BMA314 | Change | The Change And Development At Organisational Levels

on activities (Wagner III, and Hollenbeck, 2014).

2. Causes of Micro issues

Effective leadership skills

It is observed that it is necessary for a team to work as per the instructions of a leader. An effective leader should be understood the interest and problem of a member. It is the duty of a leader to manage the activities and the team members. But in this case, John as a leader fails to fulfil its responsibility to manage the activities. It is observed that John team went to work without him just because of its fewer efforts towards the teamwork. This scenario states the lack of effective leadership skills (Chen, and Rybak, 2017).

Lack of Coordination

Decision making is a process which reflects the strong coordination of teamwork. But in this case, John takes their own decision without any consultancy with the members. It demotivates the team members which has a negative result because the team members did not give their best towards the work. The whole scenario reflects the lack of coordination due to the lack of effective leadership skills.

Causes of Macro Issues

Poor communication

Communication is a source to connect the team members with each other. It is a channel to motivate the member towards the work. In the case, there is a huge lack of communication between the leader and the team members. It is the responsibility of a leader to motivate the employee towards the activities but in this case, the whole team is getting annoyed with their leader. It reflects the lack of communication which is a major issue (Roberts, et al., 2014).

Lack of participation

In this case, it has been seen that the members participated in a team activity which is organised but the leader did not put many efforts. It demotivates the other members which reflect the negative result.

3. Goal and Values Subsystem

This subsystem states the mission and vision of the organisation which includes the profit, growth, and survival in the market. Due to a lack of leadership skills, the leaders fail to direct the members for their work which directly affects the profit and growth of the organisation.

The Technical Subsystem

This subsystem of an organisation includes the primary activities such as operations that include the techniques which are used to produce the output. Demotivated members did not give their best in their work which directly affects the output of the organisation.

The Managerial Subsystem

This subsystem includes the function of directing, organising and coordinating the activities to achieve the objective of the organisation. In the case, it has been seen that the leader did not maintain the activities due to his fewer efforts. Lack of coordination raises the conflicts in the members which directly affect the growth of the organisation (Weerawardena, Mort, Salunke, Knight, and Liesch, 2015).

The Psychosocial Subsystem

This subsystem defines the network of social relationships and behavioural pattern of members such as roles, norms, and communications. It is necessary to maintain the relation of members for each other but due to lack of communication in the team the conflicts has been raised and the competition behaviour is also developed in the members. These issues are directly affecting the growth of the organisation (Davey, and Gordon, 2017).

The structural subsystem

This subsystem of an organisation refers the formal design, policies, and procedure. This system includes the chart of the division of work and pattern of authority. Lack of coordination in an organisation affects the output of the organisation due to which the organisation suffers the heavy loss and it down the brand image.

4. Training

There are many methods to solve the issues but it has been seen that the whole issues are related to the lack of effective leadership skills. It is necessary to provide the training to the leader until a person get the good experience of teamwork.

Tuckman’s Model

This model defines that the team members have to develop the maturity and ability and establish a strong relationship with each other.  According to this model, a leader has to change the leadership style from directing style to the delegation the work. In this case, the leader fails in their responsibility that is why, it is necessary to change leadership style to improve the work (Warrick, 2016).

Lafasto and Larson model

This model is also known as the five dynamics of teamwork and collaborations. It contains the five components that increase the effectiveness of members towards the work. The five components are team members, team relationship, team problem solving, team leadership, and organisational environment. These five components help to solve the whole situation of a team (Lemons, and Strong, 2016).

5. From the above analysis, it has been recommended that the organisation has to adopt the Lafasto and Larson model. In this model, there are five components which include the whole process of the organisation activities such as team members, team relationship, team problem solving, team leadership and organisational environment.  A leader has to understand the team member’s behaviour, maintain the relationship, build the team spirit to solve the problem and maintain the good atmosphere of the organisation.

To implement this recommendation a plan has to prepare by following the problem-solving method such as Goal Realty Options Will.

Goal-  To achieve the objective or to allocate the work, it is necessary to set the goal of the organisation. Primary step of the organisation is to set the goal.

Reality – After that, it is the responsibility of a leader to analyse the current situation of the organisation to improve the outcome.

Options- After analysing the situation, it is necessary to find ways to solve the problem and improve the productivity of the organisation.

Will- After analysing the ways, it is the last step but the major part for a leader and the organisation to achieve the objective that is to direct the work to staff. A leader has to delegate the work as per the will and skills of a member (Martínez-Cerdá, Torrent-Sellens, and González-González, 2018).

The company will achieve high growth by implementing the whole process of the plan.

References

Chen, M.W. and Rybak, C., 2017. Group leadership skills: Interpersonal process in group counseling and therapy. SAGE Publications.

Davey, S. and Gordon, S., 2017. Definitions of social inclusion and social exclusion: the invisibility of mental illness and the social conditions of participation. International Journal of Culture and Mental Health, 10(3), pp.229-237.

Lemons, L. and Strong, J., 2016. Developing Teamwork and Team Leadership Skills through Service Learning. The Agricultural Education Magazine, 89(1), p.18.

Martínez-Cerdá, J.F., Torrent-Sellens, J. and González-González, I., 2018. Socio-technical e-learning innovation and ways of learning in the ICT-space-time continuum to improve the employability skills of adults. Computers in Human Behavior.

Roberts, N.K., Williams, R.G., Schwind, C.J., Sutyak, J.A., McDowell, C., Griffen, D., Wall, J., Sanfey, H., Chestnut, A., Meier, A.H. and Wohltmann, C., 2014. The impact of brief team communication, leadership and team behavior training on ad hoc team performance in trauma care settings. The American Journal of Surgery, 207(2), pp.170-178.

Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive advantage. Routledge.

Warrick, D.D., 2016. What leaders can learn about teamwork and developing high performance teams from organization development practitioners. Performance Improvement, 55(3), pp.13-21.

Weerawardena, J., Mort, G.S., Salunke, S., Knight, G. and Liesch, P.W., 2015. The role of the market sub-system and the socio-technical sub-system in innovation and firm performance: a dynamic capabilities approach. Journal of the Academy of Marketing Science, 43(2), pp.221-239.