Performance of the Firm
Performanceof the Firm
Periodicallythe enterprises undergo dynamics that requires all the workforce tobe prepared to be flexible. For effective adoption of such changes inthe organization`s system, each employee should carry out thepersonal assessment to determine well he or she is prepared. Thereadiness assessment for change has a significant role to play as ithelps in evaluating and analyzing the degree of preparedness of theattitude, resources, and conditions (Rafferty,Jimmieson & Armenakis, 2013).The more the change is sophisticated, the more the need for changepreparedness is required, which is reached after the criticalevaluation of the appropriateness for the change at a particularperiod. There are three fundamental steps for successful readinessfor change. These include defining the scope of anticipated change,selection of the tools and lastly analysis and summary of the resultsof the assessment.
Changeimplementation and management is the very delicate task whichrequires professional due diligence and duty of care to be observedin the processes. The expected change can have the affinity to affectthe compatibility of current change parameters and systems.Furthermore, it helps in avoiding resource wastages which can be toocostly to the enterprise (Rusly,Corner & Sun, 2012).For the purpose of this assignment, the findings of the assessmentwill be evaluated and possible measures to improve the skills infuture undertakings within the enterprise.
Iprefer the familiarity of the unknown as it helps to determine theproper strategies to adjust to align my attitude and effort toorganization’s strategic fit. Always the management has the mandateto create the awareness through using appropriate communication lineswhich can be either vertical or horizontal. Moreover, the changeagents should consider using Kurt Lewin change process which involvesunfreezing, moving and freezing. Familiarity enables one to be ableto fix things in case anything goes wrong in the organization. If onedoes not have the clear understanding of the systems before theimplementation of a particular change he or she is likely to doubthis capability. By having the proper understanding of the system, Iwill be able to manipulate the systems when the need arises to fitanticipated changes in the organization. So long as the appropriateconditions are unavailable, I can be patient as any rush inimplementing some changes can negatively affect the performance ofthe firm
Ibecome impatient when there is no clear course of action on thelikely cause of action towards the strategic implementation of theparticular change. So the management should try as much as possibleto ensure clarity in all deliverables which need to be put in placein the enterprise. I am the active team player, and I put substantialhope to my teammate’s performance, and I value putting theorganizational goal ahead of my personal goals. Mostly, I am inclinedto set routines duty and follow them strictly. This enables me to getacquitted to the new job setting easily hence being able to masterall loopholes which further sharpens my problems resolvingcapability.
Mygreat zeal to relish challenges no matter the situation am facing inany working environment enables me to have the high tolerance to workdynamics. My risks taking attitude and enthusiastic to take up newopportunities places me in a good position to be a team leaderespecially during the implementation of the new projects.Additionally, my workaholic nature is very much compelling to such anextent that I have no time to squander in activities of no economicvalue to the firm. When feasibility of implementation of theimportant projects is not adding up, it takes me time to fix it withthe hope that things will work well in future. Sometimes when issuesare beyond my capacity, I tend to forgo them entirely to avoidfrustrations of working on something without getting viableresolution especially when the assigned task is not within the scopeof my area of my specialization. Thus, as a result, I do prefer thejob which is within my comfort zone due to low tolerance toambiguity.
Someassigned tasks can be very challenging hence once I make a decision Ican change depending on the complexity of the matter in question.Mostly, I prefer not focusing on the negative side of the issue butrather on what can add value to the organization. As a result, themembers of my team tend to approach me whenever there is the matterof concern concerning a particular matter due to my decision-makingcapacity. Periodically, I hold meetings with the tried and true peerworkers to deliberate on unclear matters that need clarity throughthe consultation process. My restless and zealous nature makes mebelieve things work the way one needs them to work. As a result, Itend to find solutions using both improvised and standard officialchannel, though mostly I prefer the main highway to find thesolutions to the problems. Hence, I believe I am the resourcefulasset to the organization. When the goals of the organization areclear expectations and well aligned to the strategic goal, I tend towork hard to maintaining the positive attitude to solve the problemsfacing the firm.
Howto improve my skills
First,by undergoing continuous professional development (CPD) program toboost my knowledge and expertise. Secondly, by having the internallocus of control when executing various decisions on criticalorganizational matters. Having the clear definition of the strategicvision and goals help in avoiding ambiguity in both corporate andpersonal level. Lastly, learning how to trigger other members of myteam to stay focused on challenging them and offering themcompetitive remuneration. In conclusion, personal preparedness forchange is very crucial aspect which should be embraced by allworkforce to ensure successful implementation of strategic plans
Rafferty,A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Changereadiness: A multilevel review. Journalof Management,39(1),110-135.
Rusly,F. H., Corner, J. L., & Sun, P. (2012). Positioning changereadiness in knowledge management research. Journalof Knowledge Management,16(2),329-355.
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