Workforce 2020 Executive Report - DHSOS Assignment

Workforce 2020 Executive Report - DHSOS - Assignment ExampleFuture trends hope 6 3.1 Economic, social, demographic, and cogitationforce parameters that ar expected to be in the U.S. in the year 2020 6 3.2 What be the general trends in leading/management that are impacting your system? 7 4. Recommendations changes needed for the future in order for the organization to meet the expected challenges of 2020 8 4.1 Leadership actions that the organization should take 8 4.2 Competencies that willing be needed 9 4.3 What does the organization need to do to be prepared? 10 References 11 Summary The standardization of organizational performance in the long term is a challenging task. Firms that endure to perform heights on annual basis may face menstruations of downturns this phenomenon has been related to problems in the organizations internal environment, especially in assure to the attractership style and the workforce expression. Managers in DHSOS, a medium-size slopped of the US computer industry, face the following dilemma should they try to support the profligates existing leadership practices or they should promote major changes in regard to the firms leadership style and workforce structure? The first choice has been considered as rather risky the second one, i.e. the tension on changes on the specific sectors has been chosen. The particular plan can secure, at higher level, the limitation of a series of organizational problems that would result to severe delays in the firms performance up to 2020. 1. adit The ability of an organization to survive in the modern market is depended on certain criteria. Issues, such as the organizations leadership style, its workforce diversity but also the quality and the level of conference are critical for the long-term success of the organization in its industry. On the other hand, in high competitive industries, the challenges for organizations of all sizes can be significant, at least compared to less com petitive industries. DHSOS is one of the nearly promising firms in the computer industry in USA. The firm focuses on the provision of IT consultancy services in large firms. The firm was first established in New York in March of 2009, i.e. about 3 years before. During this time, the firm has managed to develop its customer base at least by 80%, a fact that it is quite promising for the firms performance in the future. Currently, the firms employees are estimated to 540, across the firms branches in New York, Chicago and Illinois. Up to the end of 2011, the firms performance seemed to be continuously developed, with no sign of a potential downturn. However, during the first half of this year, the firm seems to be unable to control employee performance, which tends to change unexpectedly leading to important losses, as compared to the same period of last year. A careful review of the organizations key trends, such as its structure, its leadership style and its workforce characteristi cs leads to the assumption that a series of changes need to be made in regard to the particular organizational sectors. These changes are highlighted in this paper, which can be used, as a manual for the firms workforce needs by 2020. 2. DHSOS Presentation and analysis of key organizational trends 2.1 Organizational structure Since its establishment, DHSOS has been a highly centralized organization. In fact, its leadership style can be characterized as autocratic. The leader of the organization sets the key criteria on which workforce structure and employee performance would be evaluated. Moreover, the promotion of team work within the organization is rather limited. Tasks are assigned to individuals are need to be completed by them, usually without cooperation with other colleagues. This practice has resulted, in many cases, to