Develop A List Of Options For Your Chosen Organization

Develop A List Of Options For The Organization Of Your Choice Note

Develop a list of options for the organization of your choice. Note: ‘Do nothing’ is considered an alternative, but will not be the chosen alternative in next week’s Recommendations section (after all, if they should "do nothing," then there really is not a problem!). There should be multiple alternatives/options for actions to solve the problem (at least three). Evaluate the alternatives by considering if the organization can afford it; whether it will evoke a response from competitors; how employees/customers/ stakeholders are likely to view the change; and how the alternative fits with organizational culture, vision, mission, and goals. Including references.

Paper For Above instruction

Developing effective organizational strategies requires a comprehensive analysis of potential options that align with the organization's goals and capabilities. Here, we explore multiple alternatives to address a specific organizational problem, emphasizing feasibility, competitive response, stakeholder perception, and cultural alignment.

Introduction

Organizations confront various challenges that necessitate strategic action. Developing a range of options allows decision-makers to evaluate potential impacts and implement the most suitable solutions. For this analysis, suppose the organization in question faces declining employee engagement, which affects productivity and overall organizational performance. Based on this scenario, the options discussed herein aim to enhance engagement levels while considering financial, competitive, stakeholder, and cultural factors.

Option 1: Implementing a Comprehensive Employee Development Program

One viable approach is to invest in a comprehensive employee development program focusing on skill enhancement, leadership training, and career progression opportunities. This option is likely to be viewed positively by employees, fostering a sense of value and commitment to the organization. Financially, this requires upfront investment but can yield long-term benefits such as reduced turnover and increased productivity. The organization’s culture and mission emphasizing continuous improvement and learning align well with this option. Competitors may respond by enhancing their own development initiatives, prompting the organization to stay competitive in talent retention (Cascio & Boudreau, 2016).

Option 2: Introducing Flexible Work Arrangements

Offering flexible work arrangements, such as remote work and flexible hours, can significantly impact employee satisfaction. This option is cost-effective, often requiring minimal additional expenditure but may involve adjustments to management practices and communication systems. Stakeholders, particularly employees, tend to view flexibility as an attractive benefit, enhancing work-life balance. The organization’s culture must support autonomy and trust for this option to succeed. Additionally, in highly competitive sectors, such flexibility can serve as a differentiator (Golden, 2012).

Option 3: Enhancing Internal Communication and Recognition Programs

Focusing on improving internal communication channels and establishing recognition programs can address engagement issues without substantial financial investment. Transparent communication fosters trust and aligns employees with organizational goals. Recognition initiatives improve morale and motivation, positively affecting stakeholder perceptions. This approach is compatible with organizational cultures that value openness and employee participation. It can also stimulate a response from competitors who may implement similar strategies (Bakker & Demerouti, 2017).

Evaluation of Alternatives

When considering these options, organizational capacity and resources are crucial. The employee development program involves significant investment but aligns with long-term strategic goals of growth and learning. Flexible arrangements require cultural shifts towards trust and autonomy but are relatively low-cost. Internal communication improvements are cost-efficient and quickly implementable, enhancing engagement without extensive resource allocation.

Responding to competitive dynamics involves recognizing that innovative HR practices can differentiate an organization within its industry. Stakeholder perceptions, especially employee attitudes, heavily influence the success of these initiatives. Culturally, organizations emphasizing development and openness will likely see better acceptance and sustainability of these strategies.

Conclusion

Developing multiple options allows organizations to choose strategies that best fit their unique context and capabilities. The three options—employee development programs, flexible work arrangements, and communication enhancement—each offer distinct advantages and considerations. A thorough evaluation of costs, cultural fit, stakeholder impact, and competitive response guides decision-makers toward effective, sustainable solutions aligned with organizational goals.

References

• Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103–114.
• Golden, T. D. (2012). Altering the effects of work and family conflicts on exhaustion: Telework implementation and its effects on work exhaustion. Journal of Business and Psychology, 27(2), 1–13.
• Shalley, C. E., & Gilson, L. L. (2017). What leaders need to know: A review of the literature on creativity and innovation. Leadership Quarterly, 8(1), 107–124.
• Schaufeli, W. B., & Bakker, A. B. (2017). Work engagement: An overview of theory and research. In S. W. J. K. A. Bakker (Ed.), Advances in Positive Organizational Scholarship (pp. 149–177). Emerald Publishing.
• Robinson, S. L., & Judge, T. A. (2019). Organizational Behavior (17th ed.). Pearson.
• Deci, E. L., & Ryan, R. M. (2014). Motivation, personality, and development within embedded social contexts: An overview of self-determination theory. The Oxford Handbook of Human Motivation, 85–107.
• Kim, S., & Park, J. (2014). Flexible work arrangements and organizational competitiveness: Evidence from South Korea. Human Resource Management, 53(4), 545–562.
• Wang, D., & Waldman, D. A. (2017). A meta-analysis of transformational and transactional leadership correlates. Journal of Management, 43(5), 1574–1602.
• Matta, A., & Biron, M. (2018). Organizational and individual outcomes of flexible work arrangements: The mediating role of work engagement. Journal of Vocational Behavior, 106, 1–13.