Organizational Change Proposal

Topics: Management, Organizational studies, Leadership Pages: 7 (2102 words) Published: February 7, 2014

Organizational Change Proposal
Science Applications International Corporation
Self-Development Process at SAIC

Science Applications International Corporation has long enjoyed a very focused and substantive self-development program. However, the self-development program for individual employees is guided by management determination of where the employee best fits into the organization. This suggests a mid-level, management centric approach to employee self-development. The challenge for SAIC is to create a systems approach for self-development that allows significant latitude for the employee to chart their unique, self-development strategy. SAIC does not allow the employee to develop a road-map for their self-development. It is often dictated by SAIC management. I will propose that SAIC executive leadership consider this proposal for changing the entire self-development strategy within SAIC. Individual employee morale and inclusiveness will drastically improve if SAIC were to empower the employee to chart their own, self-development process.

Current State
SAIC requires a standard set of individual, self-development tasks be completed annually. These standard, corporate generated tasks are critical in establishing a baseline standard for every employee. Time-charging training, corporate ethics training and certification, and performance review process training are all required to be completed annually. This establishes a solid foundation of skills and knowledge required of all SAIC employees. What is lacking in the corporate strategy for employee training and certifications are certifications and web-based training that can produce a better, more well-rounded employee. If additional training is required, it is the mid-level manager that determines what training is needed, and when. An example of management directed training would be business development training. The individual employee does not have a voice in this process, nor do they have options. SAIC has a plethora of web-based training modules available for all employees. However, those modules are not available unless a manger directs an employee to gain access to the modules, and directs the employee to complete specific modules. Many of these training modules are made available to junior-level and mid-level managers, but not to the entire workforce. From leadership training to bid and proposal writing, these courses are available to the employee only when directed. Access to these training modules is denied unless access is directed by a manager. Permission to access must be granted. Employees have time available to study and certify on many of these training courses. In 2009, SAIC developed many of these training and education modules in video format. A tremendous amount of time and resources were spent developing these courses. These resources are proving to be underutilized. It is in the best interest of SAIC to relook their corporate policy on allowing employees access to the training and education modules on the corporate website: ISSAIC. ISSAIC is the internal, SAIC corporate website. On ISAAIC, eLearning is a sub-site where all training related media is located. Much of this media is not accessible to the general workforce unless a manager provides by-name access. Access is normally granted during the annual performance review process. This system does little to promote life-long learning. The SAIC corporate culture does not provide a culture of inclusiveness. SAIC is losing market share in several markets, as those markets shrink due to reduced federal spending trends. It is becoming increasingly clear that every employee is a potential business developer. Every employee represents the company at their place of employment, and comes into contact with potential clients every day. SAIC corporate needs to address the entire self-development issue. Recent climate surveys of...

References: Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31.
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Northouse, P. G. (2010). Leadership: Theory and Practice. Thousand Oaks, CA: SAGE Publications.
Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.
Senge, P. M. (1990). The Fifth Dsicipline: The Art and Practice of the Learning Organization. New York: Doubleday Press.
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