Instilling Better Work Productivity

Abstract

Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. That's why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management (McNamara, 1998).

Leaders and managers continually make efforts to accomplish successful and significant change -- it's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective (McNamara, 1998).

An organization can only operate successfully when new ways of creative structure are created. Within an organization, each employee must understand what his or her duties pertain to. Also, in order to have positive work productivity, each employee must understand the proper chain of commands. For instance, the chain of commands starts at the head of the organization. The person at the top is the head of the organization and must be able to execute all executive decisions. Also, each employee must understand that he or she is an essential characteristic to the organization. Also, the organization must not only state what the policies of the organization are, but also give physical examples. In order to run an organization successfully, the organization must focus on how creativity thrives within the corporate world.

One example occurred during my current employment, the director specified in assigning I and four other co-workers with specific duties pertaining to our job descriptions. Also, the director specifically explained what our purposes where for our jobs. By defining each employee with specific duties, the director was able to run the organization the way that she found fit. In order to improve the working progress of the organization, she created charts to show how the productivity of the company would flourish if each member of the staff followed given directions.

Through the examples given by my current supervisor, the outline for what strengthens a company was clear. In order to have success within one's organization, the structures of the company must focus on creativity. For instance as stated by Carter McNamara (1998):

"Today, teams and organizations face rapid change like never before. Globalization has increased the markets and opportunities for more growth and revenue. However, increasingly diverse markets have a wide variety of needs and expectations that must be understood if they are to become strong customers and collaborators. Concurrently, scrutiny of stakeholders has increased as some executives have been convicted of illegal actions in their companies, and the compensation of executives seems to be increasing while wages of others seems to be decreasing or leveling off. Thus, the ability to manage change, while continuing to meet the needs of stakeholders, is a very important skill required by today's leaders and managers."

Companies and organizations are constantly creating ways to stay versatile, fresh, and consistent with the current demographic. For instance, my private organization focuses on design and graphics. In order to move the product, I must first know what attracts the potential consumer. Initially, the focus of my company was to make money. Yet, as my business began to flourish, I realized that in order to continue to bring in more revenue, I had to expand my horizons. For instance, the first selections of consumers were interested in party favors and balloons. Once, my work began to spread throughout the community, my potential clientele statically increased.

Once I began receiving more clientele and less work productivity, I realized that I needed to create other items and décor to sell and most importantly, recruit employees to help with the large orders from the consumers. Through the addition of four employees and also building a small office onto my property, I was able to expand my business. Yet, surfaced the next problem; expansion of the types of products sold. Once this problem surfaced, as the head of my company, I reflected on what my supervisor used for the organization. By creating charts, sending current client's surveys, and discussing ideas with my staff, this initiated new ideas for other types of merchandise to sell.

Yet on the other hand, once this method was used, another problem occurred between me and the staff. The staff began to over step their boundaries. By doing so, this created a financial burden on the company. In order to deal with this problem properly, I reflected back to the Benefits of Policies and Procedures. By doing so, I was able to break down the importance of each employee's responsibility. For instance, the first level is called the Top-Down Guidance policy method. This method deals with defining the purpose and goals of the company.

For example, Barbara Bryant (2011) is quoted as saying: "Policies identify the key activities and provide a general strategy for decision-makers on how to handle issues as they arise.Policies describe acceptable and unacceptable choices and behavior and set a context and boundaries within which to develop procedures. For example, a policy of not discriminating against any job applicant on the basis of race, gender, age or country of origin helps the human resources department develop procedures to ensure that all candidates are treated equally."

Once the duties were properly explained to each employee, I decided to continue onto the second policy, known as Management Tool. This tool focuses on reiterating the duties of the employee. For example, the receptionist for my company's duties dealt with answering and screening phone calls, taking messages, typing, and recording all placed orders. Yet, she felt as though she should be responsible for making work schedules, calling meetings, and overseeing the day-to-day order of business. Yet, I referred to this paragraph found in the definition of the Management Tool:

"Procedures explain employees' job duties and indicate the scope of their responsibilities. This guidance helps to keep employees from interfering with each other or overstepping their ground, which can lead