MANUP organization is a mentorship organization focused on enhancing families’ lives. It encourages and empowers men to serve as change and growth agents in their societies (MANUP, n.d). As the MANUP co-founder and the chief operating officer, I draw my thoughts and perceptions from the organization’s situation and departmental conflicts. They call for alterations in how the organization handles clients, utilizes its technical capacity, and engages workers. The purpose of the paper is to diagnose organizational dynamics and plan appropriate theory-based organizational department interventions. It outlines the situation, data gathering sources, forces of change, diagnosis, and organization development recommendations.
Multiple senior officers in the MANUP Operations Department created the need for change. Workers became frustrated attempting to meet demands of many managers. Conflicts were rampant in the department because the leaders could not agree on what employees should accomplish (MANUP, n.d). The staff encountered duplicate management positions in the MANUP operation department. Therefore, it was necessary to alter the structure of the MANUP operation division to eliminate excess ranks.
Furthermore, mentorship activities have increasingly changed, and MANUP has to enhance its operations to remain competitive. The company must embrace autonomous departmental operations and encourage use of technology to reach clients (MANUP, n.d). Changes will enable the division to meet company demands and become customer-oriented. The operation section will formulate current strategies for archiving mentorship achievements and activities. It will also smoothen the flow of information in the MANUP organization.
Data Gathering Sources
Focus groups will help in seeking open-ended feelings and thoughts about the best change strategy in the MANUP operation department. They will consist of six workers from the MANUP organization (MANUP, n.d). It allows extensive and more in-depth insight into the change approach (MANUP, n.d). The moderator will have the opportunity to observe emotional responses, frustrations, and enthusiasm, which are not evident in structured questionnaires.
The MANUP operation officer will ask questions directly to the employees in the department about issues requiring change. The design of the survey considers the comments and perspectives of interviewees (MANUP, n.d). Personal interviews have a high response rate, and the interviewer can clarify the inquiries (MANUP, n.d). The individual gathering data has the opportunity to observe and analyze the respondents’ gestures and facial expressions.
The MANUP operation department officer will collect data by reviewing documents in the organization. They will include electronic copies, reports, performance ratings, program logs, meeting minutes, marketing materials, and newsletters (MANUP, n.d). The document review will pinpoint the MANUP operation department’s history, philosophy, operation programs, and change needs. The operation officer will work will legal experts to understand limits to information access and use. Confidentiality will be necessary on data about individuals in the MANUP operation department.
Organization Which Experienced Same Forces of Change
WOMANUP experienced similar change forces, and it had to be innovative while offering skills, insights, and confidence to females. The program focuses on raising the number of females in leadership positions and support their business ventures (WOMANUP, n.d). The program influences participants to develop career plans and identify both personal and professional goals. It also develops resilience and demonstrates successful ways of managing leadership ambitions achievements.
WOMANUP was a success in technological change management and ensured women thrived in the tech industry. Its programs expanded access to computer science for young girls and increased women’s participation (WOMANUP, n.d). The organization educated women and influenced them to capitalize on the computer science gap and redefine their industry responsibility. MANUP can borrow from WOMANUP programs, which use information software technology to challenge domestic violence’s stereotypical perspectives. They enable participants to understand the danger of internalizing personal emotions (WOMANUP, n.d). Men and women can use video calls, Tweeter, What’s App, and Facebook to speak up and express their emotions.
Diagnosis and Feedback
The organizational level diagnostic model viewed MANUP firm from an external and internal perspective. It undertook group and individual level diagnosis and considered interrelationship of all departments. The operation department team assessed the history and philosophy of the MANUP organization through interviews, research, and documentation review. The culture was also critical in the firm as employees used it to handle internal integration and external adaptation.
MANUP inspires men to serve as catalysts of personal and community advancement (MANUP, n.d). People can make a nation, a city, and a community safe for women and children (MANUP, n.d). MANUP programs indicate that all individuals are responsible for changing the conventional image of manhood and acting against domestic violence (MANUP, n.d). Men are allies who listen to friends and colleagues; therefore, they have the potential of curbing degrading or abusive behaviors.
Forces of Change
Clients’ psychological, cultural, economic, and social factors influence MANUP operation department to change its operational strategies. A motive is a sufficiently pressing drive, which makes an individual act. It triggers goal-oriented behavior and impels people to take action towards satisfying needs (Bryson, 2018). Families, reference groups, and status activate MANUP to change its functional approaches. Spouses and children are drivers of habits and priorities change, which in turn impacts MANUP. Fathers usually take the initiative to invest, whereas mothers decide on children’s health. The organization one aspires to join influences the person’s behavior and ignites the hopes of being an accepted member (Bryson, 2018). Roles participants play in a club or organizations determine their status. They choose brands and products to symbolize their roles and status in the community.
The organization launched two types of mentoring programs to outcompete its rivals in service delivery. The in-school schemes focus on behavior change, academic excellence, and enhanced attendance. The community-based initiative addressed employment and entrepreneurship, social activism, and conflict resolution. The organization provides clients with empathetic adult mentors, heighten access to community resources, and interactive training. Similarly, MANUP uses community sessions and group mentorships as primary approaches for mental, emotional, and social development (MANUP, n.d). It matches a maximum of five mentees to adult mentors in regards to shared interests and goals. The action makes learners resilient, healthy, and active contributors to domestic solutions. MANUP tailors each scheme to tackle specific and changing customer needs. The in-school and community-based initiatives have divergent and unique areas of focus.
The MANUP operation department depends on effective leadership to improve its holistic organizational performance and change strategies. Intelligent leaders are those with knowledge and skills acquired from managerial roles in companies and daily life tasks (Bryson, 2018). MANUP’s leaders eliminate roadblocks to change management efforts such as secrecy, individualism, and silence. Similarly, they are forces of change because they come with unwritten rules and external orientation, making the mentorship organization innovative.
Successful changes frontrunners bring to MANUP are increased productivity, relationship quality, strengthened organizational culture, and employee satisfaction. Functional competence they employ is communication skills, management abilities, special knowledge, and decision-making capacities. MANUP leaders are change agents because they are creative, self-reliant, divergent thinkers, future-oriented, and problem solvers.
Mentoring schemes, including MANUP, are increasingly gaining a foothold in companies. Human resource managers, directors, and development experts utilize mentorship to enhance staff engagement, learning, and retention (Bryson, 2018). However, the service is traditionally laborious and resource-intensive when it follows manuals. Technology is a welcomed force of change because it improves mentorship accessibility, efficiency, and success. MANUP intends to use technology to match mentors and mentees regarding requirements, experience, and insight (Bryson, 2018). Advances in machine learning, data science, and algorithms make automated mentorship powerful and accurate. The technology also helps mentors and mentees by sending reminders concerning goals, meetings, and tasks.
MANUP mentorship schemes require the staff to report all organizational activities. The firm needs data to allocate budget, share its successes, learn, and develop programs. The institution views mentorship differently, and staff employees have flexible approaches to meet clients’ expectations (MANUP, n.d). The mentor and mentees in MANUP set goals they intend to achieve. Technological changes help the organization to capture the data and make them quantifiable success insights.
MANUP organization employees engage youth groups in interactive team building to fast-track learning. Icebreakers and team-development activities create safe environments, where youths feel comfortable to speak (MANUP, n.d). Community sessions the institution started are evidence-based programs aligned to best practices in youth development. MANUP staff and guest speakers facilitate learning community sessions and integrate them with group games. Moreover, MANUP created programs where youth and matched mentors engage in small groups and gain in-depth conversations (MANUP, n.d). The tutors act as thought-partner and process youths’ experiences using critical thinking. They also share personal viewpoints and insights aimed at offering trusted guidance and solutions to domestic problems (MANUP, n.d). MANUP’s community-based programs include local trips as fun initiatives for participants to socialize throughout the milestone (MANUP, n.d).
Acts of God
Acts of God or natural hazards can make organizations suffer extensive losses. Floods, earthquakes, tornadoes, and hurricanes destroy structures, equipment, and inventory (Bryson, 2018). They disrupt business and force institutions, such as MANUP to come up with strategies of reducing losses. MANUP Operation Department employs both conventional and modern measures to mitigate vulnerability. Organizational precautions focus on lowering exposure to detrimental events or vulnerability to loss.
Organization Development Recommendations
Social perfectionism plays a critical role in the suicidal actions of men. Many firms associate depression with suicide, but below 5% with depression engage in self-harm (MANUP, n.d). Social perfectionists are concerned with meeting standards they purport society expects of them (MANUP, n.d). Distress arises when individuals believe they have failed to meet the perceived and unrealistic expectations. MANUP should understand that men struggle with responsibilities the society expects them to fulfill. Families need them to work hard to provide financial support and be involved in household activities. Spouses need them to be strong yet sensitive to domestic issues (MANUP, n.d). MANUP should address social perfectionism by giving men platforms to speak about their domestic problems and formulate acceptable solutions.
Improve Efficiency and Productivity
Mentorship organizations, including the MANUP operation department, have experienced significant competition hikes as the market expands. Clients’ expectations are rising, and new entrants are with different innovative capacities. The MANUP operation unit should downsize to reduce conflict with the human resource department. The Chief of Operating Officer (COO) has to implement organizational changes vital to its efficiency and productivity. The organization should gear towards utilizing its workforce efficiently and reorganize productivity to remain relevant in the industry.
Promote Customer-Employee Relationships
Workers act as change agents in organization by becoming counsellor and friends to clients. In MANUP, employees should pressure the institution to enhance socialization strategies in the workforce. The members of the staff serve as role models to clients who admire and respect them (Bryson, 2018). They act as counsellor by demonstrating concerns and competence to consumers. Furthermore, should employees maintain close relationships with customers through socialization in the workplace and outside of it (Bryson, 2018). The workers’ schemes will force MANUP to create formal and informal programs where the staff can mentor, counsel, and develop friendship with clients.
Insure MANUP Assets
MANUP suggests that the acts of God can damage buildings and inventory irrespective of precautions. Therefore, it should insure the organizational valuables as a strategy for survival. Property, business interruptions, and casualty insurance cannot guarantee MANUP successes (MANUP, n.d). However, it protects equity and exposes options for the organization after disaster cleanup. MANUP ventured into adequate and appropriate coverage to gain protection against flood, hurricanes, and earthquakes.
The MANUP Operations Department’s situations are conflicts between leaders and employees, increased competition in the mentorship industry, and technological needs. The data gathering sources the organization utilized are focus groups, documentation reviews, and personal interviews. The MANUP Operation Department learned from the WOMANUP organization to address forces of change. Machine learning, data science, and automated systems make computerized mentorship influential and accurate. Moreover, MANUP organization’s workers and guest speakers facilitate learning community conferences and integrate them with local trips and group games.
Bryson, M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
MANUP (n.d). Web.
WOMANUP. (n.d). Web.