Write an APA-style paper in response to the prompt below that addresses each of

Question

Write an APA-style paper in response to the prompt below that addresses each of the questions. Collect and analyze data from the library and/or the internet to support your original ideas.

How Do You Change a Complacent Organization?

Mark Bolten, CEO of Trans-Tech Corporation, is frustrated. Trans-Tech is the market leader in the manufacture of avionics components for commercial airliners and has been for years. But looking to the future, Mark sees problems. Not now, but within 5 years Trans-Tech’s situation could change drastically for the worse. Mark sees this and wants to get his company started right away making major but necessary changes. The challenge he faces is organizational inertia based on complacency. Not even one member of his management team sees the need to change. The collective attitude of Trans-Tech’s senior managers seems to be, “We are the market leaders—why rock the boat?” What is especially frustrating for Mark is the fact that his senior managers are solid, talented professionals. Together with him, they built Trans-Tech into a leading company. He can’t simply replace them with more future-minded managers. They need to be part of the solution.

Put yourself in Mark’s place. What can he do to break through the inertia and get Trans-Tech started on making the necessary changes? How would you handle this dilemma?

Explanation / Answer

The Current Situation

'Being Mark , the CEO of a market leader in the manufacture of avionics components for airliners facing the complacency problem in the team resisting to make the major but neccsary changes' is quite a normal situation as in such an organisation where talented people are already working & company is in good shape, this will happen.

Understanding the Current Situation

To overcome the same , will be sharing some solution steps which could be used as measures against the complacency situation but before it you need to stop 'Labeling and Assumptions' as

Defination of complacent is “pleased, esp. with oneself or one’s merits, advantages, situation, etc., often without awareness of some potential danger or defect; self-satisfied.”

As you can see from this definition, being complacent is an internal feeling. That implies that as leaders we are more likely to be assuming someone is complacent, rather than “knowing” it.

In my experience labeling someone as complacent is often making a tacit assumption that they aren’t willing to make a change; hence our frustration and concern!

The first key to coaching someone whose behaviors lead you to believe they are complacent is to avoid labeling as such. Next, through conversation begin to understand how they really are feeling and what they really are thinking.

Additionally, it is important to ask yourself: “why is the behavior a problem?

Is she completing her work? Is he meeting job expectations? Clearly if behaviors aren’t meeting job expectations it’s different than if someone is meeting job requirements, but you just want them to “do more” or “be more proactive.”

Once you have determined that in fact there are job requirements or expectations not being met, you can begin to influence, coach and persuade. If not, perhaps your best course of action might be to let the behavior go as it is more of your perception than their job performance.

Steps to Overcome the Complacent:

Unitely work as a complete structure not focussing on the management only but collaborate all staff & all levels of management in the change compaign which will be providing a clear picture to the senior management in the way of understanding that 'change is neccessary'.

1.1

Identify dis-satisfiers.

If people seem (or are) complacent, they are in their comfort zone. When any of us are comfortable, there is little likelihood that we will want to change. Help people see that things are not perfect. Help them recognize that while things seem “fine” there are ways things could be better. This will be achieved most effectively by asking questions to help them recognize that however good things seem, they could be better.

2.1

Survey for Job satisfaction

Develop an employee opinion survey that solicits feedback on job satisfaction. This survey should contain questions about job assignments, and whether employees believe their skills are being fully utilized in their current jobs. It should also give employees a chance to to list the skills they would like to acquire through training, development or job-shadowing experiences. You can also schedule employee focus group discussions. Focus groups give workers an opportunity to talk to HR about the types of challenges that would improve their attitudes about work. By giving employees a forum to address their needs and concerns, you motivate them to think more about their goals with the organization.

1.2

Help them find a vision.

Once people are wishing things to be (even a little bit) better, you set the stage for creating the picture of a more desirable future. You may have ideas about what the future looks like – a future with them using or developing new skills, or behaving in new ways. Help them create this picture, with a clear connection that as they reach this vision, their situation, however good it feels now, can be even better.

2.2

Review your organization's compensation structure.

Determine whether your salaries and wages are competitive when compared to similar companies in the industry. Complacency isn't always connected to employees' dissatisfaction with pay. But employees who feel they aren't being paid enough might feel there's no point in performing at a high level and therefore become complacent in their jobs. Employees might also become complacent if they know they're going to receive the same paycheck regardless of how much effort they put into the job. In this case, implementing a pay-for-performance compensation plan could motivate employees to increase their productivity and improve their performance.

1.3

Identify impacts.

How will the new future be better? How will it make them happier, more secure, more confident and more? Help them see all the consequences for the changes. While you may need to show negative consequences for not changing, don’t focus all of your attention on impacts in this way. The positive reasons to change hopefully are even more powerful than the negative consequences of not changing.

2.3

Reward

Recognize and reward employees who demonstrate aptitude for high-level responsibilities. Giving employees plum assignments encourages them to work harder to prove they are worthy of tasks that challenge their skills and expertise.

1.4

Help them build a plan.

With a disrupted comfort zone, a picture of a new future and a clear sense of why, complacency is on its way to being a memory. Help them craft a plan for getting from where they are to where they now have decided they want to be.

2.4

Plan linkage with performance evaluation

Examine your organization's performance evaluation system. Ensure that supervisors and managers aren't giving employees annual evaluations that fail to address goals that could motivate them. Ask employees what results they'd like to see from performance appraisals aside from the anticipated annual raise. Have employees set goals for the new year during the performance appraisal meeting. Get them active in determining how far they can advance with the company.

Communication

Create a communication plan that excites employees. Publish news about the company in a newsletter, or post announcements on the employee bulletin board, to build a well-informed workforce. Share news about exciting advances in research and development, for example, or opportunities for promotion and advancement. When you keep employees informed about the organization's future, they feel they play an integral role in the company's growth.

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