Organizational Analysis of US Army Training and Doctrine Command - Essay Example

Organizational Analysis Introduction The paper intends to depict the systematic process of the Training and Doctrine Command of the United s Army. It analyzes an organization based on an open system perspective. Bolman and Deal’s Four Framework model has also been included in the discussion to comprehend the elements such as the structural element, human resource element, political element and the symbolic element. Nadler and Tushman’s Congruence Framework is incorporated in the analysis to recognize the work of every individual, the responsible people in the organization, structure of the organization and the flexibility of the senior commanders. Overview of the Organization The U.S. Army Training and Doctrine Command (TRADOC) works on providing education and training to the soldiers, leaders as well as the civilians for development and it also aids the training units. The organization helps in designing, building and integrating a flexible mix of competencies, patterns as well as equipments to strengthen the U.S. Army to act as a force of significant action for America (U.S. Army Training and Doctrine Command, n.d.). TRADOC focuses on ensuring development of adaptive leaders as well as the organization, ascertaining up-gradation of the equipments and providing efficient training to develop the soldiers that is needed for shaping the Army of 2020. TRADOC employs in excess of 25,000 soldiers as well as 11,000 civilians who work each day to complete the task of training the soldiers as well as the civilians (U.S. Army Training and Doctrine Command, n.d.). Bolman and Deal’s “Four Framework Model” The Bolman and Deal’s framework model helps to change the various conceptual approaches that an agent chooses for an issue. With due regard to the demand of the situation, alternative process may be successful for approaching the issue. The framework model of Bolman and Deal is used in the stage of planning to detect the needs of the organization for a change initiative, to analyze the institutional challenges as well as situation and to develop suitable measures (Scribd Inc. 2012). The four framework model of Bolman and Deal is analyzed below: Structural: The changes made by the leaders with the utilization of this approach are focused on the structural elements between the organization and the strategy, adaptation and execution. Changes in the institutional structures work properly when the goals as well as the objectives are understandable, when relationships are understood accordingly and when there is less conflict or doubt. The commander of the TRADOC designs as well as implements the process to focus on the tasks and to develop a proper structure for the tasks with the use of structural framework (Scribd Inc. 2012). Human Resource: Approaching the change by the leaders with the help of human resource framework is mainly focused on the people. The human resource framework approach provides emphasis to support, empowerment, development of the staff, and awareness to the needs of the employees. The human resource framework of focusing on people functions correctly when employee morale is the main concern and when the amount of conflict is low (Scribd Inc. 2012) Political: The utilization of the political approach by the leaders is to assist the changing focus regarding the political realities that prevail in and out of the organization. This approach provides emphasis to deal with the concerned groups, building coalition, structuring power bases, negotiating conflicts regarding the resources that are limited and creating cooperation. The political approach is suitable when there is insufficient resources and when the goals as well as the values are in a conflict (Scribd Inc. 2012) Symbolic: The change that is made by the leaders with the symbolic approach is centered on the aspects of vision as well as inspiration. People have to consider the personal work as well as the organizational work, essential and significant as felt by the symbolic people. Symbolic approach offers importance to rituals, ceremonies and traditions which are suitable when the objectives and cause-and-effect relationships are not clear (Scribd Inc. 2012). Open Systems Perspective In an open systems perspective, customary feedback from the external environment is gathered and shared. Goals, inputs, outputs, processes and knowledge all are crucial elements of the open system. The significant aspects of the open systems that are imperative include external environment as well as the ‘equifinality’. The TRADOC exchanges feedback with the external environment by developing and providing knowledge as well as designing as well as building the soldiers and the civilians with integrated flexible combination of capabilities (Scribd Inc. 2012). Nadler and Tushman’s Congruence Model Nadler and Tushman’s Congruence Model looks after the factors that influence the accomplishment of change process through a different approach. This model represents a transformation process of an organization that includes four essential components which depend on each other (Cameron & Green, 2012). The components are: The Work: This component shows the actual activities that an individual performs in a day. This element is used by the senior commander of TRADOC to train the soldiers as well as the civilians (Cameron & Green, 2012) The People: This element analyzes the skills as well as the characteristics of the people working in the TRADOC who are accountable for developing responsive as well as adaptive leaders (Cameron & Green, 2012) The Formal Organization: The formal organization element shows the structure, policies and the systems of the TRADOC that are taken into account while providing training to the individuals and educating them about the equipments. It also analyzes how the work are organized formally (Cameron & Green, 2012) The Informal Organization: The informal organization element consists of the unplanned activities such as values, power and norms that appear over a period of time in TRADOC and the flexibility of the commanders to adapt to the situation (Cameron & Green, 2012) Conclusion In keeping with the open systems perspective, Bolman and Deal’s Framework Model along with Nadler and Tushman’s framework, it can be said that Training and Doctrine Command of the U.S. Army accordingly deals with the external environment to facilitate continued growth and efficiency of soldiers while providing training. It can be evaluated that the learning which has been gathered though the assignment is the fact that Training and Doctrine Command of the U.S. Army has followed a structured approach to manage the norms as well as the values of the individuals who are being trained. References Cameron, E., & Green, M. (2012). Making sense of change management: a complete guide to the models tools and techniques of organizational change. United Kingdom: Kogan Page Publishers. Scribd Inc. (2012). Bolman and Deal’s four framework approach. Retrieved from http://www.scribd.com/doc/40758273/Bolman-and-Deal%E2%80%99s-Four-Framework-Approach U.S. Army Training and Doctrine Command. (n.d.) About TRADOC. Retrieved from http://www.tradoc.army.mil/About.asp Read More