Response To Kramer D2W7

One of the key obstacles to implementing change at the PG County Animal Service Facility PGCASF is the lack of resources.  Currently, the budget doesn’t allow for large-scale ad campaigns or hiring a larger workforce.  However, if the stakeholders in the local community got together to reach out to the local government officials, perhaps they could get state and/or national funds allocated to this project.  As mentioned in the “Barriers to Change” article, to affect change, one has to think of organizations as “people”.  In other words, by using political pressure on local officials by showing that the stakeholders in the community (local businesses, and community residents) share their concerns about controlling the feral cat problem, the stakeholders can make real changes in “the status quo”. Feedback and learning in a strategy-focused organization not only comes from comparing actional performance to the target but should also include brainstorming on strategic issues that would enable the organization to meet and exceed targeted goals (Nnamdi, 2015).

Another barrier to change for PGCASF is for management to inspire its employees to “do more with less”.  Having all the employees on board with supporting and taking care of the Trap -Neuter -Release (TNR) program would also be the job of management at the PG County Animal Service Facility.  The management should ask their employees about how best to execute this program by having meetings on the subject (with management and employees in attendance).  Certificates of achievement could be issued to those employees who excel in this program–or even a monetary incentive or time-off awards, for example.  This would promote positive competition in the workplace and could even stimulate new ideas on how to implement this program.  Getting the staff to be more involved in the TNR program could really make organizational change happen. 

Reference

Nnamdi, O. (2015). Barriers to Organizational Change- Linkedln. Retrieved from

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