Organizational change model

The Army command and control (C2) community is concerned with how new information, technology, and organizational changes projected for tomorrow s battlefield will impact soldier tasks and workload. To address this concern, an initiative was taken to model soldier performance under current and future operational conditions. In this way, the impact of performance differences could be quem-titatively assessed so that equipment and doctrine design could be influenced in a timely and effective manner. 

Models of Global Diversity Management 375 Figure 12.4. GDM Activities in Organizational Change... 

We are now in the process of validating the model, and determining the extent to which it can be used to inform policy and organizational change. 

The motivation and commitment of employees has been sustained by the role model provided by the General Manager, a process that has delivered short term wins and the presence of an effective system that recognizes and rewards performance. In addition the involvement of management in a mentorship role when coupled with the formal and informal training opportunities presented to employees has helped overcome what Schein (2002) has described as the anxiety of failure which is often associated with organizational change. 

The French and Bell organizational development model allows for a structured approach that can assess the interactions that produce a successfiol goal, i.e., the completion of a task. The amount of overlap or interaction between the individual components can be defined. The job can be viewed as dynamic with each part identified, and reviewed for modification, gradual change and how it has evolved (US Air Force, 2011 MITB E s Systems Engineering Process Office, n.d.). 

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