who were willing to make the transition to part-time from full-time. There may be employees who would be interested in transitioning to a part-time position as they approach retirement age or have increased family obligations.

Researchers have found that across cultures, having autonomy in the workplace is important to employees. It has positive benefits for both the employee and the company. Those who have more autonomy at work will tend to be more loyal to their employer, perform better, be more engaged, and be more productive. It’s also been shown that businesses that give their employees autonomy will have a lower turnover rate, which also saves you money in the long run.

XYZ must have a method of defining the leadership needs that is consistent with the vision of the company and the desired outcome. XYZ’s hiring of new engineers must deal with potential talents and individual’s readiness to move up, a list of targeted needs must be outlined and specifically stated; such as the need of engaging and motivating employees, sales and other goals. Top management and leaders must be “directly accountable for the growth of leaders toward these targets”(Scott & Reynolds, 2010, Kindle Location 8334). An effective succession plan must have a development plan system. In the selection of high-talented leaders, XYZ organization must meet the standards of reliability, validity, generalizability, utility and legality methods of assessments. Leadership development programs in succession planning need to fit the requirements of both the organizations and the leaders undergoing development.