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Organizational Transformation and Intervention at the U.S. Army
Army, like many organizations whose cultures are design to resist and reject change to ensure consistency of structure and clarity of mission, is in need of a transformation and intervention. The vision, mission and objectives of the U.S. Army require a more agile, flexible and modular organizational structure that promotes transformational leadership over transactional management. The cultural constraints however are exceptionally rigid in this organization and transformational leadership the exception rather than the rule. The key constructs of the Burke-Litwin Model however illustrate that transactional leadership is more complex to manage and maintain over the significantly more streamlined transformational leadership structures the researchers have defined (Burke, Litwin, 1992). The intent of this analysis is to show how an intervention plan for the U.S. Army would make the organization more capable of achieving its vision, mission and objectives. The rationale for the intervention is also provided in addition to guidelines on how best o complete the plan. Army
The existing organizational culture and structure of the U.S. Army is dysfunctional in that it has become fragmented to the point of not being able to track individual and team performance relative to promotional criterion and evaluations. The organizational culture is one of rigid power distance and carefully orchestrated units that are designed not for cooperation or collaboration but compliance. All of these elements of organizational culture and structure emanate form the transactional structure and values of the organization, which only on exception embraces and relies on a transformational leadership mindset.
The Burke-Litwin Model indicates how closely aligned mission and strategy, leadership and organizational culture must be in order for an organization to aspire to meet its vision, mission and objectives (Burke, Litwin, 1992). These three areas of the U.S. Army are disconnected today, leading to dysfunctional organizational structures, decision making and a lack of cultural congruity and collaboration throughout the organization. The…
References
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Burke, W.W., & Litwin, G.H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523-523.
Johnson, D.M. (2004). Adaptation of organizational change models to the implementation of quality standard requirements. The International Journal of Quality & Reliability Management, 21(2), 154-174.
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