Impact of COVID-19 Shutdown to the future of organizational behavior
Part 1: the top five Organizational changes caused by COVID-19
- Organizations have been forced to review their workforce locations and travel; Due to Coronavirus, organizations are forced to have priorities changes to the continuity of the organization regardless of their vulnerable territories. The staff has been forced to work home with upcoming plans to travel repatriated, reschedules, reviewed, or canceled. Clear policies as a result of COVID-19 infections have been put in place to address the absence of employees with additional protocols for company visit sites put in place (Fernandes, 2020). That has also added to procedure identification of traveled restrictions and reported illness.
- Companies have been pushed to also revisit their crisis and continuity plans with changes related to the economic impact of COVID-19 especially now that high death cases are reported worldwide. Depending on the ability of every business to well-run every day, organizational changes as per certain pandemic plan is revisited. Considering that every organization is partially or actively affected with COVIV-19, prominent members of the organization are restricted to now come up with evaluation sites for their families and employees.
- To also fit in these turbulent times of COVID-19 and, in the market shifts, consumer preferences as well as digital transformation associated with it, organizations are forced to adapt to new business models that meet the interest of the public (Nembhard et al., 2020). In the long run, they can address mergers frequency, spinoffs, acquisition, and contribution of divestitures linked to unstable environments connected with a crisis like COVID-19. As a result of the new business models in organizations like KM Programs, they have continually navigated and reassessed its strategy in the current reality. Additionally, they have comfortably leaned in the disruption world linked with the COVID-19 crisis and able to measure its midst and continue with its daily operations.
- Via the disruption and change associated with the economic effect of COVID-19, organizations such as KM Programs have come up with different innovation techniques to still reach their targeted group. As per the discussion hosted by KM Conversation groups it’s evident through the shared stories how the organizations have at least survived in the whole process. They have been in the position to address cases of leadership turnover in this crisis time in addition to mergers and external events happening in their platforms. Furthermore, its innovation strategies have come along with agile approaches, focused techniques and targeted metrics to navigate throughout the event of COVID-19 pandemic.
- To successfully make profits even at this time of the epidemic, organizations have been forced to come up with a checklist for everyday operation. In the process, they have managed their employees especially those working at home in addition to other spheres. To even churn in corporate adjustments followed with incidences of economic recessions in conjunction with COVID-19, a checklist on daily profits made as well as members working in different departments are forced to highlight some of the achievements made regardless of where they are. Some organization even insists on daily reporting to ensure even with social-distancing, everyone does their duties to the later.
Part 2: the top five changes I would need to make as a future manager to deal with my post-COVID-19 Organization
- As a future manager, to effectively prepare for post-COVID-19 in my organization, I would have to necessitate scenario analysis. In such a process, with the uncertainty of the future especially as COVID-19 might hold the potential business for some months, I would have a critical tool that tests preparedness. That will involve the worst and best scenarios that my organization will be equipped to cope with strictly. It will address the long and short term impact of various crises like COVID-19. The finance team will play an essential role in whole the process by highlighting vital sensitivity in sectors that have a significant impact on any form of crisis.
- Besides that, I would take keen sight of other risks. As per information provided in the Newsletters of business strategy in 2018, having sight of other risks as the manager helps him or her to understand any threat that might affect the horizon. It is vital to remember how organizations are at the risk of any crisis considering that risks are not diminished to the epidemic. Other risks could come with cyberbullying. Having protection key measures as leaders in the organization curbs incidences of future risks via containment or rather preventions put in place. Being agile to respond in addition to analysis other sight risks in an organization greatly impacts on the daily running of the business.
- Correspondingly, to deal with Post COVID-19 result I would ensure every category of staff in the organization gets communication rights. One of the many challenges associated with COVID-19 is myth and conceptions represented by various types of people depending on their understanding of the epidemic. It is therefore essential to ease communication and operation of any company to get the information right (Kraus et al., 2020). That means that as the future manager, my team will be informed depending on the kinds of the workforce each one participates in every day. To all employees get the communication right to eliminate incidences of confusion and disinformation and that facilitates a smooth operation. Employees should be reassured of the right information dealing with any crisis of mind as that facilitates smooth operation leading to even better results.
- Also, as the future manager, I would have understood the outcomes connected to COVID-19 especially on organizational operations. One of the many challenges that organizations have had in this time of crisis comes with not taking note of points of failures in the eradication of economic recession. Therefore, as one of the future managers in post-COVID, I would identify in advance any potential points of failure in the premise. That will begin with the identification of teams and individuals for critical processes and services. The rights automatic with the right skills will step in significant roles if needed to curb future incidences of failure regardless of the crisis at hand.
- Change Management Toolkit will be an effective framework in the post-COVID-19 organization considering that new employees will be transitions to the new working changes. As change management is described as proactively act for change management and resistance minimization, managers would use its structures, engagement techniques, approaches, and tactics to have stride and commit to resources. Additionally, the seven components associated with Change Management Tool will aid in the execution processes of any organization.
References
Fernandes, N. (2020). Economic effects of coronavirus outbreak (COVID-19) on the world economy. Available at SSRN 3557504.
Nembhard, I. M., Burns, L. R., & Shortell, S. M. (2020). Responding to Covid-19: Lessons from Management Research. NEJM Catalyst Innovations in Care Delivery, 1(2).
Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A., & Tiberius, V. (2020). The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis. International journal of entrepreneurial behavior & research.