An ideal company fosters a good and healthy work environment for its people while being practical, innovative, and productive. Such a group should be guided in decision-making by a clear, well-defined mission and values. It should also have efficient communication, chances for worker advancement, and a climate of accountability and openness (Robbins & Judge, 2022). An ideal organization should also prioritize diversity, equity, and inclusion, encourage teamwork and collaboration, and work to improve every area of its operations continuously. In the end, the perfect company meets its objectives while simultaneously placing a high value on the happiness and well-being of its workers.
A “Thandan” corporation is the ideal organization; the culture of a Thandan organization is created by asking for employee feedback, reflecting on that feedback, and making any required adjustments to uphold a strong connection between management and workers.
- How would people feel about the company?
Only an organization with a strong culture of shared values will have content employees (Robbins & Judge, 2022). The workers would look forward to going to work every day and would be aware of their work’s impact on the company. Employees would feel supported in their decisions and know their bosses sought their health and well-being.
- How would they treat work?
In a perfect workplace culture, workers consider their teams as extended families rather than just another job (Robbins & Judge, 2022). Robbins & Judge (2002) state that “a strong organizational spirit plays a big part in motivating employees to work for collectively desired actions.” The only way to accomplish this is through teamwork between the workers and the leadership.
- What values would be the most central?
Teamwork and collaboration, honesty, professionalism, caring, stewardship, service, compassion, ethics, and a healthy work-life balance are the fundamental principles of a perfect workplace (Robbins & Judge, 2022). The organization’s essential values are identical to those of a perfect organization but only function if staff members and management try to uphold them.
- How would management act in such an environment?
Managers would recognize outstanding work. For instance, one of my friends is a software programmer for Tesla. He works under contract for many businesses. Every day after work, one of the project managers who work with the staff in his office gathers with them to discuss the “builds” they need to complete and test. The employee who completes the most weekly tasks will be recognized with a certificate and a small gift, so she pushes the staff to complete as many as they can each week. That would not be the best approach to reward hard effort (for instance, it can be embarrassing for other team members if the same individual consistently wins the prize, emphasizing the quantity finished rather than the caliber of the output). It is, however, one way to honor outstanding performance among employees.
- How would problems be solved and conflicts managed?
Issues would be resolved at the lowest management level, but higher management would be kept in the loop. As a leader, you should avoid employing compulsion and intimidation to resolve conflicts. It would help if you concentrated on the problem, not the person, and there should be open communication between the parties (Robbins & Judge, 2022). Rules should be set during the in-person counseling sessions (Robbins & Judge, 2022). Keep your cool, take turns speaking, consider each person’s viewpoint, and learn as much as possible before making a choice. Before all the facts are known, a decision should not be made (Robbins & Judge, 2022). When a choice is made, a leader must take action quickly to avoid leaving workers hanging. Management must act impartially, sensibly, and compassionately throughout this process if the situation calls for it.
- How would tasks be carried out?
Employees must comprehend the project’s urgency, the reasons for its necessity, and the timing of its completion (Robbins & Judge, 2022). Strong leadership would be required to persuade or convey the vision to the project’s workforce and those who must authorize and support the initiative. To swiftly address any issues and implement modifications to the project, the project team would need to frequently express their “change” vision (Robbins & Judge, 2022). The leaders must collaborate with the team to ensure that any barriers to the vision are eliminated and everyone engaged can clearly understand the ultimate result.
Establish a Sense of Urgency
For the change to be successful, management must support it.
To begin with, recognize the change order and classify it as one of the following:
- Design Omission – The mechanical engineer did not appropriately size the HVAC.
- Unforeseen Condition – After the wall was taken down, asbestos was discovered.
- User Requested –install an extra window in an exterior wall
Determine how to start the process to correct the change order:
- Create a statement of work to address the unforeseen condition or design omission.
- Create a statement of work to complete the task the User asked for.
- Make sure the customer has enough assistance for adjustments.
Form a Powerful Coalition
The change order must go via multiple departments to get money and approval. These agencies must collaborate to understand the significance of the sought or required change. The Contracting Officer Representative (COR) creates the fair government estimate, produces the statement of work, and completes the market analysis. The National Guard Bureau (NGB) is then asked to approve and pay the change order request after the COR has submitted it. If the project engineer concurs, the NGB Engineer examines the request, and money is sent to the base to support the change order. Return to step one and evaluate the work description, as it is uncertain if NGB Engineer does not accept the update. To lead the change effort with an awareness of the ultimate result, the group, which consists of contractors, engineers, and designers from the civil engineering section, contracting, and NGB engineers, must all acknowledge the necessity of the change.
Create a Vision
COR creates the contractual change order package for the hypothetical base change order. The statement of work, an ANGB permission letter, and a funding document are all included in this bundle. Ensuring the vision is clear and doable is crucial so everyone can comprehend the desired result. However, it also needs to be adaptable in order to take into account any potential changing circumstances.
Communicate the Vision
The senior leadership is first briefed on the change order before it is sent to contracting so that they are aware of why the change is being made, what benefits it will provide to facility users, what the budget implications will be, and whether the change order will impact the project schedule (Robbins & Judge, 2022). The modification order package is delivered to the contracting officer once it has been finished and approved. The contracting officer will examine the complete package to ensure it is complete. Following the Contracting Officer’s approval, the change order request is forwarded to the prime contractor, who will assess the suggested work and obtain a quote from the subcontractor. The COR and engineering must meet daily to discuss any issues and examine the work being done.
Empower Others
In order to review the scope of work in the change order, the prime contractor conducts site surveys. If there are any questions, they request information from the contracting officer. Additionally, the contractor drafts the proposal and offers input on their capacity to carry out the work. In order to ensure that there is a clear path to accomplishing objectives and that everything is in line with the end state, the COR and engineers work together. The project’s timely and affordable completion is the desired outcome.
Plan For and Create Short-Term Wins
After receiving the change order, the Contracting Officer transmits it to the COR for assessment to determine whether it is fair and reasonable compared to the independent government estimate (IGE). A quick victory in this situation would be for IGE and the proposal to be within 10% of one another, preserving the schedule’s float.
Consolidate Improvements
The funding document will reflect the agreed price if the change order is fair and reasonable. If the modification order is considered undesirable, the contractor will prepare a response outlining the problems and their suggested price (Robbins & Judge, 2022). The contracting officer and then the prime contractor will get the response in turn.
Institutionalize Change
The Contracting Office will approve the funding document and create the contract modification when the change order is approved, committing the government funds and maybe extending the schedule (Robbins & Judge, 2022). If the change order directly impacts the critical path on the project timeline, the time extension will be authorized. The COR, Engineers, and Guard Bureau Representatives must all endorse the schedule modifications and advance the change order’s justification.
In Conclusion, an ideal corporation should have a flat organizational structure, a welcoming corporate culture, transformational leadership, a compensation system that supports employee motivation, effective communication, and a commitment to diversity. These concepts boost employee engagement, productivity, and job happiness, which gives businesses a competitive edge. By implementing these concepts, the business may create an office atmosphere promoting professional and personal growth, setting the road to a sustainable future.
References
Robbins, S. P. & Judge, T. A. (2022.). 1 3 4 5 6 7 8 9 10 2 11 12 13 14. In Judge (Ed.), Essentials of Organizational Behavior (15th ed.).
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