Integrative Paper

13 Oct 14

Working in a bureaucratic organization of 182,000 active component Marines, the institution inevitably is slow and lethargic. It takes many supervisors, managers, and leaders too tackle large scale problems and years developing solutions to the problems. The Marine Corps has developed many formulas and models to attack such problems. These formulas and models reengineered a strategy by streamlining, integrating, and transforming a process to eliminate waste, delays, and slow response time (Ivancevich, p. 518). These processes allow for individual commanders to adjust unit approach to still meet the objectives and intent without endangering the Marine Corps strategic message and vision. Over the next seven pages, I have taken Kotter’s eight step process and incorporated them into my experience to how The Heart of Change theme and reasoning influenced my expected behavior as a manager in the Marine Corps.
Increase Urgency
While working as a staff officer in a higher level command the sense of urgency is slow and unwilling to change. The typical expression you hear in the office spaces at a higher level headquarters, “is if you want change throw money at it to continue research”. The expression only proves the lack of change that occurs within the organization. Though the expression does provide humor, however, it really does not accomplish the task at hand for change. The idea for change is to focus on maximizing worker output. Conducting change in a higher level headquarters does not necessarily correspond with institutional laziness or unmotivated workers, though the constraints imposed and lack of empowerment are overwhelming, it only simply faulted to the fact of changing the organization’s environment. The Hawthorne Effect provoked many mangers and academics to focus on employees’ needs, attitudes, and behaviors which