In attempting to ensure workforce motivation in the transitional period, it is first necessary to identify some core aspects of motivational theory within the context of the achievement of strategic organizational goals. Indeed, the attainment of such a condition requires a sensible balance between managerial commitment to the strategic interests of a business and to the human interests of its everyday operation. This justifies the demand to correspond closely with the various departments which will ultimately be central in the process of adjustment.
The importance of retaining motivation in the organization corresponds directly with stimulation of the impression that all departments and personnel are directly involved in a strategic transition. The presentation of a unified front is essential for an organization undergoing serious change as might effect marketing identity...
Often, for a larger organization, making changes which are to persist across an array of operational demands, there are variant nuances to distinct departmental needs which can only be accounted for through the proper input.
As a resolution to this discussion, it is suggested that a strategic transition begin by courting suggestions, recommendations and desires from departments, utilizing a ground up approach to bringing all manner of personnel into the process of strategic planning and process implementation. By allowing all the end-users of a system to take a stake in its strategic design, there is a likelier opportunity to promote its value to improvement of the experience of working for the organization. The multi-departmental consultation can be crucial in terms of receiving the organizational backing needed to make a major strategic plan into a reality.
