Review The Present Organization And Recommend Changes

Identify the actual assignment question/prompt and clean it: remove any rubric, grading criteria, point allocations, meta-instructions to the student or writer, due dates, and any lines that are just telling someone how to complete or submit the assignment. Also remove obviously repetitive or duplicated lines so that the cleaned instructions are concise and non-redundant. Only keep the core assignment question and any truly essential context.

The core assignment is:

Prepare a detailed “Long Report” addressing four specific organizational issues at the Procurement Division of Statewide Rail Corporation, including recommendations for organizational change, analysis of organizational culture, strategies to overcome resistance to change, and leadership roles for Joe Johnson. The report should be consistent with the structure outlined in Dwyer’s “Communication for Business and the Professions.” Additionally, it involves designing a performance evaluation grading form for supervisors, assessing leadership, interpersonal skills, and values, with objective reasoning for each rating.

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Review the present organization and recommend any changes that may overcome the problems in the division at the moment.

Joe Johnson has been appointed as the new General Manager of the Procurement Division at Statewide Rail Corporation, which faces multiple challenges including poor service delivery, unethical conduct, lack of communication, and misaligned team goals. The division’s current organizational structure is functionally siloed, with separate teams responsible for Tendering, Purchasing, and Warehousing. These teams focus solely on their individual objectives, leading to conflicts and a failure to meet client demands effectively. To address these issues, transforming the organizational structure from a purely functional model to a more integrated, cross-functional approach is essential. Implementing a team-based or matrix structure can foster communication, collaboration, and shared accountability, ensuring that procurement aligns with organizational goals. Enhanced coordination mechanisms, such as integrated project teams or cross-departmental committees, will improve responsiveness and service quality. Additionally, establishing clear performance metrics aligned with overall organizational objectives, along with implementing a managerial oversight system to oversee inter-team collaboration, will mitigate conflicts and improve accountability. These structural recommendations, supported by organizational theory, are aimed at fostering synergy, reducing internal conflicts, and improving service delivery across the division.

Analyze the strengths and weaknesses of the organization’s culture and what aspects of the culture need changing.

The current organizational culture within the Procurement Division is characterized by a silo mentality, a focus on individual team achievements, and a lack of trust and transparency. Strengths include technical expertise within teams and a strong adherence to procedural tasks. However, significant weaknesses impede effective performance: an absence of open communication hampers information sharing; a culture of cost-cutting and focusing on the cheapest supplier fosters unethical practices; and a lack of shared organizational values diminishes cooperation and a sense of collective purpose. These cultural issues sustain conflict and undermine service quality. To catalyze positive change, shifting towards a culture that emphasizes collaboration, ethical integrity, accountability, and customer-centricity is necessary. Developing shared goals, promoting open communication channels, and nurturing a culture of continuous improvement and ethical conduct will be vital. Leadership initiatives should reinforce these cultural shifts through role modeling, recognition of collaborative efforts, and embedding core values into performance appraisal processes.

Identify sources of resistance to change and develop a plan to how to implement your recommended changes within the organization.

Resistance to change in the Procurement Division stems from entrenched habits, fear of the unknown, perceived threats to job security, and skepticism about management’s intentions. Employees accustomed to current procedures may resist altering their routines, especially if they believe changes threaten their authority or impose additional workload. Lack of trust in leadership is also a barrier, particularly given past unethical practices. To overcome resistance, a comprehensive change management plan should be implemented. This includes engaging employees early through communication emphasizing the benefits of change, involving key stakeholders in planning, and providing training and support to ease transition. Transparent communication about the reasons for change, expected outcomes, and addressing concerns directly will build trust and reduce apprehension. Permission-giving leadership and participative decision-making will foster ownership. Pilot programs, phased implementation, and quick wins will demonstrate tangible benefits, thereby increasing acceptance. Monitoring and feedback mechanisms are critical to address ongoing resistance and refine strategies accordingly.

What leadership role should Joe adopt to facilitate these changes.

Joe Johnson should adopt a transformational leadership style to effectively drive organizational change. This approach involves inspiring and motivating employees to embrace a shared vision, fostering an environment of collaboration, and exemplifying ethical behavior and transparency. As a transformational leader, Joe must communicate a compelling vision for the future of the Procurement Division, emphasizing the importance of integrity, customer focus, and teamwork. He should serve as a role model by demonstrating openness, ethical conduct, and a commitment to continuous improvement. Building trust through active engagement, listening to employee concerns, and recognizing contributions will empower staff and foster a culture of ownership and accountability. Additionally, Joe should leverage change management principles by providing support, training, and clear expectations, creating a sense of urgency and momentum. Such transformational leadership will inspire resilience, reduce resistance, and embed sustainable change within the organization.

Assessment and Design of a Supervisor Performance Grading Form

In the context of a new formal performance evaluation system, developing a grading form for supervisors involves assessing key competencies such as leadership, interpersonal skills, and organizational values. The evaluation should use a 1–9 scale, where 1 signifies poor performance and 9 indicates superior performance. For each area, specific criteria and objective reasoning should guide ratings. For instance, leadership effectiveness can be gauged by decision-making, motivating teams, and managing conflicts. Interpersonal skills include communication, empathy, and professional demeanor. Earning values encompass integrity, ethical conduct, and commitment to organizational goals.

For example, a supervisor rated as a 4 might display poor communication skills, rarely hold team meetings, and use inappropriate language, undermining team cohesion. An 8 or 9 rating would recognize proactive communication, strong motivational skills, and high ethical standards. Clear documentation of the reasoning behind each rating ensures fairness, transparency, and facilitates developmental feedback. Applying these criteria consistently across supervisors will promote accountability, professional growth, and organizational effectiveness.

References

• Dwyer, J. (Year). Communication for Business and the Professions: Strategies and Skills (5th ed.). Pearson Education.
• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Yukl, G. (2012). Leadership in Organizations. Pearson Education.
• Robbins, S. P., & Coulter, M. (2018). Management. Pearson Education.
• Schneider, B., & Barbera, K. M. (2014). The Oxford Handbook of Organizational Climate and Culture. Oxford University Press.
• Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 5-41.