Beginning the Process of Job Redesign
I would begin by initiating an inquiry with all departmental heads. I would plan a retreat with all departmental heads to come up with a strategic plan on how to redesign the job. This is essentially a consultative approach that I believe will enable me to come up with a strategic approach that will be successful. Having noted that this model has often failed, the initial steps of this process would also include studying why this model has failed in order to avoid mistakes already made that have prevented the success of this approach. Failure to do this will result to another failed attempt because I might repeat same mistakes done by others.
Ethical Considerations of Implementing Administrations Recommendations
The administration recommended a cross train of non-licensed personnel to perform certain procedures. When implementing this recommendation, it is worth considering that non-licensed personnel do not provide procedures that require licensed personnel only. Accordingly, there should be a way of ensuring that licensed personnel give out some of their duties to non-licensed but trained personnel since doing that will be non-ethical because it s equal to cheating patients.
Work Processes and Performance Expectations that Must be Considered once the Design is Completed
Once completed, the design must show responsibilities of non-licensed personnel with a clear indication of what they should do and what they cannot do. The design must also show the new organizational structure particularly the flow of command from one level to another showing where non-licensed personnel exist in the command line. This way, the design will eliminate chances of conflict whereby non-licensed personnel conflict with licensed personnel regarding responsibilities and flow of command. The design must also consider performance expectations for the non-licensed personnel with a clearly outlined performance evaluation criteria and possible consequences for failing to achieve respective criteria.
Steps that should be taken to Encourage Workers and Managers to Adapt and Excel in Spite of the Changes
Organizational changes are often associated with various disruptions and negative impacts on employee motivation that when not controlled can have monumental negative impacts on employee performance and hence organizational performance. To ensure successful change processes, the Lewin’s change model outlines three steps in the change process that change managers should take when managing organizational change. These steps include unfreezing, moving and refreezing (Cummings and Worley, 2009). To encourage workers and managers to excel in spite of the changes, I would use the moving and refreezing steps of the Lewin’s theoretical change model.
Lewin’s theoretical change model is a generalized form of the Kotter’s eight-step model and a brief outlining of the Kotter’s eight-step change model is crucial to help in understanding the exact steps I would take. Kotter’s eight-step change model is comprised of eight steps: “establish sense of urgency, create guiding coalition, develop vision and strategy, empower broad-based action, generate short-term wins, consolidate gains and produce more change and finally anchor change in the organizational culture” (Beich, 2007. P. 28). Comparing Lewin’s model and Kotter’s eight-step model, the moving step of the Lewin’s change model comprises of empowering managers and workers to change, generating short-term wins, consolidating gains and producing more change. The refreezing step comprises of anchoring change in the organizational culture (Leonard and McGuire, 2007). These are the specific steps I would take to encourage high performance by managers and workers. For instance, I would hold encouragement meetings with managers and workers in the effort to motivate them. By producing short-term gains and enhancing these gains, I would be showing managers and workers that the implemented change is good and can produce positive results.
Planning and Controlling the Intraorganizational and Interorganizational Communications that Must Occur to Implement the Job Design Changes
Communication with various organizational stakeholders on the progress of the change process alongside other important issues of the change process is vital for successful organizational changes (Miller, 2012). For effective communication, I would appoint a person from every department to communicate change process issues with employees, managers and other stakeholders in the respective department. This would be in form of weekly meetings where the departmental representative communicates the change process, answers questions raised, clarifies unclear issues and collects opinions from different stakeholders. Immediately afterwards, meetings with all departmental representatives would be held to discuss on upcoming issues and how to address them or review opinions and discus how to incorporate them into the change process.
How Management can Ensure Job Satisfaction for the Position
According to Feder (1999), job satisfaction is affected by two key factors: hygiene factors and motivators. While hygiene factors such as attractive remuneration, good working conditions and high statues cause job satisfaction, they do not increase it. On the other hand, motivators such as personal growth, advancement and recognition will increase job satisfaction (Feder, 1999). Since the goal here is to ensure job satisfaction, the management should work on the two factors of job satisfaction. Particularly, management should come up with an attractive remuneration package, maintain good working conditions through positive relationships in the workplace, promote personal growth and offer personal and career advancement opportunities through training for this position.
References
Beich, E. (2007). Thriving through Change: A Leader’s Practical Guide to Change Mastery. Danvers, MA: The American Society for Training & Development.
Cummings, T. G., & Worley, C. G. (2009). Organizational Development and Change (9th ed.). Mason, Ohio: Cengage Learning
Feder, I. (1999). Customized Job Enrichment and its Effect on Job Performance. USA: Dissertation.com.
Leonard, D. & McGuire, M. (2007). The Executive Guide to Understanding and Implementing the Baldrige Criteria: Improve Revenue and Create Organizational Excellence. Milwaukee, Wisconsin: The American Society for Quality, Quality Press.
Miller, K. (2012). Organizational Communication: Approaches and Processes (6th ed.). Boston, MA: WADSWORTH CENGAGE Learning.
