Essential systems may include the provision of a stabilizing foundation to ensure the industry runs smoothly.

Consider an organization in your field or industry. Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees. Describe three factors to consider when making sure that the changes made become permanently embedded in the organization’s culture.?

Explanation

Essential systems provide a stabilizing foundation. Because of the constant change, it is important to keep the company’s purpose in the present and ensure everyone can see the vision for the future. No closed doors, which can put people off and cause inevitable resistance to change.

However, there must also be an encouragement to ensure there is no burnout, and the idea remains fresh by encouragement, and the illusion of control.

The provision of the illusion of control, it helps create a sense of flexibility and allows for energies and talents to help the change initiative.

Three factors to consider when making sure that the changes made become permanent:

Provide metrics to show changes-Metrics tell us whether a process is good enough to meet the customer’s requirements or whether it needs to be better. Besides, it plays an important role since they transform both the customer requirements as well as operational performance to numbers that can be compared.

Allow for control-There are three main types of internal controls: detective, preventative, and corrective. Controls are typically policies and procedures or technical safeguards that are implemented to prevent problems and protect the assets of an organization.

Ensure there is clear and precise continuity- helps the organization maintain resiliency, in responding quickly to an interruption. Strong business continuity saves money, time, and company reputation.

Reference:

Pal, R., Torstensson, H., & Mattila, H. (2014). Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs. International Journal of Production Economics, 147, 410-428.

Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the micro foundations of dynamic capabilities. Strategic management journal, 36(6), 831-850.