STRATEGIC design ANALYSIS

National Weather Service Strategic Plan Analysis

National Weather Service Strategic Plan Analysis

Introduction

Aware that some offices were much more thriving than others at forecasting possibly destructive tornadoes, the US nationwide climate Service (NWS) searched to connection employee satisfaction with tornado-warning performance.

The outcomes were surprisingly stark. Working with survey business Sirota, NWS discovered that, even allowing for variables such as geography, the number of employees present, technology, gale force and the occurrence of gales in the district, heritage components clarified 26 percent of the dissimilarities in effectiveness between offices. The amount of ill depart taken clarified another 20 percent of the variation. Sick leave, in turn, was strongly associated to the human-resource competence of the immediate supervisor. The study revealed that, by advancing managerial effectiveness alone, the NWS could directly accomplish its performance goal for 2007.

SWOT Analysis

Strengths

The NWS, part of the nationwide Oceanographic and Atmospheric Administration (NOAA), has established a comprehensive training program to focus on providing its managers with the abilities needed to bring about affirmative cultural change and advanced organizational performance.

The NOAA diversity agency hosts an intensive one-week diversity-change-agent course. All diversity consultants and human-resource advisers are required to attend the course, and diversity liaisons are suggested to do so.

Weaknesses

Woven throughout the course are the Myers-Briggs Type Indicator (MBTI) and the influence of styles and preferences in communication, as well as Peter Senge's concepts of the five disciplines for learning organizations. Other aspects of the course focus on affirmative action, understanding differences and managing diversity.

The course is part of an NOAA-wide managing-diversity education strategy to double-check consistency in approach and to teach peak leadership and employees on the interdependence of key change plans by displaying connections between organising diversity and other NOAA initiatives. The organization:

integrates diversity teaching for bosses and managers into all leadership teaching;

conducts an annual “leadership dialog on diversity” seminar;

offers, through a link with a higher-education organisation, a managing-diversity course for workers, with learned credits;

provides an annual “understanding dissimilarities: Myers Briggs kind indicator certification course” for employees;

stages a “master facilitator” course to endow the NOAA cadre of facilitators to accelerate their skills; and

reviews NOAA-wide training components to integrate managing-diversity interventions, and understanding dissimilarities, into living courses.

Opportunities

The association has established a diversity assembly, chaired by the deputy-under-secretary and composed of 12 administration, six trade-union and seven worker representatives. The assembly itself reflects the NOAA's diversity. Its operation is to assist as a watchdog considering managing diversity, and to suggest principles, procedures and initiatives that enable the NOAA to set up an natural environment where all workers are adept to fulfill their expert goals and the organization's mission. All line and employees agencies furthermore have their own diversity assemblies in their respective offices.

Threats

The diversity council is ascribed with:

developing and sustaining the NOAA diversity design as a living article;

monitoring the implementation of the plan in line agencies and supplying relentless repsonse on accomplishments;

developing presentation measures and milestones conceived to complete diversity-plan action pieces;

defining and facilitating a specific method for each line office that supplies for feedback to the NOAA authority on ...