Change Proposal Imagine a Midlevel Manager Organization

Change Proposal Imagine a midlevel manager organization supervises -level managers. Prepare an 800-word report boss propose a needed change department. You permission boss implement change management program.

Change proposal: Results-oriented labor

Retention levels of our most well-trained and highly-educated employees were down last quarter. This is a troubling development given that a company can only be as good as its employee's efforts. Also, it is a waste of the money and time invested into employees if they constantly move in and out of a revolving door of employment. In particular, the attrition rate has been highest amongst women managers who struggle to balance the demands of home and family. This could be potentially problematic not simply in terms of losing top female talent, but also because having insufficient numbers of female managers could result in accusations (however unfounded) of discrimination. All employees have been complaining about their long hours and low productivity due to burnout.

One potential solution is that of a 'results-oriented workforce,' in which employees are no longer required to work standardized 9-5 schedules. As its name implies, the results-oriented workforce solely judges employees based upon their job performance metrics. If feasible, the employee can work at home, work early in the day, work on weekends, or telecommute. A parent can go to a child's soccer game in the middle of the day and work late. Originally implemented at Best Buy, a results-oriented workplace takes advantage of modern technology and recognizes the reality of our 24-7 society. However, transitioning to a results-oriented workplace can be difficult: employees must adjust to the new structure as well as managers, in terms of how they evaluate performance: logging in 'face time' at the office can no longer be a factor in job security.

According to the first dimension of change management, 'managing across activities,' mangers can take a bureaucratic approach, "using formalized rules, job roles, procedures, and formal guidance to get things done" versus an emergence approach which "is spontaneous and is based on independence and autonomy" (Birkinshaw's Four Dimensions of Management, 2013, Mind Tools). This change to a results-oriented workplace would straddle the middle between these two polarized extremes. On one hand, it is in response to worker demand for scheduling changes to accommodate personal lives. However, creating the cultural and logistical changes need to support a results-oriented, performance-based workplace would require a cultural shift in terms of how value is created. At Best Buy, the change to a results-oriented workforce originated not with the CEO but from two middle managers who slowly phased in the idea into their division. Gradually, the movement spread to implement ROWE corporate-wide. "They explained how in the world of ROWE, there would be no mandatory meetings. No times when you had to physically be at work. Performance would be based on output, not hours. Managers would base assessments on data and evidence, not feelings and anecdotes. The executives liked what they heard and agreed" (Smashing the clock, 2006, Businessweek).

The second dimension is managing 'down' decisions -- either through a hierarchy (in which management issues directives) or via collective wisdom (Birkinshaw's Four Dimensions of Management, 2013, Mind Tools). Once again, a balance is required. The impetus for change is to improve working conditions, thus workers can have input but managers may need to create a formal training program (as was the case at Best Buy) to convince employees that it is 'okay' to deploy a flexible schedule and they will not be penalized (Smashing the clock, 2006, Businessweek). Some workers may resist, fearing they will be 'let go' if they don't work 9-5.

The third dimension is 'managing objectives:' with some changes, there is alignment between all workers of the organization vs. obliquity in which "people pursue goals and objectives indirectly" (Birkinshaw's Four Dimensions of Management, 2013, Mind Tools). The objective of this change is to allow workers more flexibility. There is a clear objective for the change and the desire to change the workplace leadership culture as a whole, so some alignment must be achieved in terms of the view of employees. Finally, the fourth dimension is intrinsic vs. extrinsic motivation: what drivers will be used to motivate the change? Extrinsic motivators include a carrot-and-stick approach and using threats and rewards; intrinsic motivators rely upon emotions, having a vision as a company, and conveying a sense of empowerment through offering opportunities to exercise leadership to the employee. In the case of offering a results-oriented workforce, there is a combination of extrinsic motivators in the form of the benefits of having more flexible time but also the sense of control over one's working life and a focus on performance vs. merely sitting in the office to fill the day.