Intended organization
After carrying out an interview with the Manger of UN security organization, there were so many characteristics that they used to describe their organizations, yet they were not yet accomplished. These characteristics describe the intended organization. They include openness from the organization’s top to the bottom which he said he wished would be achieved totally at one time. The intended organization is supposed to be surrounded by an environment of accountability and full of risk taking employees. It has a mission of providing security for every individual in the United States and a commitment of doing things right. The employees in the intended organization have the will to learn from mistakes and make their negatives their strong points positively. It is governed by a lot of collaboration and holistic thinking from all employees who express a lot of courage and persistence in case of any difficulties. The intended organization provides very conducive environment for its employees.
Actual organization
The actual organization has not met its mission to provide security to all individuals. Although it has provided security to most individuals it has not met its mission of providing for all individuals. Its working environment does not have accountable employees, and they have a lot of excuses for failures to do things right. This organization fails to meet its aim of having openness in the entire organization and only has little openness up to certain levels. Employees are not ready to take risks, and this prevents implementation of new ideas. The organizations integrity is questionable, and this increases the rates of dishonesty and lack of transparency in the organization. The organization also has poor working conditions for the employees.
How managers can close up the gap between Intended and Actual organizations.
For the gap, that exists between the intended and actual organizations to be closed up the managers of the organization need to put more effort on goal realization. For goals to be realized the managers must be able to diagnose if the employees participation in the decision process looks feasible. This involves assessing the importance of the decisions and participants who are relevant in the decisions. They should be able to support the employees in the process of decision making which involves encouraging them to speak and express their ideas and concerns. The managers must have good listening skills and learn to allow the participants express their legitimate concerns (Lawler, 2008).
It is evident from the research carried out in psychological empowerment that leadership that is participative makes employees feel empowered if duties are delegated. Therefore, managers should learn to involve employees in decisions that directly affect them since this will create more interest. The managers need to allow the employees access the relevant information and avoid unnecessary bureaucratic constraints. If managers successfully employ all these in organizations, then the gap between the intended and actual organizations will reduce and finally end (Heller, 2009).
References
Heller, F. (2009).Managing Democratic Organizations. Hants: Ashgate Publishing.
Lawler, B. (2008). Empowering Service Employees.Sloan Management Review, 73-84.
