Some organizations in the United States and the world over are in need of one or more diagnostic issues in the areas of organizational change. Organizational strategies or rather models are very crucial to the overall success of any given entity. Consider, for instance, an organizational structure that is not well organized, some of the people will feel omitted in the running of the organization. The Metropolitan Opera Association is one such organization with a problem that most likely needs a solution from the organizational change. The company is a non-profit organization whose mission and bigger responsibility is to promote music and fine arts within the New York City and its environs. The Metropolitan Opera Association has a problematic issue within its employees since most of them feel uncomfortable with the kind of management experience in the organization.
In addition, the employee issue is proving to be detrimental to the daily operations of the organizations because on several occasions, employees are not motivated to carry on their daily duties. In particular, this problem has caused some the company’s employees to go against rules and regulations of the organization. Employees feel omitted in the operations of the organization and at times perceive the management as oppressive (Cawsey, Deszca, & Ingols, 2011). The cause of this problem is poor communication structure within the organization since the order of supervision and case reporting is not reliable.
At several occasions, an employee is required to report to more than one supervisor, which is against the law and very confusing. Many of the employees think that it is the intention of the management to harass them by strategically forcing them to report to various supervisors at a time. However, it is not intentional but rather a mistake due to the weak structure adopted by the communication department. The organizational structure adopted by the Metropolitan Opera Association was poor in the section of communication. The structure lacks a stable and reliable chain of command. Moreover, it is the mistake in the formation of the chain of command, which is responsible for the misunderstanding between the employees and their supervisors.
Noteworthy is that the most suitable diagnostic solution to the above problem is the formation of a new organizational structure. The Metropolitan Opera Association through the help of the able human resource manager Mr. Jared (not his real name), should implement a new order of the chain of command. The communication between employees and the management as well as the other parties involved should be smooth. The organizational structure should clearly indicate every responsibility of the supervisors as well as whom each employee should report to, to eliminate any confusion whatsoever. As a result, this organizational change is the sole remedy to the problematic issue facing the organization now.
Furthermore, the history of this problem dates back to early 2000 when the organization was realigning its mission and objectives to move well with the changes in trends within the 21st century. The company back then adopted the current organization structure that is responsible for the employee problem arising. The head of human resources at the time Mr. Robinson (again not his real name), played a role in the introduction of a chain of command. The human resource manager proposed for the absorption of the chain citing its importance to smooth communication within the organization.
The organization has been trying to introduce some changes with intentions of solving the problem. At first, it proposes a strategic plan to move its employees to some similar organizations to learn and appreciate the activities going on in their place of work. The aim of benchmarking as well was to induce contentment to the employees on the treatment offered by the organization. Nevertheless, the organization should have introduced a strategic training on all the employees to equip them with relevant knowledge to handle unsatisfying situations within the company. The organization needs to adopt a very new organizational structure for it to solve the issue completely (Noe, Wilk, Mullen, & Wanek, 2014). The communication chain of command is one of the sources of the problematic issue of the employee’s satisfaction, and the organization should introduce a new one.
Additionally, the type of organizational change that is most efficient to remedy the employee problem present in the Metropolitan Opera Association is the communication structure. The change is because the communication department is responsible for the problematic issue in the organization. Therefore, it is appropriate to introduce an entirely new order in the communication section. The kind of organizational framework that is adaptable in solving the problem, in this case, is the evidence-based organizational framework. Consequently, this framework involves the provision of evidence to the management to convince it to absorb certain changes in the organization’s operations (Baldwin, 2016). Moreover, this framework is suitable because provision of evidence will clear any possible doubts and in addition proposes a suitable strategy to implement the changes.
In conclusion, the above discussion indicates that organizations need to check their organizational structures to ensure that they are appropriate. For instance, the Metropolitan Opera Association is encountering the employee problem due to the poor organizational structure in its communication department. The problem will end if the management revisits the organizational chart and introduce suitable changes. The communication chain of command is the primary cause of the problematic issue, and hence good management requires that proper measures be in place. Finally, it is necessary for the organization to appreciate the efforts of each employee within the entity for it to achieve the desired objectives.
References
Baldwin, M. (2016). Social work, critical reflection and the learning organization. Routledge.
Cawsey, T. F., Deszca, G., & Ingols, C. (2011). Organizational change: An action-oriented toolkit (Vol. 2). Sage.
Noe, R. A., Wilk, S. L., Mullen, E. J., & Wanek, J. E. (2014). Employee Development: Issues in Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), 153-189.
