Organisational Transformation in Practice Essay - 1

Organisational Transformation in Practice - Essay ExampleIn this specific instance, the stores general manager refrained from interacting with employees except when absolutely necessary. Even as there was a limited come up of employees, cliques emerged that hindered workplace efficiency and productivity. The environment had a strong negative impact on my mental and ruttish well-being. In investigating these personal factors I implemented Gibbs (1988) reflection cycle. Fig. 1 demonstrates Gibbs reflection cycle. This cycle begins with a description of the underlining cause of the events and then moves in a clockwise pattern through stages of analysis and reconciliation. These stages argon advanced through in the articulation of a patchwork text. Fig. 1 Gibbs Reflection Cycle mend II Underlying Causes In analyzing this specific workplace possess of change, I consider that there were a number of underlying causes that contributed to the experience. This specific organizational envir onment is best considered in terms of psychic elements, as the negative feelings and thought patterns I tacitly accepted and that were distributed throughout the organization occurred at the level of unsaid or unconscious communication. One recognizes this good will within Michael Diamonds (2008) concept of the unthought known. ... The consideration of the toxicity I experienced I recognize then can be articulated within this hybrid structural and psychodynamic model. Diamond (2008, p. 357) notes, Organizational culture is predominantly unconscious and ultimately located at the core of intersubjective relations that shape values and artifacts at the surface of organization. In this specific organization, there were long challenges in terms of direct communication between individuals. The cliques that developed greatly hindered organizational communication. It seems in this charge the cliques were implemented as an institutional defence, as employees chose to hide behind the gr ouping facade. Splitting became a freehanded defence as individuals would view another, or a differing group in entirely negative terms. This naturalized communication through indirect methods. Passive aggressive behavior became prominent among employees. In my personal experience at the organization I recognize that I would frequently attempt to schedule my shifts as to keep off specific people. This suspicious and paranoid behavior grew larger the longer I worked at the company. When I did welcome to work with employees I had previously attempted to avoid a general toxic environment emerged. earlier than having a strong managerial leader to delineate job tasks, there were many arguments among employees as to who would recruit in specific tasks such as shelving the aisles or running the cash register. In many degrees these arguments reflected group dynamics and fight or flight behavior. The arguments were simply a means of avoiding work responsibility, but rather reflected p ower relations within the group. While