Discussion Thread – Diagnosing Change
Using the organization that your professor has preapproved, synthesize the organization’s readiness for change. Evaluate whether or not to implement your new program, policy, practice, or procedure. Submit a four to six (4-6) page paper in which you:
- Describe the company in terms of industry, size, number of employees, and history.
- Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.
- Formulate three (3) valid reasons for the proposed change based on current change management theories.
- Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
- Using one (1) of the diagnostic tools you selected, assess the organization’s readiness for change.
- Provide results of the diagnostic analysis
- Explain the results
- Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.
Introduction
Organizational change requires for an organization to view the current processes such as operational methods, structure, strategies and the steps to be taken to improve practices. The best practice an organization can take when implementing organizational change is to prepare. Some of the disadvantages to organizational change include costs, personnel resistance and the direct effects the changes may present. Organizations must plan change out accordingly in order to successfully maximize change efforts. This paper entails the U.S. Navy implementing a new initiative to maximize customer service relations.
U. S. Navy in terms of industry, size, number of employees, and history
On October 13, 1775, General George Washington founded the Continental Navy to defend American Colonies from British attacks. The primary mission of the U.S. Navy is to maintain freedom of the seas making it possible for the United States to use the seas when and where national interests require it (“U.S. Navy”). The Navy is also primarily responsible for transporting Marines to areas of conflict (“U.S. Navy”). On April 30, 1798, a congressional act was signed by President John Adams establishing the Continental Navy as The Department of the Navy.
The United States Navy is one of the five armed forces branches in the United States of America and the largest most capable Navy in the world. As of March 2019, there are 332,507 personnel on active duty, 101,018 in the Ready Reserve and 274,854 Department of the Navy Civilian Employees totaling a force of 708, 379 personnel (US Navy, “Navy.mil Home Page”). Furthermore, as of today the U.S. Navy has 289 deployable ships and a plethora aircraft.
Current HR practice, policy, process, or procedure that should be changed
The Navy rolled out an initiative to consolidate several Personnel Support Detachment (PSD) and Customer Support Detachment (CSD) locations designed to improve efficiency and provide Sailors with a modern service delivery model. Modernizing and centralizing customer support services are beneficial towards self-service initiatives, such as, updating records of emergency data, submitting changes to marital status, adding dependents, and requests to separate or retire online.
Consolidation of the personnel and customer support detachments led to massive workloads that are required to maintain adequate and timeliness of tasks in regards to customer service matters. The changes implemented were hastily implemented in a disorganized fashion without comprehensive guidelines. Furthermore, the implemented changes eliminated the face-to-face and personal aspect of customer service that was being provided to thousands of Sailors and civilian personnel. It is vital for all Command Pay and Personnel Administrator’s (CPPA’s) to maintain accountability, auditability, and full engagement with personnel in the absence of the local PSD’s and CSD’s.
To date, countless Sailors lack the guidance on how to initiate the vital requests they are now responsible to complete which requires them to rely on newly published guidelines or CPPA’s. The unknown is hinders personnel readiness for change. An abundance of Sailors lack guidance regarding individual requirements of the self-service integration, allowing room for needless error and delays. These errors and delays will require either additional training or consistent revisions from CPPA’s. Subject matter experts should have had active training and presented a trial period before the action was rolled out into the fleet.
1. Formulate three (3) valid reasons for the proposed change based on current change management theories.
2. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
3. Using one (1) of the diagnostic tools you selected, assess the organization’s readiness for change.
a. Provide results of the diagnostic analysis
b. Explain the results
4. Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.
US Navy. (n.d.). Navy.mil Home Page. Retrieved April 26, 2019, from
https://www.navy.mil/navydata/nav_legacy.asp?id=146
U.S. Navy. (n.d.). Retrieved April 26, 2019, from
https://foundationofpatriotism.org/new-exhibits/u-s-navy/
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