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Organizational Behavior Study Guide
Chapter 2 Study Guide- the high performance organization
High performance organizations deploy Total Quality Management strategies that are customer-responsive, as South West Airlines did in regards to keeping cost low, despite the expansion of the company. It knew what its customers desired, and continued this effective 'brand strategy.' Yet the company also responded to its employee's needs for flexible and challenging jobs, and treated employees with respect. Also, organizationally it was cost effective, as from the Southwest's organizational hierarchy was flat and lean, comprised of CEO, department heads, managers, supervisors, and employees and thus responsive to the challenges faced by the airline industry after 9-11 that leveled so many other businesses.
Global Dimensions of Organizational Behavior
Wal-Mart initially had difficulty deploying its United States advantages internationally because of its difficulty of integrating the unique company culture into that of European attitudes towards marketing. Its stress upon cheer, for example, was incomprehensible to its German staff, in terms of the employees' attitudes to their employment, just as Japanese firms were often faced with obstacles in integrating their collective ethos into more individualistic American cultures. Culture must not simply be inclusive to an organization. Organizational internal culture must shift with the larger national cultural context in light of the needs posed by globalization.
Chapter 12: Strategic Competency and Organizational Design
IBM, showed a constructive ability to engage in organizational learning. Despite facing political obstacles such as 9-11 and prejudice against technology companies after the dot-com bust it has remained a huge, complex technological powerhouse. IBM's longer-term outlook is bright today, despite the obstacles it has faced, because the infrastructure within the organization allows growth. It has sound decision making chain of command that has stood it well over the years. Firms need to adjust to their environments and contexts as well as to influence them, and IBM has shown itself capable of doing so in terms of the firm's environment, size and technology.
For the most part, I would probably not want to work at Cisco. The convoluted structure devalues individual responsibility, which to my mind removes incentive for individual excellence. A manager's output is dependent on others, but there does not appear to be a mechanism to hold underperforming managers responsible. When the team is entirely comprised of internally motivated individuals, Cisco's system will work brilliantly. However, the system encourages managers to
Organizational Behavior Joe Salatino (Revision) Joe Salatino, president of Great Northern American case study Joe Salatino Joe Salatino is known as the Northern American President due to his determination and effort in maintaining high standards, in regards to his profession as a sales person. Joe was capable of hiring many employees in his organization, and used motivation as the major tool in helping his employees. The employees specialized in supplying general stationery and other
Flexibility, adaptability, and a global mindset cause my organization to behave in a responsive rather than hierarchical fashion. These organizational values conspire to create an organizational culture that respects education, values protocol and is detail-oriented, yet is not such a slave to the rules that it loses sight of human beings. After all, if the rules were absolute, there would not be different government laws and bylaws, depending on the
Yet, they do exist and can once again be said that the eight stage process has its roots in the theories enounced by John M. Ivancevich, Robert Konopaske and Michael T. Matteson. Throughout the book for instance, the three authors discuss organizational behavior aspects such as communications or conflict, which could easily interfere with the change process. To take one step forward however, the editing team also argues that
The third level of the pyramid of needs has also motivated my desire to obtain my degree at Davenport. This level refers to the sense of belonging to a family, a group of friends or colleagues. This motivated me in the meaning that I desired to continue the family tradition and better relate to the family members that had attended Davenport. Also, this need was reflected by my desire
Since the increased presence of a part-time workforce and the emergence of contingent workers are two of the most common, nonstandard work statuses evidenced in recent U.S. history, their development is worthy of considerable attention" (emphasis added) (p. 16). White-collar contingent workers, and the human resource departments responsible for their administration, though, are both confronted with some motivational factors that may not be shared by their traditional counterparts, particularly those