Assignment #11: Reflection, Intervention, Evaluation, and feedback Start Assignment Submit your Assignment 10 to your principal for review and comment. Please actively solicit their thoughts on not o

Assignment #11: Reflection, Intervention, Evaluation, and feedback Start Assignment Submit your Assignment 10 to your principal for review and comment. Please actively solicit their thoughts on not o
I had great experience meeting the principal ,everything worked smoothly in my favors . When first the the email to Josh who’s the chief executive of YMCA , I was nervous he was going to take long time to respond back to me but he was quick with to respond to my email , therefore I sechdule there and the great about interview was that I had did back interviews with the principle and shift lead the same day , and both interviews went well . After I send the Analysis paper to principle I got quick response as well . Josh who’s the reviewed my analysis and said that I make some great suggestions and by observation was on point , he also mention that they will have more training options in the near future and that it’s the only way we can from each other . The principle also thank me that I took the time to visit them at their facility while theres some much going like the covid19 and said keep up the good work . This study case was good experience and would definitely do it again What I learned about the lead change is that every organization has issue but its up the management to up with strategic plan so the organization can be successful
Assignment #11: Reflection, Intervention, Evaluation, and feedback Start Assignment Submit your Assignment 10 to your principal for review and comment. Please actively solicit their thoughts on not o
memorandum to: JOSH SUTTON from: DATE: subject: ChANGE RECOMMENDATION Overview The document suggests one change that is vital to assist the company (YMCA) in helping the staff. The change to be considered has to be analyzed by Quinn’s Areas of Logical incrementalism. The document will use the three of Kotter’s 8-stage change management approaches for the proposed change, and the time of completing the change project is attached. Change Initiative The facilities office services at YCMA supports the community and staff. YMCA is working so hard to ensure that they assist the team and gather the best way possible through working on their health. However, as they are working hard to ensure that many have been helped, some issues need to be addressed. First, there is delayed feedback and short pieces of training. The current communication pattern is making many people wait for a month for them to get feedback. Second, the organization does not have enough cross-trained staff to assist in activities within the organization. Currently, this structure of the organization is causing the organization to lag in accomplishing many vital tasks to the organization. If the organization is cross-trained, there will be efficiency hence assisting the staff and community on the priority tasks. The cross-training will make the structure better, eliminating the inconsistency, and the outcome will be fantastic. The change initiative is cost-effective as it will use a little expense to the company, as they are upgrading the general structure and assisting to reduce the backlog of work within YMCA. If the proposed change is not implementing, the organization will be at risk as they will be behind, and projects will be completed late. As a result, the company will spend a lot on long-overdue projects. Many people will confront the organizations because projects are completed late, and at times, they may lose their clients. The criteria of cross-training are establishing a team of three individuals to be in charge of training, and they will be responsible for answering questions raised by the people being trained. Vision This change initiative aims to cross-train the staff to serve the community better, and more people know the procedures. The change will bring improvement to the current issue within the structure so that the inconsistency is avoided. It will also reduce the time the staff takes to complete the tasks assigned to them, increasing efficiency. Quinn’s 7 Areas of Logical Incrementalism The organization has been using the same structure for many years (more than 12 years). The change initiative will make the company more substantial, and the company will always be prepared when a challenge arises during the busy periods of the year. The top management is always positive to change (they impress change), and they can take risks. They suggest that communication of the changes in various departments be communicated to help make changes and avoid risks that may occur. The staff should be informed about the shift to reduce the risk tolerance. To effectively train each individual, they will have to utilize the transcripts and interactions with the staff and community. The organization must know that there will be a challenge at first. The process will be rough, but it is worth it to go smoother and benefit the organization. The effects of suggested change on the low-level managers and staff will sometimes be harsh because they acquire new techniques and skills in the training. This is good because, in the end, the low-level managers will be less stressed in doing their tasks because they will work with many people with the same skills. They can consult, and they can go in shifts. On the other hand, implementing this change will pressure competitors as we are working effectively and efficient in-service offering. This will affect contenders because the association will be on top of the work contrasted with previously. The circumstance of this change is the ideal time because the busiest time for the office is throughout the late spring before school begins. Suppose they start the way toward building the preparation handbook and begin preparing representatives in all structures first. In that case, it will want to help the workers throughout the late spring when they get the most work orders for fixes or cleaning that frequently gets behind. By the end of 2021, the goal is that everybody will be crossed entirely trained so that no tasks get behind in the office. Kotter’s Eight Stages of Change Planning Establish a sense of urgency The organization must create that need for change. The reason for cross-training as the community and other staff become sick, on vacation, or end up leaving the position. The issue makes it hard for someone to move to provide quality work or complete their work on time. There is low-quality work delivered because the staff is not trained enough or not trained on other tasks, and if the staff is missing, the result will remain untouched, doing the job to be completed late. Suppose the organization had a cross trained employee. In that case, this could not be a problem because the organization may assign another employee to the project until the employee comes back from a vocation or hires someone. Suppose there is no employee to work on the work. In that case, there will be a pile of work and will get the organization behind on time-sensitive work if the staff will be trained on reading work orders on the internet and excel, which will assist them in splitting the workload during the vocation. Managers and staff have talked about the importance and the urgency of this to the organization. Create a Guiding Coalition Develop a training guide of various sessions for main jobs that always require some extra hands to help. This would incorporate preparing for perusing and handling work orders, requesting cleaning and fixes, learning the way toward working up at the cutting edge and shutting a work request ticket set apart for finishing. For instance, training on inputting in excel work order is a thing often gets behind on. Suppose the organization creates the training that describes how to enter the chosen employee to the work order and the time will work order to be executed into the system. In that case, the managers will be organized in assigning work orders to other staff. Therefore, the organization will always be ahead, and no mistakes will be seen. Training will reduce the number of errors that can be made. Develop and communicate the vision Change The vision for this change initiative is to ensure the company has a cross-trained staff for them to upgrade the structure. By doing this, there will be no inconsistence hence improving the organization. Therefore, the strategy to work should bring all the inputs and essential topics to be trained and talk about how training can be done. Conclusion To conclude, the staff needs to be cross-trained to save time and avoid backlogs. Cross-training the staff will assist the organization in providing the best services to the community and staff. But the time they are helping many people at once is not enough; the team has to be trained to assist out with other activities within the organization. The organization’s success depends on how they will prepare the staff and their motivation to cross-train. At first, it is not easy; others will find it hard to get used to the training; therefore, they should be motivated.