Culture Change
It is very clear that the DDOT had a poor organizational culture, which was expressed by members who had little freedom in their duties, and where norms were not sufficiently clear to employees. DDOT first move towards a culture shift was the Institutionalization of Performance Management. For instances, employees were now evaluated based on a set of essential competencies. Further, the institutionalization of performance culture began to use the concept of cascading goals. This is an important concept in today’s working environments because this approach allows managers to align individuals’ objectives with the agency’s objectives. The organization 's goals, and plans are cascaded down to all divisions and individuals, ensuring …show more content…
Many companies use social networks on a daily basis as a tool to promote their business. DDOT was able to recognized social media as a crucial communication tool, and found that a large percentage of its customers were using social media in daily basis. For this reason, “DDOT started its Twitter account in the beginning of 2009, and currently has approximately 20,300 followers. Twitter is actively used by citizens on a daily basis to communicate with DDOT” (Dey, Thommana, & Dock, 2015). DDOT now is able to control and monitor citizen’s opinions about the organization …show more content…
The implementation of these new systems was an strategic move for this agency, which main objective was not only to seek the satisfaction of citizens and the improvement of services through the use of advanced technology, but there was also a very important aspect, and this was the capture of revenues that were being lost due to a poor culture. Moreover, they also were incurring unnecessary costs due to the delay in the adoption of more efficient technologies that could greatly reduce frustration to its customers. Moreover, the ability to monitor the operational status assets in actual time allows the organization to distinguish and react to problems before customers report them. Parking meters and streetlights are two programs where this concept was applied. It made sound business sense to move quickly to upgrade meters. “In 2009, only 23% of the parking spaces were networked; as of fall 2013, that number stands at close to 50%. DDOT also piloted energy-efficient light-emitting diode (LED) streetlight technology and remote monitoring systems for streetlights” (Dey, Thommana, & Dock,
It is very clear that the DDOT had a poor organizational culture, which was expressed by members who had little freedom in their duties, and where norms were not sufficiently clear to employees. DDOT first move towards a culture shift was the Institutionalization of Performance Management. For instances, employees were now evaluated based on a set of essential competencies. Further, the institutionalization of performance culture began to use the concept of cascading goals. This is an important concept in today’s working environments because this approach allows managers to align individuals’ objectives with the agency’s objectives. The organization 's goals, and plans are cascaded down to all divisions and individuals, ensuring …show more content…
Many companies use social networks on a daily basis as a tool to promote their business. DDOT was able to recognized social media as a crucial communication tool, and found that a large percentage of its customers were using social media in daily basis. For this reason, “DDOT started its Twitter account in the beginning of 2009, and currently has approximately 20,300 followers. Twitter is actively used by citizens on a daily basis to communicate with DDOT” (Dey, Thommana, & Dock, 2015). DDOT now is able to control and monitor citizen’s opinions about the organization …show more content…
The implementation of these new systems was an strategic move for this agency, which main objective was not only to seek the satisfaction of citizens and the improvement of services through the use of advanced technology, but there was also a very important aspect, and this was the capture of revenues that were being lost due to a poor culture. Moreover, they also were incurring unnecessary costs due to the delay in the adoption of more efficient technologies that could greatly reduce frustration to its customers. Moreover, the ability to monitor the operational status assets in actual time allows the organization to distinguish and react to problems before customers report them. Parking meters and streetlights are two programs where this concept was applied. It made sound business sense to move quickly to upgrade meters. “In 2009, only 23% of the parking spaces were networked; as of fall 2013, that number stands at close to 50%. DDOT also piloted energy-efficient light-emitting diode (LED) streetlight technology and remote monitoring systems for streetlights” (Dey, Thommana, & Dock,