Workforce System Design Mary Frances Seiter March 24 th , 2021 Loyola University New Orleans College of Law YOU MUST FOLLOW THIS TEMPLATE Template Instructions DO NOT change the report format,...

Workforce System Design

Mary Frances Seiter

March 24^th, 2021

Loyola University New Orleans College of Law

YOU MUST FOLLOW THIS TEMPLATE

Template Instructions

DO NOT change the report format, headings, questions, font, etc.

DO NOT change or delete the template titles and text boxes including this text box.

YOU WILL receive ZERO CREDIT for this assignment if you deviate, delete or do not follow this template.
There are no exceptions.

DO use and explain tables and diagrams as appropriate to illustrate key concepts and processes and save space. All tables, diagrams, charts, figures, images must be explained in detail. Complete all parts of this template.

DO
replace the

instructions in the template sections with your response based on
solid management concepts and research
that are
discussed in well-developed paragraphs
(not bullets) and change the font color to
Black.

1.5 Spacing!
Except for tables and diagrams which are single spaced.

Assess and [Re]Design your Workforce System using the Management System Design for Sustainable Excellence: Framework, Practices and Considerations by John Latham,
Quality Management Journal.
(2012) Vol 19 Iss 2 Download at:
http://www.drjohnlatham.com/management-system-design/

IMPORTANT: Support your discussions with solid management concepts and research
. You are required to “cite” the peer reviewed scholarly journal articles and your textbooks from other courses. Limit the use of less reliable sources such as news articles, popular magazine articles, and trade publication articles. You should avoid Web Blogs that are opinion based and lack supporting research. (
https://library.sdsu.edu/reference/news/what-does-peer-review-mean).

A starting list of reference are provided at the end of this template. Add more references to support your discussions.

Without references your discussions will be limited to your opinion vs. critical analysis backed by empirical evidence from peer reviewed scholarly journal articles. Each section of the paper must be supported by evidence from peer reviewed scholarly journal articles or textbook. Use APA citation guidelines

Audience – write your paper for yourself, team, group, department and Senior Leaders in your organization.

Develop a System diagram/model that addresses all the key components of the system such as strategy, shareholders and the market, performance improvement and analysis, knowledge management, workforce development and engagement, operations and product development and efficiencies.
For a real organization
- preferably your own organization or part of the organization.
Write a 10 to 20-page paper describing the system of stakeholders. This template is 23-pages in length.

Grading: There are 9 sections that build the final system in section 9 in the below System Design Framework.
Complete and thorough answers with supporting research and complete descriptions of all figures, diagrams or images will earn you 10% for sections 1-8 and 20% for the last section the Design.
APA Style Guide is required for references, which includes all figures and images.

File Name: __Workforce_System_Design

Watch this webinar Recording (about 45 min.)


https://register.gotowebinar.com/recording/recordingView?webinarKey=6923596530201757186®istrantEmail=drjohnlatham%40gmail.com

If the link above doesn't work for some reason then go to the link below and hit the register button and enter your name and email and it will let you right in.

https://www.wisquality.org/event/webinar-setting-the-example-at-the-top-designing-a-custom-leadership-system/

Systems Design Framework

1. Workforce System

Purpose, Requirements, and Measures

Identify the purposes, requirements and measures of your organization’s Workforce System. Include how your workforce system may improve your workforce.

The purpose of the Workforce System is to create a sustainable environment for success and a culture that fosters customer and workforce engagement, high performance, innovation, and resiliency. The Workforce System offers the organization a way to identify and grow human resources as a way to further the organizations success.

2. Nature of the System

Describe the type(s) and nature(s) of a Workforce System (physical, information, creative, etc.) and discuss the implications for a workforce system design.

The Strategy System contains the four major dimensions of a system’s nature: physical, knowledge, creative, and custom. The main physical component of this system is the workforce itself, or organization’s human resources.

[Cite the Latham article here and list in your references]

Delete the below Image – this is for your reference only, note to be included in the paper.

3. Leadership Theories & Concepts

Identify and describe the key Leadership Theories and concepts that inform the design of a Leadership System. Your UFred leadership course will directly apply to this section.

Begin by reviewing the leadership system components identified in Latham, 2013 (See Reference list). Include the key concepts and theories from your leadership course(s).

: Provide a brief history of the system and various theories that were developed over time.

Read

A Framework for Leading the Transformation to Performance Excellence Part I: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture
https://www.drjohnlatham.com/wp-content/uploads/2013/12/2013_QMJ_P1.pdf

And

A Framework for Leading the Transformation to Performance Excellence Part II: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture
https://securitylab.disi.unitn.it/lib/exe/fetch.php?media=teaching:ict-innovation:2017:latham-2013_qmj_p2.pdf

2. Your Organizational Leadership Theories: The task here is to identify the leadership theories and concepts that you will use to inform your design. There are quite a few leadership theories to choose from so pick the leadership theories that fit your leadership style. Also, identify the leadership activities that make sense for your particular situation.

Objectives -
[Cite the sources and list in your references]

1. Identify the relevant leading
Theories
and
Key Concepts.

2. Identify the most recent
Research
and
Empirical Evidence
regarding the system.

3. Identify the leading thinkers and
Leading-edge Ideas
that could inform the design of this system.

According to our research, there were four key leadership theories that were most likely to inform sustainable excellence,
including transformation, transactional, servant, and spiritual leadership. For more on the specific links between these theories and the leadership system see Latham (2013a and 2013b). >

4. Inspiring Examples

Identify and describe at least “three” Leadership System examples that inspire you and generate new ideas and thinking. This section should be an analysis about
WHAT
(list of things) you learned and
HOW
(the system and/or process) you incorporated the knowledge into your system from the Inspiring Examples. Baldrige applications on the Baldrige Program website is one good source. See


https://www.nist.gov/baldrige/award-recipients

. Copy relevant figures from the Baldrige application into this section with a detail explanation.

You my copy the examples of Leadership Systems into this paper to help with the description of key characteristics that you will creatively adapt to your own design. Remember to cite your references. This section
is not about popular individuals or fads.

NOT about inspiring leaders.
The task here is to study leadership systems
from other organizations and use what you learned to inspire your own design. So, identify the example leadership systems and the key characteristics that you will creatively adapt to your own design.

The objective of this step is to identify and understand how others have designed similar systems and use that to inform our own design.

Objectives -
[Cite the sources and list in your references]

Understand designs from High Performing Organizations and identify key

characteristics.

1. Identify the key components in the example system.

2. Describe the characteristics that inspire your own design.

3. Identify ideas on how to apply those characteristics to your own

design. >

inspiring characteristics and
application design
from the three examples using the components that are already listed in the template (stakeholders, activities, behaviors, etc.).
Your final design should reflect some of these c
haracteristics


>

5. Unique Context

Unique Context - Describe your current working context.
Develop a systems diagram of the context using a digital application.

The objective of this step is to identify and understand the key contextual

factors that help us determine what design considerations and characteristics

are
relevant
and
important.

Objectives

Identify the Organizational Factors that impact the design of the particular

system.

1. Identify the
Value Creation Chain
factors including (a) customers & markets, (b) products & services, (c) operations & facilities, and (d) suppliers & partners.

2. Identify the
Workforce & Organizational Culture
factors that impact the design of the particular system including the desired Values.

3. Identify the
Digital Environment
factors that impact the design of the particular system including organization values.

4. Identify the
Strategic,
Governance and Sustainability
factors.

One of the main reasons to go through the trouble of developing a “custom” design is so the design “fits” the unique characteristics of the organization and situation “like a glove.” For example, the appropriate strategy development and deployment system for small family business in one city is likely to be a bit different from the appropriate system for a large multi-national company with operations around the world. In order to design a system to fit the unique characteristics of the organization, you first have to identify the key organizational factors that impact the design of the particular system. >

Figure 1. Your Org name Unique Context System Diagram

6. Design Principles

Design Principles - Describe how you will apply the general design principles to the design of your Leadership System.

Insert answer here

The objective of this step is to identify and understand design principles

applicable to your design and the implications for the design of the system.

Objectives

1. Understand the Design Principles and how they apply to your design.

2. Identify role model characteristics from Global Excellence Models and how they apply to your design (e.g., Baldrige Core Values and Concepts).

Design principles are the desired characteristics of the new system. They are cross-cutting and are used to inform the design.

There are eight established design principles that have proven useful for developing high-performing organization and management systems. The design team must understand the established eight design principles and how they apply to the system being designed. The design team begins with established management system design principles such as balance, sustainability convenience (user-friendly), alignment, learning, etc., and then they identify any additional characteristics or design principles to consider during the diagnosis and design phases.

[Cite the sources (Latham article) and list in your references]

7. System Integration

System Integration - Identify and analyze the connections between
your Leadership System and your other organization and managerial systems.

The objective of this step is to understand how the system "fits" within the

other established internal and external organization and managerial systems.

Objectives

1. Identify the Organizational and Managerial Systems that connect to the system being designed.

2. For each connected system identify the key Inputs and Outputs.

The leadership system is supported by and integrated with several other major management systems including: strategic management system, information and analysis system, customer and stakeholder knowledge

system, operations system, human resource system, the enterprise scorecard,

performance review system, and the governance system.

As one CEO noted,

"The first thing, I think you’ve got to see the connectivity in these things. I

think you got to be a systems thinker so that you see that if I push in here it’s

going to push out somewhere else, so these things are related, and you got to

see them as a system."

One of the areas often missed by the design team is the linkage to and congruence with the compensation and incentives systems. Incentives can be powerful influences on human behavior but are often at odds with the overall direction of the organization. Successful implementation and sustainability of the new design are dependent on the design of the related human resource

systems and in particular the incentive system.

Finally, it is this discovery activity that has the biggest impact on the design team’s ability to “leap” the maturity levels and develop an aligned and integrated design.

Insert answer here – Create your own image as below.

Delete the following example from Latham and create your own diagram and explain the interrelationships

Figure 2. Your Org name Unique Context System Diagram

8. Design

Using what you have learned in the previous activities, [re]design your own Leadership System. Include text, tables, and diagrams to fully illustrate and explain your leadership system. For example, there should be linkage to Table 5 High Performing Leadership System. A Leadership System diagram or model is required as explained below.

Include text, tables, and diagrams to fully illustrate and explain your leadership system
> [Cite the sources and list in your references]

Create an Ideal Conceptual Design

During this first design phase, participants stretch their thinking to develop a vision of how the organization system being designed could work in an ideal world. In this case, an ideal world is defined as one with unlimited resources and technology as well as the desired ideal culture. This might at first seem like a wasted step. You might be thinking, why not just go directly to a doable design?

Explain how your Inspiring Examples influenced your design.

Experience suggests that if the participants first develop an ideal design with few constraints and then a doable design with constraints, they will end up with a better design than if they go directly to the doable design. When attempting to redesign a system or process, participants are often prisoners of their previous experiences and learning. Participants that attempt to go directly from the current design to the desirable but doable design, often fall well short of what is actually possible. The challenge is to stretch the team’s thinking to develop a vision of how the organization could be in an ideal world.

Doable Conceptual Design – Not Required for this deliverable

Once the participants have developed the ideal conceptual design, it is time to identify the constraints to achieving that design. Participants review the ideal design and identify the challenges and obstacles to developing and deploying the ideal design. Once the obstacles and challenges are identified, the participants use creativity exercises and techniques to develop solutions to overcome the constraints. Using the creative solutions identified for the constraints, the participants refine the ideal design to create a doable conceptual design. The challenge here is to go beyond choosing from a “menu” of existing design options and instead develop new and innovative ways to accomplish the purpose and requirements for the particular system.

Sometimes constraints are tied directly to the design decisions that were made in the previous step. Consequently, we often have to go back and change the original ideal design and go a different direction. If the team can’t figure out how to overcome or get rid of a constraint, they may have to make some compromises but that is usually a last resort. Once the doable conceptual design is complete, the team moves on to develop the details. .>

Delete this example and create your own diagram and explain the interrelationships

Figure 3. Your Leadership System Diagram

Explain each step of the system

The Leadership System is deployed to every leader in monthly 1:1 supervisory meetings. The animals and stakeholders are at the center of our Leadership System 1. Driven by our mission, vision and values, (MVV) leaders must understand stakeholder requirements 1a. At the organizational level, these requirements [Figure P.1-7] are determined in of the
Strategic Planning Process
(SPP) [Figure 2.1-1, step 2] and used to set direction and establish/cascade goals. Action plans to achieve the goals are created 4, aligned, and communicated to engage the workforce 5 Goals and in-process measures are systematically reviewed and course corrections are made as necessary ensuring that we perform to plan 6 . This focus on performance creates a rhythm of accountability and leads to subsequent associate development and reward and recognition of high performance 7. Development and recognition ensure staff feel acknowledged and motivated. Stretch goals established in the SPP and a discomfort with the status quo prompts staff to learn, improve, and innovate 8 through the
Performance Improvement System
(P.2c). As leaders reflect and review annual performance, scan the environment, and re-cast organizational challenges, communication mechanisms are used to inspire and “raise the bar” 9.

Another Example

2015 Casey Comprehensive Care Center for Veterans Case Study

Performance Improvement System

https://www.nist.gov/baldrige/2015-casey-comprehensive-care-center-veterans-case-study

Figure 1.1-1: Leadership System (form 2015 VA Case study)

Figure 3. Your Leadership System Diagram