An Organization in Change
An Organization in Change
BUS610: Organizational Behavior (MWB1208A)
Corey Mullin
Instructor: Adrienne Osborne
04/02/2012
Self-reflection sometimes is the best feedback that an individual can receive, and the same is true for an organization. Understanding where an organization sits emerged in an industry often calls for a shake up or changes in methods, practices or even product. The focus is not necessarily what the changes are or is but rather how they are executed, who is affected, proactively foreseeing rejection, and how the change is adopted by the company’s employees. The changes within my own company have been ongoing for almost an entire year now, and I have been on the front line of the shift. Over the years of working in the same educational sector I have seen multiple industrial changes that seemed to have completely changed not only thought processes and approaches, but motivation and passion for the employee’s job. In 2011 the education industry got a slight facelift with new laws that were passed un-incentivizing college counselors and their students. In the past, counselors could be compensated by the University for successfully finding, qualifying, and enrolling new students. This “sales” tact was effective and was a reward system that drove the employees to work efficiently. My organization created the reward system for one reason, and that was to get the most out of their employees and gain business to the University. When the legislation voted for these incentive programs extinguished, the University had to change its motivational methods for counselor’s apprehension of new students. It was no longer about the number that we had to get to in order to make more money; it was rather we had to look at the root of the purpose of our University, merely to change lives. For some, this transition would deem unbearable and would quit their position, for others it was an easy road to travel, and then there were the employees that
BUS610: Organizational Behavior (MWB1208A)
Corey Mullin
Instructor: Adrienne Osborne
04/02/2012
Self-reflection sometimes is the best feedback that an individual can receive, and the same is true for an organization. Understanding where an organization sits emerged in an industry often calls for a shake up or changes in methods, practices or even product. The focus is not necessarily what the changes are or is but rather how they are executed, who is affected, proactively foreseeing rejection, and how the change is adopted by the company’s employees. The changes within my own company have been ongoing for almost an entire year now, and I have been on the front line of the shift. Over the years of working in the same educational sector I have seen multiple industrial changes that seemed to have completely changed not only thought processes and approaches, but motivation and passion for the employee’s job. In 2011 the education industry got a slight facelift with new laws that were passed un-incentivizing college counselors and their students. In the past, counselors could be compensated by the University for successfully finding, qualifying, and enrolling new students. This “sales” tact was effective and was a reward system that drove the employees to work efficiently. My organization created the reward system for one reason, and that was to get the most out of their employees and gain business to the University. When the legislation voted for these incentive programs extinguished, the University had to change its motivational methods for counselor’s apprehension of new students. It was no longer about the number that we had to get to in order to make more money; it was rather we had to look at the root of the purpose of our University, merely to change lives. For some, this transition would deem unbearable and would quit their position, for others it was an easy road to travel, and then there were the employees that