Reassessment and Adjustment within the CBDI division
Up to the present time the reassessment and adjustment stage has been scrutinizing every one of the processes to assure that productive strategic management is ongoing and guarantees that none of the processes have been altered or require modification to warrant continuation of maintaining public value. This step requires a hard look into the strategic management process. “Strategic management is the process of “what we are” which decides and implements “what we intend to be and how we are going to get there” (Huang 2017). The assessment of the CBDI division analyzed the statement of the problem, the needs of the organization, proposed solutions, identified risks and impacts and determined that sound practices and recommendations were laid out for effective implementation. Thus, the suggested resolutions proposed to the head of the CBDI division were logical and contain long standing and lasting value to the organization and this report will examine the reassessment of projected solutions and motives to persist down the selected path.
Unprofessionalism and uncourteousness
In all organizations change is apparent, but progress is not. Progress is going the appropriate route with the objective of developing into reality. It needs to be emphasized that it is a requirement that leadership secure an aggressive part in making this progress occur so that vivacity may be introduced to circumstances that necessitate change. The solution to the issue of employees being unprofessional and uncourteous necessitates a mandatory meeting with all employees within the CBDI division reiterating the importance of mission, vision and Code of Conduct. The benefit of this approach permits newer employees and older employees to know the true meaning of the Code of Conduct, mission and vision and how to portray it. Fixing this issue encourages employees to respect everyone, tell the truth, work as a team and make a difference. “Leaders’ thoughts and skills are manifested in actions, structures, and processes that enhance or impede change, further strengthening the linkage between their behaviors and effectiveness in implementing change” (Gilley, Gilley & McMillan 2009). Remaining on this path with this suggested resolution will precisely focus on the concerns that are exhibited and furnish a clear route for impending achievement and explanations on the appropriate way to act and core values.
The solutions to this issue was concentrated on offering training by educating and giving managers and employees information on methods to refrain from favoritism. This stage included a greater performance care delivery system, fixed core values so employees are all treated equal and it fostered a constructive division where employees believe the division values their skills and knowledge. Authentic leadership is motivation deriving from a person’s own self. It emanates with a self-control that begins inside and cannot be compelled or imitated; employees will tell if genuine leaders are taking action or merely giving directions. Vision and obligation to the process involves all that is done and needs to guide all choices and actions created in the process. Committed leaders observe the process from end to end and possess formed routines of accomplishing things and making difficult decisions that other people will not. The advantage of establishing quality guidelines involves improved employee morale, increased productivity, and low turnover rates. When employees are empowered with the awareness and education to prosper they take possession and responsibility of procedures and work. Remaining on this path with these suggested resolutions will directly focus on the concerns of treating others differently, patronage, and cronyism and will furnish a clear route for impending achievement.
The last resolution for organizational politics consist of making leaders take classes on being politically savvy and recognizing political factors that have emotional impact on division objectives. The instantaneous advantages of these suggestions will ward off the negative effects of division politics by ceasing such activities in their paths and permitting all employees to operate on a level playing field. This resolution will focus on the reconstruction of damaged associations and concentrate on starting routes of communication that were harmed throughout the years. To bring these destructive effects in line, leadership must reclaim the assurance and belief of the employees and start to establish new standards and ethical practices. Remaining on this path with this suggested resolution will directly focus on the problem of divisional politics and put the CBDI division back on the path headed for efficient management and goal attainment.
Change is hard for some people and they do not embrace it. “Leaders drive change; therefore, they must understand the range of human reactions to change and be skilled in change implementation techniques, including how to communicate effectively, implement and monitor change, and reduce resistance and gain commitment” (Gilley, Thompson & Gilley 2012). The evaluation of the CBDI division exposed numerous problem areas to be focused on with the purpose of restoring the division to optimize operations. This assessment is finished and is founded on a detailed study, analysis, and experience that will immensely help the division in living up to its mission and mandates of the organization.