Trans Lead OB
Solutions at a NPO radio station
In response to a series of unattended Board of Directors meetings in the last several Quarters, the following is an organizational analysis intended to support communications on Company activities for report to investors and stakeholders. The document outlines information on human resource operations, and the organization's strategic plan of transformation. The report will serve as introduction to the forthcoming 4th Quarter Meeting, where presentation of operations will serve as starting point for more general discussion on organizational behavior (OB) changes as they pertain to human resource management. Short-term and long-term strategic objectives, goals and updated strategic plan are inserted for review in preface to the upcoming, annual board retreat and training.
As you are aware of, in the recent past the number of meetings in the Company increased gradually from monthly to biweekly, and finally to once a week in response to the rapid growth of organization since it went global. Quite a few suggestions were made in regard to the quality and value of meetings. While debatable in terms of correlation, there were instances of interruption noted in the analysis of the meeting minutes, and those distractions offer substance to the overall prospectus on Company communications discussed in this report. Having said this, we would first like to thank everyone for ongoing support of the mission and goals of the organization and its employee stakeholders. Having said this, the success of the 501( c ) 3 nonprofit organization, "a local TV station with an open, brave Christian voice," would not have been made possible without the merit of the Board's persistent, positive contribution to the organization though a series of investments and voluntary support on tertiary projects. As community leaders; the Board must propose a strategy to forge ahead with our mission; and through this leadership-based strategy, it is certain that sustainable growth will follow.
In the last several meetings that were met with enumeration and majority vote several distractions were noted. We would like to call attention to new guidelines to Board of Directors meetings, so that action items may be met effectively. To this end, actions listed in Table 1 are to be avoided:
Table 1
Receipt of cell phone calls
Side conversations
Guidelines to rules of prohibition at Company meetings.
The aforementioned critique will be part of the Station's new ethics disclosure statement. Concurrent organizational Guidelines are now present within internal staff meetings. At the Station, consistency in policy has always been part of our organizational vision. We extend this opportunity to the Board through strategic vision, ensuring baseline responsibility is made evident as part of the Station's commitment to leadership negotiation of organizational conflict management.
Obligation to an ethical principal in OB and community conduct at our Station culture is rooted in the beginnings of our NPO, and should be established as unified representation as a reflection of our lead decision makers (Pynes, 2008). To this end, we would like to advance solution to the following two challenges: 1) assurance that communication is not affecting adherence to the purposes of the organization and monitor effectiveness in achieving results; and that 2) unproductive meetings that have drained company human resources of time and energy will be transformed to productive work sessions. As a result of the two stated issues, we have faced a number of OB related problems in the last several months, including: Low morale; Poor communication; and Lack of team work. We are concerned about the current ineffective practices taking place within the Station's daily internal operations. Resolution in the problem will be implemented through three actionable objectives listed in Table 2.
Table 2
Individual meeting or phone discussion with board members/attendees to recognize the strengths and weaknesses associated with current meeting practices
Create survey to evaluate and collect opinions about how meetings are viewed, used and managed
Improve goal setting skills in addition to utilizing new measures in meeting (e.g. PowerPoint) presentations to enhance participatory engagement
Table 2. Strategic Action Items: Objectives
The objectives are intended to potentially fulfill organizational core competencies provided by NPO best practices recommendations approaches, where OB is improved through methodological applications dedicated to: 1)…
