Gap Analysis of BizOps: Risks, Impact, and Strategies
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Added on  2023/06/04
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This article discusses the gap analysis of BizOps, including frequent changes in management, lack of training programs, risk analysis, change readiness, force field analysis, and strategies to be adopted.
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Running head: BUISENESS MANAGEMENT Business management Name of the student: Name of the University: Author note:
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1BUISENESS MANAGEMENT Gap analysis of BizOps Frequent changes in Management team It has been observed that within the past few months there have been frequent changes in the management team due to uncertainty in the organisational culture. These change have affected upon the managerial role of the organisation and ultimately impacting upon the performance of the current staff members. Since the management department plays a significant role in any organisation for the purpose of administering and supervising the overall functions of a company, this frequent changes in management team influence negatively on the functioning of the company (Klarner and Raisch 2013). Lack of training programmes In order to cut the operational cost of the company, it has been hiring more and more staff members that lack the skills to perform their job role. The company has been ignoring the implementation of training programmes and this has been putting a strain upon the newly recruited staff members. In addition to this, the company has been adapting new technologies but has been incapable of installing them for functioning due to the lack of skilled staff members. Henceforth, the company has been majorly lacking the training programmes. Risk analysis Identification of uncertainty The following risks have been identified within the BizOps Enterprise – The managerial department of the BizOps Enterprise have been unstable for a few months. The frequent changes for the job role of managers have been increasing for the past three months.
2BUISENESS MANAGEMENT The vision statement set up by the organisation is back dated and has a no relevance with the current market situation. The change in the manufacturing system of the company is not relevant and thus, have given rise to certain issues. Thelackinthetraininganddevelopmentprogrammeshaveresultedinpoor performance and have also delayed the installation of new technological systems within the company. The company has made zero effort in bringing modification or change in the range of products and services they have been offering compared to other competitors in the market. Potential impact or impact of risks identified From the above mentioned identification of risks associated within the company the following impact or potential impact has been analysed – The frequent changes in the managerial department may have a significant impact upon the governing procedure of the company and can ultimately impact upon the performance of the company. The change in the manufacturing system and introduction of Lean Manufacturing System have made a major impact upon the way company orders the raw materials and have impacted negatively upon the shipping and receiving timeline of the company. The unavailability of training programmes within the company have given rise to increased turnover rate of employees and also may impact negatively upon the performance level of the newly recruited and current staff members (Rahman and Nas 2013).
3BUISENESS MANAGEMENT The company fails to bring in new modification or amendments in the range of its products and services may give rise to losing the customers and making a significant loss in regards of the company’s sales. Evaluation of risks Theseverityofrisksthathavebeenidentifiedfromtheabovediscussionis significantly high as the management and manufacturing team plays one of the key roles in the success of the company. In addition to this, the company due to the lack of training programmes, have risked a great deal upon the employees that are associated with the company. Henceforth, it can be said that the level of risks that are involved within the company is significantly high and the company must take severe actions in order to bring in changes or modification in their overall operations. Change readiness In order to bring in change readiness within the company, it is significant to adopt certain methods that would help the company to gather relevant information for bringing in change. Some of the methods are as follows – For the purpose of assessing the impact of change the first step is required to gather the essential information and accordingly take steps to analyse and interpret them. Henceforth,conductinginterviewsuponthestaffmembersandgatheringthe necessary information regarding the needs. Interviews shall help the company to assess the most suitable next step that the company shall take to make the necessary changes (Wilson 2016) For the purpose of gathering information from selected group of people, the company shalladoptthemethodofsurveyinwhichthemanagerialaswellasthe
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4BUISENESS MANAGEMENT manufacturing department shall be surveyed with a set of questions. This method will help the company to get information from problem areas in a less amount of time. Force field analysis The force field analysis helps an organisation to make the procedure of decision making a lot easier for the company. This technique helps the company to analyse the driving forces that works in favour of the company and restraining forces that acts as obstacles for bringing in change into the organisation. For BizOps Enterprise the following results have been discussed – Driving forces It has been observed that the increased amount of highly engaged clients have been one of the driving forces of the enterprise (Wooten 2013). Since these clients are in need of highly professional consultants the demand for the company increases ultimately. In addition to this, the increasing impact of market globalisation have opened up many platforms and have also given rise to highly competitive market. This forces significantly triggers the need for change within the company. The ever evolving technology have brought in a major significance within the company to drive itself towards the need for change (Coccia 2014). Restraining forces The lack of trained employees have been one of the significant restrain forces of the company (Allen and Shanock 2013). Henceforth, the recruitment of untrained employees is one of the restraining forces of the company. In addition to this, the management and manufacturing department have been acting as one of the major restraining forces as well. Strategies to be adopted A list of strategies is enumerated below in order to facilitate driving forces and reduce the restraining forces of the company. These are as follows –
5BUISENESS MANAGEMENT ï‚·Implementationoftrainingprogrammesinordertoenhancethequalityof performance and to reduce the restraining force of untrained employee. ï‚·Adopting a well-constructed recruitment procedure so that the company could hire more skilled employees. ï‚·Adopting new technologies in order to keep up with the competitive market and therefore, enhancing the driving forces of the company by being more competitive.
6BUISENESS MANAGEMENT References Allen, D.G. and Shanock, L.R., 2013. Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees.Journal of Organizational Behavior,34(3), pp.350-369. Coccia, M., 2014. Driving forces of technological change: the relation between population growthandtechnologicalinnovation:analysisoftheoptimalinteractionacross countries.Technological Forecasting and Social Change,82, pp.52-65. Klarner,P.andRaisch,S.,2013.Movetothebeat—Rhythmsofchangeandfirm performance.Academy of Management Journal,56(1), pp.160-184. Rahman, W. and Nas, Z., 2013. Employee development and turnover intention: theory validation.European journal of training and development,37(6), pp.564-579. Wilson, V., 2016. Research methods: interviews.Evidence Based Library and Information Practice,11(1 (S)), pp.47-49. Wooten,K.C.,2013.3Ethicalproblemsinthepracticeoforganization development.Readings and Exercises in Organizational Behavior, p.252.