I need replies to these two students post

Post 1

When faced with change, organizations must internally put their minds together to come up with an action plan and execute the action plan with uprightness. Since change within an organization can come about externally and/or internally, action plans must be created to conform to both types of change. In recent years, many organizations were forced to undergo changes due to societal, environmental, and economic reasons. In fact, the learning topic discusses how change can occur in many forms and that changes can be expected or unexpected, locally, or globally (University of Maryland Global Campus, 2024b). This premise also holds truth to United States government agencies including the one I currently work for. The agency I work for deals with protecting consumers in the marketplace while ensuring companies are engaging in lawful practices while conducting business. Since I have only been with my current agency for less than a year, I am unable to provide personal insight into the changes the organization underwent in the last 3-5 years. However, I can discuss how the proposed and executed changes affect my organization in the present. In terms of the societal, environmental, and economic reasons for change,  one of the most drastic events that occurred world-wide was the COVID-19 pandemic. Further, the learning topic describes the long-term effects of COVID-19 in the realm of a circular economy (University of Maryland Global Campus, 2024a). The points mentioned suggest that the economy was forced to undergo dramatic shifts to stay ahead of the ongoing health crisis. Additionally, this health scare changed the way people live, work, and engage in leisure activities to the point that many pre-COVID-19 pandemic activities may never return to our daily lives. Although it was somewhat forecasted that the COVID-19 virus will create a shift in our daily lives, there was a huge shift in the manner people worked at their jobs. From fast food worker to government worker to CEO, workers were forced to adjust their work styles based on guidance given from health mandates, the president, and leaders of the organization. Overall, the COVID-19 pandemic imposed external and internal drivers of change to my current agency.

Continuing, external forces are described by the Center for Management & Organization Effectiveness as changes that are involuntary such as technology, customer preferences, regulations, competitor moves, or supplier and sourcing instability (Stowell, 2023). Tying this to my current agency, the effects of the COVID-19 outbreak imposed external changes regarding technology and regulations that would alter the conduct we investigate as part of the agency’s mission and goals. Further, COVID-19 has caused my current agency the way we handle investigations regarding information storing and receiving. Now that we are in a post-pandemic world, our agency has become more technologically advanced to the point where it is rare we receive information by physical means. The digitalization of communication and data retrieval has allowed the agency to become more technologically advanced, despite the costs of managing and employing team members to manage our databases. The increased technology usage has allowed us to be more efficient in our investigations in terms of case progression and management.

Furthermore, the Center of Management & Organization Effectiveness discusses internal forces as changes that organizations have more control over; however, these changes can cause workers to move out their comfort zone and approach work differently (Stowell, 2023). The internal forces faced by the current agency surround the work environment and flexibility. Case in point, prior to the COVID-19 pandemic, it was required for all employees to work in-office five days a week. During the COVID-19 pandemic, it was required for all employees to work remotely and in office presence was not allowed and/or heavily restricted. As the intensity of the virus started to lessen and some restrictions were lifted, in-office presence was slowly permitted, however not required. Now that a majority (if not all) COVID-19 pandemic restrictions are lifted, in-office presence is only required once a week apart from remote employees that may continue their remote work. In the past 3 months there have been discussions with congress regarding mandating all federal employees to return to five-days a week office presence, however, my current agency has determined that there are no current plans for the agency to return to five-day office presence. This determination was based on the finding that the agency is doing above and beyond fulfilling its mission, goals, and values through the work of its employees. Although some employees may find it challenging to mostly work from home while others may take full advantage of mostly working from home, it is favorable that the agency entrusted its employees to still do their jobs absent of direct supervision. Ultimately, workplace flexibility is an example of an internal force because the decision-making is based on internal guidance and directives without the influence of orders from executive rulings such as from congress.

In summary, the external and internal drivers of change within my current agency were brought on by the COVID-19 pandemic. These changes were brought on in response to societal, environmental, and economic reasons which dramatically altered the operations of my current agency. From an economic standpoint, there are still some areas for discussion regarding the impact of my agency’s operations and their contributions to the economy. However, these discussions have not continued to the point that the agency must rethink and reinvent its operational model.

References

Stowell, C. (2023, June 8). The driving forces of change [internal & external]. CMOE.

https://cmoe.com/blog/the-forces-of-change-and-inf…

University of Maryland Global Campus. (2024a). Learning topic. Circular Economy.

https://leocontent.umgc.edu/content/scor/uncurated…

University of Maryland Global Campus. (2024b). Learning topic. Management of Change and Trust. https://leocontent.umgc.edu/content/scor/uncurated…

Post 2

Strategic leadership is the quintessential tool companies can use to “sustain competitive advantage” (UMGC, Strategic Leadership). Strategic leadership is essential for Mutual of Omaha Mortgage (MOM) to achieve its performance objectives, address environmental and sustainability challenges, and foster resilience. Strategic leaders can contribute in the following ways:

– Setting Vision and Direction: They can articulate a clear vision and direction for MOM that aligns with performance objectives and sustainability goals. This involves understanding market trends, customer needs, and emerging opportunities in the mortgage industry while integrating environmental concerns into strategic planning.

– Driving Innovation: Leaders can encourage employees to develop new products, services, and processes that not only improve performance but also contribute to sustainability efforts. This could involve investing in technology, promoting research and development, and collaborating with stakeholders to identify innovative solutions.

– Promoting Resilience: Resilience has been defined as “the capacity to absorb stress and shocks” (UMGC, Resilience). Characteristics of a resilient business are stability, persistence, resistance and nonvulnerabilty (UMGC, Resilience). Though Mutual of Omaha Mortgage saw a significant decrease in closed loan volume and units they remained resilient during the massive interest rates shift seen over the last 4 years. Now that rates are stabilizing MOM can stay resilient by anticipating and adapting to changing market dynamics, regulatory requirements, and environmental risks. They should develop robust risk management strategies to safeguard MOM against disruptions, such as economic downturns, natural disasters, or shifts in consumer preferences. Building resilience also entails nurturing talent, diversifying revenue streams, and maintaining strong relationships with customers, suppliers, and partners.

– Fostering Corporate Social Responsibility (CSR): Mutual of Omaha the parent company has a huge movement toward protecting the wild, pioneering its Wild Kingdom show in 1963 to promote stories of successful conservations (Mutual of Omaha, Wild Kingdom). They also stress diversity and inclusion throughout the organization with their DEI Commitment supporting an inclusive culture and promoting community involvement. MOM’s leadership in the mortgage division could expand on these by prioritizing CSR initiatives that support environmental sustainability, social equity, and community development. This could involve implementing green practices, supporting affordable housing initiatives, and engaging in philanthropic activities that align with MOM’s values and contribute to its long-term success.

– Stakeholder Engagement: Strategic leaders should actively engage with stakeholders to understand their expectations regarding performance, sustainability, and corporate governance. By incorporating diverse perspectives into decision-making processes, MOM can enhance its reputation, build trust, and strengthen its social license to operate.

– Monitoring and Reporting: Leadership should establish mechanisms to monitor MOM’s performance against strategic objectives, sustainability targets, and regulatory compliance. Transparent reporting on key metrics, such as carbon emissions, energy consumption, and social impact, demonstrates MOM’s commitment to accountability and drives continuous improvement.

Overall, strategic leadership is pivotal in guiding MOM towards sustainable growth, resilience, and social responsibility. By integrating environmental and social considerations into strategic decision-making, MOM can enhance its financial performance while contributing positively to society and the environment.