WORKFLOW ANALYSIS

WORKFLOW ANALYSIS

 

Work redesign strategies used

• Workflow was mapped and it was discovered that many of the problems arose from a “functional” structure: each specialty function doing work and feeding it into a coding and routing group.
• The operations were restructured around market/geographic groups.
• The specific jobs were realigned to comply with the tenets of Job Enrichment with a complete customer focus rather than a functional expertise bent.
• Measurement was instituted to help focus on service quality and improving productivity.

Factors for change that were successfully addressed

·         Human Resource Development

It is a well known fact that human resources play a crucial role towards differentiation and a potent source of competitiveness for any organization or company. Therefore, the organization must constantly invest in human resource development even during periods of recession. However, the determination of the extent to which the organization can invest in terms of human resources development depends on the financial capabilities of the organization (2004). Finances will also be carefully considered in determining the target for training and development, because it should jive with the basic policies of an organization’s human resource development strategy.

 

Factors which deserve more attention

·         Financial Stability

Financial stability is crucial especially in the pursuit of research and development activities. In any industry, it is important to remain updated with the latest technological developments to be able to stay competitive in the market.

A different change management practice

The aftermath of most resistance to change cases among organizations and companies often leads to the implementation of a somewhat autocratic type of leadership and management. Because of the adjustments that the newly combined workforce would have to endure, it is not surprising that at first the new management would hold so much power and decision-making authority.  The management would have the tendency to seldom consult its employees especially in making crucial decisions. As a precautionary measure, the change management would include having a perfectionist type of management to make sure that the new reporting system would remain consistently efficient. The motivation environment is often characterized through the establishment of a new structured set of rewards and punishments (2001).

However, as time goes by the workforce and the new management gets to jive with each other. Along with this is the changing of leadership type from autocratic to a democratic type. This way, the participation of all key stakeholders especially the workers will be more encouraged. If they feel something is right or wrong, or if they want to tell something important to the management, they can now be free do so without any worries. Also, a democratic leadership approach allows the management to have a feedback regarding the policies and regulations being implemented. They will immediately know if there is any tension going on between or among the stakeholders involved. Thus, immediate action can be planned and implemented by the management to keep matters from getting worse.