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You have been asked by NoJax to come in as a consultant and analyze the business for factors that impact the organizational behavior of the company. NoJax would like to ensure that their company design is current and that their employees are as efficient as possible. You have been analyzing several elements of the organization structure and behaviors using the NoJax Company Background document to identify areas of improvement. You will use that information to provide NoJax a new reorganization plan to continue their success, to be more efficient, and to stay ahead of their competition.

In your reorganization report, address the following questions: Using your behavior analysis from module 01, provide a detailed plan to positively change current employee behavior. Include at least three aspects of diversity that will have a positive impact on the behavior of the organization. What new processes and continued training plans can NoJax implement to ensure successful assimilation of new employees? Utilizing the Big-Five personality traits you identified in module 02, relate them to how management can affect organization culture. How can the culture be altered in a positive manner to improve relationships with management and employees?

What plan will you put in place to continue the positive relationships? Include the key elements you identified in module 03 that go into creating an organization as you describe NoJax's company structure. How can the basic structure of NoJax be improved to better align business goals and employee objectives? Include at least five elements to improve the structure. Using the barriers in communication you identified in module 04, propose at least one change for each of NoJax's barriers, so they are able to change their communication process.

How will a more effective and supportive communication process have the most impact and build better relationships and a stronger culture within the company? Utilizing what you identified in module 05 as the process of decision-making NoJax currently uses, how can they become more efficient and better use the negotiation process? Make sure you identify each step of the decision-making process NoJax currently uses. Then you will need to add any elements of the decision-making process that are missing. If any current step is not working or is weak, you will need to describe how NoJax can improve each of those steps to be more efficient.

In your proposed change for NoJax from module 06, how should each management person best use their management style to have the greatest positive impact on employees? How can management maintain a balance between the current culture and making new and improved relationships to minimize resistance to change? Include at least six elements in your plan.

Paper For Above instruction

To effectively enhance organizational behavior at NoJax, a comprehensive reorganization plan must be implemented, focusing on employee behavior modification, organizational culture, structure, communication, decision-making, and management styles. This integrative approach ensures that the company remains competitive, efficient, and adaptable in a dynamic business environment.

Changing Employee Behavior Through Diversity and Training

A pivotal step in reorganization involves cultivating positive employee behaviors. Utilizing behavioral analysis insights, NoJax should develop targeted interventions such as incentive programs, coaching, and feedback mechanisms that promote desired behaviors. Incorporating diversity aspects—such as cultural, gender, and cognitive diversity—can foster innovation, broaden perspectives, and enhance team cohesion. For instance, embracing cultural diversity can improve problem-solving by integrating varied viewpoints, while gender diversity can promote inclusivity and collaboration. Cognitive diversity encourages different ways of thinking, leading to creative solutions (Thomas & Ely, 1996).

To streamline the onboarding process, NoJax should establish a consistent orientation program supplemented with mentorship initiatives. Ongoing training, including cross-functional skills development and leadership coaching, will facilitate smooth assimilation of new employees, reduce turnover, and foster engagement (Bersin, 2014). Implementing e-learning modules, regular refresher courses, and feedback sessions can reinforce these efforts.

Influence of Big-Five Personality Traits on Organizational Culture

The Big-Five personality traits—openness, conscientiousness, extraversion, agreeableness, and neuroticism—offer insights into employee behavior and management strategies. Leaders high in conscientiousness and agreeableness tend to foster trust and stability, promoting a positive organizational culture (Barrick & Mount, 1991). Conversely, understanding traits such as neuroticism can help managers address stress-related issues proactively. By aligning management styles—whether transformational, transactional, or participative—as per individual traits, NoJax can cultivate an adaptive and inclusive culture. For example, transformational leadership that emphasizes vision and inspiration can motivate employees while honoring diverse personality profiles (Bass & Avolio, 1994).

Creating an environment where managers leverage these traits—such as demonstrating empathy or setting clear goals—can simultaneously improve employee satisfaction and organizational effectiveness. Cultivating emotional intelligence and self-awareness among managers further enhances these relationships, fostering trust and commitment (Goleman, 1998).

Building and Maintaining a Positive Organizational Culture

To sustain positive relationships, NoJax must implement strategic cultural initiatives, including transparent communication, recognition programs, and participative decision-making. Key elements from module 03, such as shared vision, values alignment, and a supportive leadership style, are crucial. A participative culture that empowers employees and encourages feedback can enhance motivation and commitment (Katzenbach & Smith, 1993). Regular town hall meetings and feedback loops allow the organization to gauge employee sentiment and address concerns proactively.

Aligning organizational structure with goals involves reviewing reporting lines, role clarity, and decision authority. Recommendations include decentralizing authority to foster agility, creating cross-functional teams to promote collaboration, and integrating technology for streamlined workflows. These elements align business objectives with employee capabilities, promoting efficiency and engagement (Mintzberg, 1979).

Enhancing Communication to Overcome Barriers

NoJax faces communication barriers such as information overload, language differences, and lack of feedback. Addressing these involves specific interventions: adopting clear and concise messaging protocols, offering language training or translation services, and establishing regular feedback channels like surveys or focus groups. For instance, implementing a centralized communication platform can reduce information overload and ensure message consistency (Clampitt & DeKoch, 2010).

Improved communication fosters trust, reduces misunderstandings, and builds a cohesive culture. A culture of openness and transparency encourages employees to voice concerns without fear, strengthening relationships and organizational resilience (Men, 2014).

Optimizing Decision-Making and Negotiation Processes

NoJax’s current decision-making appears to follow a linear model—problem identification, solution development, decision, implementation, and evaluation. However, incorporating collaborative tools such as Delphi techniques or consensus-building methods can enrich these steps. Missing elements like stakeholder analysis and risk assessment should be integrated for comprehensive decision-making. For example, before finalizing decisions, managers should engage relevant stakeholders to gather diverse insights, fostering buy-in and reducing resistance (Lorsch & Lawrence, 1967).

Enhancing the negotiation process entails training managers in negotiation strategies, emphasizing win-win approaches, and emphasizing the importance of BATNA (Best Alternative To a Negotiated Agreement). Regular scenario planning and role-playing exercises can improve negotiation skills and adaptability (Thompson, 2009).

Leadership Styles and Change Management

To maximize positive impact, managers should adapt their styles—transformational leaders inspiring change, participative leaders fostering ownership, and transactional leaders ensuring accountability. Developing emotional intelligence, practicing active listening, and providing coaching are essential. Additionally, implementing change management strategies such as Kotter’s 8-step process can help minimize resistance: establishing urgency, forming guiding coalitions, creating vision, communicating buy-in, empowering action, generating quick wins, consolidating gains, and anchoring new approaches (Kotter, 1996).

Maintaining balance involves transparent communication, involving employees in decision-making, recognizing efforts, and providing ongoing support. Cultivating an organizational culture that values innovation while respecting core values promotes sustainable change and employee commitment (Cameron & Quinn, 2011).

Conclusion

Implementing a comprehensive reorganization at NoJax requires a multi-faceted approach that addresses behavioral, cultural, structural, communicative, and leadership dimensions. By fostering diversity, continuous training, positive culture, open communication, strategic decision-making, and adaptive leadership, NoJax can enhance efficiency, employee satisfaction, and its competitive edge. Sustained commitment to these initiatives will ensure long-term success in a competitive marketplace.

References

• Bersin, J. (2014). The Real Impact of Learning and Development. Bersin by Deloitte.
• Barrick, M. R., & Mount, M. K. (1991). The Big Five Personality Dimensions and Job Performance: A Meta-Analysis. Personnel Psychology, 44(1), 1-26.
• Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership. Sage Publications.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Clampitt, P. G., & DeKoch, R. J. (2010). Empowering Communication: A Communication Model for Organizational Effectiveness. Journal of Business Communication, 47(2), 174-191.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.
• Kotter, J. P. (1996). Leading Change. Harvard Business School Press.
• Lorsch, J. W., & Lawrence, P. R. (1967). Managing Conflict: A Guide for Managers. Harvard Business Review, 45(2), 119-130.
• Men, L. R. (2014). Strategic Internal Communication: Transforming Organizational Culture, Performance, and Employee Engagement. Journal of Communication Management, 18(4), 288-306.
• Mintzberg, H. (1979). The Structuring of Organizations. Prentice-Hall.
• Thompson, L. (2009). The Mind and Heart of the Negotiator. Pearson Education.