Organizational Change And The Public And Private Sector

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Organizational Change Organizational changes are constant in both the public and private sector. Some changes are small and easily managed and others are large scale vision changes. With organization-wide changes, such as a redirection in the organizations vision, strong creative leaders are needed to ensure the vision is sold to the employees and that the change is implemented smoothly. The Virginia Department of Corrections (VADOC) has recently changed visions to strengthen the way we create long term public safety. This change in mission and vision statements was a smooth process but has not been implemented without its share of issues. Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department. In November of 2010, the VADOC underwent a face lift with its hiring of Harold Clarke as its new director. When Director Clarke took over leadership the state’s recidivism rate was around 26 percent (VADOC, 2014). Director Clarke was interested in changing our vision from humanely treating offenders to a concentrated vision of reducing recidivism to enhance long term public safety. To enact this type of change would require statewide reform in nearly every aspect of our corrections system. Before this change was to be made, Di... ... middle of paper ... ...ouse, 2016). Managers humbling themselves to make their employees comfortable at work by creating a learning environment usually results in a positive work environment. I have supervised employees with negative behaviors who wish to be left along to simply do their work with no desire to promote or be social. These are not necessarily bad employee but are employees who need the additional caution in their team placements. I use servant leadership as much as possible and where appropriate. I also ensure structure and integrity in the subordinate’s line of supervision are followed. Assisting is fine when coaching employees to better performance but as coaching occurs the level of coaching should progressively decrease with employee increased competence. When employee’s needs begin to affecting operations, I believe another style of supervision needs to be deployed.

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