Issues on Leadership and Motivation - Research Paper Example

? Organizational strategy Introduction This paper seeks to find a solution into an organization that is totallynon- functional. The paper wants to find out the exact problems within the organization and make the necessary recommendations. The organization has a lot of potential, but the systems are either nonexistent or faulty. As a result, the workforce is not motivated, and the organization seems to be in a desperate state. The analysis of this paper intends to lead to the rebirth of the organization and proposal practical ways, which can alter the organization and make it productive again. Facts and Problems: Issues on Leadership, Group Dynamics and Motivation At the moment, the leadership structure of the organization is non-functional. The Objectives and goals of the organization have no enforcing authority. Specifically, the human resource department and training and development department need deeper focus. All the workers are discouraged, without morale and have no clear sense of purpose in the organization. The organization functions in a particularly individualistic and divided manner with no sense of accountability whatsoever. This is seen by the fact that workers do not offer quality service and work in a hurry so that they can attend personal issues. Consequences and Analysis of that problem: The leadership gap has led to recklessness within the organization. Workers have no sense of accountability since people are free to do whatever they wish. Some departments are entirely non functional. The human resource management hires unqualified personnel. This has destroyed the reputation of the organization. The ill motivated workers have no value for their work. Many keep on resigning because there is no reward management system. Those who are left have no valued for their work. This has resulted in the loss of lives, as reflected in the rise in mortality rates in cardiovascular related cases. The organization has not embraced teamwork. People are individualistic and work for their selfish gain. This has caused the organization to be fragmented and to lack a sense of purpose. No department co-works with another. The organization has no collaborations and its goes and objectives are unclear. The main aims To lift the position of the organization so that it can achieve that goals, missions and objectives that have been set. The leadership structure needs to be functional and productive. This includes being the leading organization in service delivery and high quality treatment. This shall entail a relook into the strategies, establishing a vibrant organizational image and a motivated workforce. These goals are achievable. Change is always met by a few barriers which need to be overcome. Every organization has a culture. This culture helps the organization in achieving its goals and targets. Culture is essentially the accepted ways of doing things in a particular organizational set up. The organization has a culture where people are not used to organize systematic and functional group. Therefore, every worker is a stranger to the colleague in terms of professionalism. Workers have accepted underperforming as part of their lives. This is so because there is not accountability within the hospital. This makes it hard to introduce changes. There are extreme barriers to change because the leadership at departmental level in incompetence. This indicates that they are incapable of dissecting or executing any meaningful changes within the departments of the hospital. Under the departmental leaders are ill trained employees who are not motivated. Employees who have no morale cannot spearhead or enact change, (Klubeckne & Padget, 2009). Employees follow the direction of their leaders. The departments have no working policies. Unfairness among the departmental heads leads to resentment and dysfunctional departments within the hospital. Employees go for long without training or refresher courses. The department involved with procurement is ill trained. This has caused them to underutilize the available infrastructure. They are also incapable off accurately accessing the necessary and vital resources for the hospital. Training, motivation and reward management go together, (Klubeckne, t & Padget, 2009). The problem is that when the leadership of the organization is non functional, then nothing else works. The workers hired are not professionals so they are not conversant with the proper use of most of the hospital resources. Workers within the hospital are unhappy. They keep on resigning to look for better places. The workers are not motivated, (Klubeckne, t & Padget, 2009). The talent and reward management department is ill trained. Good workers are rarely acknowledged. The absentee workers go scot free because of nepotism within the leadership. Workers are ill trained are work in a hurry so that they can attend their personal issues. This makes it difficult to implement change within this hospital. The system at it stands cannot absorb change. The structure of leadership is not healthy for effective actualization of the goals of the organization. The organization needs a working structure. This is because change happens when there is training, understanding and professionalism. The system of the hospital is not harmonized from one department to another. The human resource department is ill suited to source for trained personnel. This entails conducting high level interviews, and planning for training to enhance the skills of the employees within the organization, (Klubeckne, t & Padget, 2009). The training and development department is not committed to developing the careers of the workers already working in the hospital. Change has to be systematic and sustainable if it is to create the intended impact, (Harigopal, 2006). The system demands an overhaul. The organization needs a thorough rebranding. This may involve adverting for the all the management positions and departmental heads. The organization also needs to reinvent through a change in its core values. These values need to incorporate and propagate the culture of integrity and fairness, (Klubeckne, t & Padget, 2009). This core values also need to dictate the expected standards like commitment and diligence in the performance. There is a strong feeling that this organization is run by a group of people who are too familiar with each other. They might be relatives or friends. This has proved to affect the quality of services offered by the hospital. The core values need to embrace nationalism and professionalism so that they can restore confidence within the potential clients, (Salas & Bowers, 2001). The hospital needs a new mission statement which is achievable and realistic, (Peters & Tseng, 2008). It should be embraced by each and every worker so that they can own the hospital. That way they shall be part of the change process. This should be followed by intensive training and motivation sessions with shall target the views of all employees, (Harigopal, 2006). This shall help them vent out their grievances and also their proposed solutions. This should involve the new management and the new departmental heads. The more the situation in this organization remains the same the more the mortality rate increases. This calls for urgency in change implementation. The new management should be interviewed by a team of hired professionals. This team should come up with working and qualified team of leaders who shall enable the smooth enactment of the entire process. Training helps to improve the quality of services. All the new leadership needs to plan to training and motivation seminars. This may involve experimental groups and control groups, (Harigopal, 2006). All training should help access the level of motivation among the working class. Reward and talent management: clear and elaborate incentives should be made known to all workers. Highly performing personnel should be appreciated, promoted or given rewards like trophies and certificates. Professionalism: people should work in areas where their passion lies, (Salas & Bowers, 2001). These are the areas they are highly trained in and are most qualified. The skills and knowledge should be accessed regularly. People should be given roles on the basis of merit and qualification. Cultivate a positive attitude and a winning culture: all employees should be motivated and should work to be the best. This should be done by asking them to air their grievances or through clearly set channels. Every worker should aim at being the best in the organization. Salary rise and promotions should follow the clearly stimulated order so that fairness can be encouraged. Financial department and organizational concerns: the organization should have a contingency fund to take care of the necessary and immediate needs of the organization. The workers should have a good relationship with their accountants and the procurement procedures should be clear and transparent, (Klubeckne, t & Padget, 2009). Communication: the communication among departments should be extremely efficient. Consequences of the work field should be a priority. The human resource department should break the tense relationship between the workers and personnel. Qualified and passionate supervisors shall motivate the workers instead of creating tension, (Peters & Tseng, 2008). This is vital given that the human resource department has been non functional in the hospital. For instance, the consultants working in the hospital should feel they are fully appreciated. This includes fitting salaries and allowances. The culture of the hospital should be bent towards quality service delivery, (Salas & Bowers, 2001). This shall motivate the junior workers to want to perform too. Marketing should also be done through websites, television commercials, and local newspapers so that people can be informed of the rebrand, (Klubeckne, t & Padget, 2009). How to deal with resistance is one of the main issues in the organization. When change is implemented, it is likely to attract resistance for some employees. An avenue should be created to explain to the employees in a language they can understand. They may necessitate the use of retreats, (Peters & Tseng, 2008). The purpose of these unofficial events is for workers to vent out their opinions concerning the new ideas, (Harigopal, 2006). The employees should be given security since most of them resist from a point of insecurity and ignorance. The changes in the hospital and the new plans are to be communicated clearly so that ambiguity can be avoided. The workers need to understand the rationale behind every single change, (Klubeckne, t & Padget, 2009). All these changes should be accompanied by requisite training. Employees shall be encouraged to trust in the new leadership and organizational structure and to put the interest of the group before self interests. This shall help ease resistance. Recommended strategies (new strategies) are supposed to be real and practical. The new organizational strategies should be goal oriented, (Salas & Bowers, 2001). Each worker should have clear targets and goals. One of the reason organizations fail is unclear objectives and undefined purpose. This should include performance contracts stipulating the set targets. The new culture of the hospital should be bent towards achieving the set objectives. However, the organization should procure better facilities and improve the working conditions of the workers. Anything that can motivate workers should be done (Peters & Tseng, 2008). Team work should be facilitated and encouraged. This includes a vibrant communication and technology department. The new system should develop structured decision- making structure which factors in the opinions of the junior workers. Regular assessment should be done to help check the progress and improve of the new organizational model, (Klubeckne & Padget, 2009). If need be, the underperforming or unqualified personnel need to be swapped with qualified personnel through competitive bidding, (Harigopal, 2006). The organization may need to practice corporate social responsibility which may include free health checkups among other activities, (Harigopal, 2006). This shall help the locals regain the trust in the organization again. In conclusion, all the new efforts to rebrand the organization need to be sustainable, achievable and realistic. The hospital need to have a transparent culture that is punitive to unwarranted evil practices but rewards talent, performance and diligence. Team work and collaboration should also be enhanced through sharing of resources and mutual respect, (Klubeckne, t & Padget, 2009). The hospital should consider collaborating with more advanced organizations that offer specialized services. This may include an exchange program for trained consultants. It is possible for this organization to regain its lost status through aggressive marketing, strong leadership and a motivated workforce. All these should be subjected to constant assessment. The human resource department needs to remain vibrant and professional. References Harigopal, K. (2006). Why Organizations Struggle So Hard to Improve So Little: Overcoming Organizational Immaturity. ABC-CLIO. Retrieved from http://books.google.co.ke/books?id=wAow0yI7cPIC&dq=managing+organizational+change&source=gbs_navlinks_s. Klubeckne, t, M., & Padget, D. (2009). Why Organizations Struggle So Hard to Improve So Little: Overcoming Organizational Immaturity (1st ed.). Retrieved from http://books.google.co.ke/books?id=pYfviHwhtVMC&dq=how+to+improve+and+organizatiion&source=gbs_navlinks_s. Peters, J. P., & Tseng, S. (2008). Managing strategic change in hospitals: ten success stories (2nd ed.). Retrieved from http://books.google.co.ke/books?id=aYVrAAAAMAAJ&q=managing+hospitals&dq=managing+hospitals&source=bl&ots=Z6fC0rPHgi&sig=Q37hV4iZe6E1mrsi0OAgkv1CcRg&hl=en&sa=X&ei=D0tbUJXnHa-20QXp_4CwAQ&ved=0CGUQ6AEwCA. Salas, E., & Bowers, C. A. (2001). Improving Teamwork in Organizations: Applications of Resource Management Training (2nd ed.). Retrieved from http://books.google.co.ke/books?id=2l2lwvhk8Z4C&dq=how+to+improve+and+organizatiion&source=gbs_navlinks_s. Read More