Reference no: EM132715346

As the cases of the COVID-19 has entered into second cycle and while it is being close to 9 months that the regular lifestyle of living and working has changed across the globe, there has been impacts in the power dynamics at work across all the organizations. The impacts of COVID-19 have been into the government along with the private sector where I work in. The power dynamics have been disrupted across the industries sectors irrespective of the size of the organization.

The organization which can operate by letting their employees work from their home and be able to use the internet and technology to communicate have been operating and are able to run their businesses (V, 2019). While other organization where physical presence and contact is required have either modified their business process or closed their operations. Due to the changes in the business operating processes, some additional training is required, and additional supervision is required as well (V, 2019). The key aspects of the organization like strengthening the team or the work force, enhancing the performance by regular monitoring and promoting learning across the employees has impacted negatively (Mastio&Dovey, 2019). The communication over technology like videoconferencing and telephones could be effectively used for measuring the performance or for learning. While companies are adapting this "new normal", keep trying to update the operational management techniques and methods to strength the organization (Mastio&Dovey, 2019). Some of the organization like Twitter and other are completely transitioning toward remote work, which is a key indicator of the future of remote work.

While it was tough for me during the first month of remote work but after few days I was completely adapted to this new normal. I have saved my commute time and able to spend more time on the work. The telecommuting has been a part of my work routine and my organization has modified the remote conference structure and added new type of employee engagement activities which can be done remotely, and I have actively involved in providing the new format of reporting to my leadership who probably use for measuring the performance in new method. The transition into the new norm was very well managed by my organization without impacting the regular operations and making it a smooth transition. We had online training sessions to understand and adapt new process at my organization.

References:

Mastio, E., &Dovey, K. (2019). Power dynamics in organizational change: an Australian case. International Journal of Sociology and Social Policy, 796-811.

V, D. K. (2019). Good, bad and ugly: Exploring the Machiavellian power dynamics of leadership in medical education . Journal of Advances in Medical Education and Professionalism, 42-46.