Benchmark – Organizational Design, Structure, and

Change Presentation

Leadership and Organizations MGT-605

October 9, 2018

Presented by Vikram Panchal

 Challenges and Issues Affected Patni Americas Inc.

 Deficiencies in people management

 A majority of the software service staff feel overworked and under-appreciated
 Feelings of inadequacy lead to underperformance and resistance to direction
 Current management practices
 Transactional leadership is used at this facility.
 Transactional leadership focuses on clarifying employees’ role and task requirements and
providing followers with positive and negative rewards contingent on performance
(Kreitner & Kinicki, 2013)
 Goal-setting, monitoring of progress and goal achievement, and rewards and punishments
are also implemented.
 Consequences of poor management
 Poor treatment of employees may lead to employee resignation and transition to
competing facilities within the community.
 Organizational Structure, Design, and Culture

Corporate Vice President of Infrastructure Consultancy

Out of State Delayed Responses Final Authority

Facility Administrator
Limited Administrative Duties

Director of Infrastructure
Limited Administrative Duties

Managers of Infrastructure Team

Uses Administrative Restrictions to Gain Leverage

 The current organizational structure, design, and culture is unique creates gaps in
operational procedures.
 Limited access to pertinent personnel and administrators reduces effectiveness and
authority of on-site directors
 Lower-level employees capitalize on flaws in the structure and design of the company
 Conscious Culture and Management

 (Conscious Capitalism, n.d.), suggests that conscious culture fosters love, care, and
inclusiveness and builds trust amongst the company’s team members and all its other
stakeholders.
 Conscious Culture is an energizing and unifying force, that truly brings a Conscious
Business to life. A conscious culture allows the organization to fulfill its higher purpose,
implements the stakeholder model, and enables conscious leadership to flourish (Kreitner
& Kinicki, 2013).
 Patni Americas Inc does not embody the principles and values of the conscious culture.
 Servant leadership is not practiced
 Quality care is at stake
 Social responsibilities to the community is affected
 Improvement Plan Using Kotter’s 8-step Change Model

1. Establish a sense of urgency:

• Present employee written counseling documentation, incident reports, employee
absences- call-ins and no-shows, all documented mishaps and resident surveys.
2. Create the guiding coalition:
• Develop a team of corporate operations and nursing vice presidents, facility
department heads and randomly selected health service provider employees.
3. Develop a vision and strategy:
• Create goals, outline discrepancies in health service providing areas and remedies on
ways to improve it, management and employee professional development and
effective communication training.
 Improvement Plan Using Kotter’s 8-step Change Model

4. Communicate the change vision:

• Establish avenues in which the newly developed strategy will be communicated: text,
email, video conferring social media messaging, bulletin boards, in-services and
meeting agendas.
5. Empower broad-based action:
• Review effectiveness of corporate policies, communication channels, staff and
responsibilities, and knowledge transfer system to distribute revised plans throughout
the corporation and local facility.
6. Generate short-term wins:
• Recognize and celebrate adherence to policies, completion of tasks and
responsibilities, and superior attendance milestones.
 Improvement Plan Using Kotter’s 8-step Change Model

7. Consolidate gains and produce more change:

• Include key staff in the change process. Reinforce the higher purpose for change.
8. Anchor new approaches in the culture:
• The guiding coalition oversees that all business, strategic and actions plans are carried
out by all employees. The guiding coalition will act as the change consultant and will
offer guidance and direction for all concerns and questions the staff may ask.
 Managing Challenges

 Challenges:
 Revising corporate policies and procedures to accommodate small, remote facilities
• The parent-company owns and operates globally.
• Policies are currently established and implemented at all facilities in a one-size-
fits-all manner
 Having stakeholders from multiple levels serve on the guiding coalition
 Goal-setting, feedback, recognition and rewards, training, participation, and challenging
job design have good track records relative to improving performance and satisfaction
(Kreitner & Kinicki, 2013)
 Subsystems Contributing to Change

 Organizational realignment
 Revising the daily job tasks of all software service employees to avoid complacency
 Rotation of employee teams and hall designation to encourage fellowship with
residents
 Administrator duties and responsibilities are designated to an on-site facility manager
 Implementation of the four principles of conscious capitalism to educate employees
about serving and operating with a higher purpose
 Strategies for Managing Change

 Closely evaluate revised policies and procedures

 Oversee professional development and training developing a plan for all levels of
employees
 Emphasize conscious culture growth
 Assess daily practices and quality software development is a priority for the organization
 Evaluate communication practices
 Lessons Learned

 Defining new employee roles and receiving employee buy-in is a challenge to implement
within organization structure.
 Encouraging employees to practice knowledge transfer happens best during morning
department-head meetings.
 Motivating employees to adopt the revised organization mission, vision, and social
responsibility plans take time.
 Consistency is key in implementing change.
 References

Conscious Capitalism (n.d.). The Four Principles of Conscious Capitalism. Retrieved from
https://www.consciouscapitalism.org/
Haden, J. (2012, June). The Only Management Strategy You'll Ever Need. Inc.com. Retrieved
from https://www.inc.com/jeff-haden/key-to-leadership-managing-employees.html
Kreitner, R. & Kinicki, A. (2013). Organizational Leadership (10th ed.). New York, NY:
McGraw-Hill