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It might be acknowledged that politics are good at times, but for the company, it is more important to create a sound system of management that would be more in touch with the needs and requirements of employees. The short-term goal would therefore be to determine these needs and goals by means of a number of interviews. Employees will be encouraged to voice their concerns and needs, as well as to provide input for the improvement of the company as a whole. In both the short- and long-term, the most important factor to install would be a sound basis of communication among employers, employees, and everybody in the company. Only by communicating effectively within its internal environment can the company begin to prioritize and reach its goals effectively.
Shuceta's motivation for taking the job might be explained by the incentive theory of motivation (Cherry, 2012), which holds that a person…
Schermerhorn, J.R. (2011). Management and organization behavior. (1 ed.). Danvers, MA: John Wiley & Sons, Inc.
McNabb, D.E. (2007). Knowledge management in the public sector. Armonk, New York: M.E.Sharpe.
Miner, J.B. (2005). Organizational behavior one, essential theories of motivation and leadership. New York: ME Sharpe Inc.
(January 9, 2012 Monday ). MARCHING WITH MOTIVATION. Heal India, Retrieved from http://www.lexisnexis.com.library.gcu.edu:2048/hottopics/lnacademic
The Walt Disney
The Walt Disney Company
The Walt Disney Company
An organization is any social entity that has a well-designed structure to coordinate its functions, and the organization has to have a specific goal. Most organizations hardly work internally alone, but rather involve the external environments. Some organizations are profit oriented, like the business organizations, while others are non-profit making (Daft et al. 2010). In this context, a contemporary focus is overlooked towards the Walt Disney Company, a profound firm dealing with mass media and affiliated industrial operations.
Brief Company Profile
Walt Disney Company was founded in 1923, and has always kept the reputation in providing quality and extremely creative products, which consumers have loved ever since. The organization specializes in providing quality entertainment, services of media communication, broadcasting, television programs and live performances. The company, which is located in California (United States), exemplifies exponential characteristics that…
Barry, L. (2009) Think Like an Iconoclast: The Principles Of Walt Disney's Success: Rotman Magazine, Pg 108-110.
Daft, R.L., Murphy, J. & Willmott, H. (2010) organization Theory and Design: New York, Cengage Learning EMEA.
Forester, M. (2002) Table-Talk Perspective: Chain Store Age, 10870601, Vol.78, Issue 11.
Gershon, R.A. (1996) The Transnational Media Corporation: Global Messages and Free market Competition: New York, Routledge.
The authors contend in this phase that once the constraint has been identified, it needs to also be isolated so that controllable and uncontrollable areas can be defined. The control mechanism, often called a buffer, shields the constraint from extraneous effects and other variables so that strategies can be defined for minimize constraint variation first, and eventually externalizing the constraint (Lepore, & Cohen, 1999). Buffers often are managed to a series of metrics or key performance indicators to assure that any external factors or forces are not significantly influencing it over time. The greater the variability in a constraint the greater the need for a buffer to be agile and capable of shielding the constraint from the effects of extraneous factors so approaches can be found to minimize it (Lepore, & Cohen, 1999). This is an essential step for eventually minimizing constraint variation and externalizing it.
The authors clearly are…
Lepore, D, & Cohen, O. (1999). Deming and Goldratt: the theory of constraints and the system of profound knowledge- the Decalogue. Great Barrington, MA: The North River Press.
Park, S., Ntuen, C., & Park, E.. (2009). A new paradigm of Six Sigma: Knowledge-based Digital Six Sigma. Total Quality Management & Business Excellence, 20(9), 945.
Therefore, it is important that they understand the influence of violence on their behavior.
The most important objectives of this campaign are represented by:
Increasing awareness on this issue
Improving the activity of authorities in such situations
Changing violent behaviors
The resources that the campaign is based on are represented by supporters, reputation from other campaigns, and the help of authorities. It is important that the campaign benefits from an increased number of supports. This is because they can help promote the campaign and its objectives. The reputation from other campaigns is intended to attract a higher number of sponsors. The success of this campaign relies on the relationship between the ed Cross and the authorities in these countries.
The targets of this campaign are represented by:
People that observe violent behavior in others
People that practice such violent behaviors
There are several messages addressed by the campaign. The…
1. Annual Report (2010). ICRC. Retrieved March 9, 2012.
2. Kimbarovsky, R. (2009). 10 Small Business Social Media Marketing Tips. Retrieved March 9, 2012 from http://mashable.com/2009/10/28/small-business-marketing/ .
3. Guion, M. (2008). Internet Usage Gaps in Developing Countries: Challenges and Solutions. InfoTech. Retrieved March 9, 2012 from http://it.tmcnet.com/topics/it/articles/36595-internet-usage-gaps-developing-countries-challenges-solutions.htm .
Management of Organizations
Significance of Managers in Achieving Organizational Success
Organic vs. Mechanistic Organization
Process of Formulating Corporate Strategy
Meaning of Organizational Culture
Management of Organizations
Organizational management is one of the most crucial components for organizational success and productivity. This is primarily because the process entails handling various aspects that are geared towards achieving the organization's overall objectives. Some of the most important issues in organizational management include effective decision making and conflict resolution. These important aspects are usually handled by the organization's top management, which play a vital role in ensuring organizational success. For managers, the process also entails formulating corporate strategy and creating a suitable organizational culture that helps in realization of the overall goals and objectives.
Significance of Managers in Achieving Organizational Success
As previously mentioned, organizational managers play an important role in the success of an organization, especially in relation to decision making. Actually, organizational…
Cohen, S., Eimicke, W. & Heikkila, T 2008, The effective public manager: achieving success in a changing government, Jossey-Bass, New Jersey.
Gitman, L & McDaniel, C 2007, The future of business: the essentials, Thomson Higher
Education, Mason: Ohio.
Hill, C & Jones, G 2012, Strategic management theory: an integrated approach, Cengage
The primary challenges of organizational teams are based on the need for individuals with different roles and tasks to come together, communicate effectively, collaborate and essentially work as one unit towards a common goal. The main challenges involve leadership, empathy and commitment. Tuckman’s five stages of team development are involved in addressing these challenges as they focus the team in a systematic way on fulfilling the demands of each phase of development starting from the beginning and going through all the way to the end. The five stages are a) forming, b) storming, c) norming, d) performing and e) adjourning (Tuckman & Jensen, 1977).
The first stage—forming—focuses on the moment when the group is coming together for the first time. Typically, there will be worries and concerns that each member has. The forming stage is the period wherein these anxieties should be stated: every member should be allowed to…
Software is needed in order to reduce the need to execute slow, manual communications via phone, fax, courier and alike means. These tools are needed to automate processes such as asking for information from government entities, which frequently requires wide-ranging but redundant paperwork. By hastening communications, software permits title companies to serve consumers more competently and, in turn, serve more consumers without adding staff. In some instances, the software allows title companies to access real-time HUD information completely online, with no need for hard copy paperwork, using web-based interfaces that access the necessary databases distantly (Austin, 2012).
Another area that could be very helpful is that of placing online orders with vendors. The kind of system captures information entered by hand and applies the information automatically to a variety of documents, getting rid of time-consuming and superfluous work. The software automates document preparation for processes at dissimilar stages of the…
Austin, S.N. (2012). Software for Title Companies. Retrieved from http://www.ehow.com/list_6705247_software-title-companies.html
Environmental Benefits: Reuse & Recycling Ink and Toner Cartridges. (2009). Retrieved
Klein, M. (2010). 6 Business Benefits for Recycling the Big 5. Retrieved from http://blog.greennurture.com/2010/11/transforming-your-waste-stream-into-a-recycle-stream/
Deficiencies in Organizational Management That esulted in the Economic Meltdown
Since the onset of the global financial crisis, everyone wanted to know what happened and what caused the entire situation. Analysts, economists and experts have all come up with many different reasons and explanations for what triggered the meltdown. To some extent many of these are intertwined and connected to another. Organizations such as Bear Sterns, Lehman Brothers, Freddie Mac and Fannie Mae were flawed at similar regions. In other words, there was a common denominator that ultimately led to the crisis for all these corporations. A fundamental error which is present in nearly all of the organizations which were directly to blame for and were directly affected is the problem of governance and management within organizations. As the companies and firms were not managed in a sustainable and healthy manner, their minor everyday errors built up and lead to…
Berrone, P. (2008). Current Global Financial Crisis: An Incentive Problem. Occasional Paper,. [e-book] Madrid, Spain: Unversity of Navarra. http://www.kantakji.com/fiqh/Files/Markets/p109.pdf [Accessed: 30th July, 2013].
Buiter, W. (2009). Lessons from the Global Financial Crisis For Regulators And Supervisors.. [e-book] Available through: London School of Economics and Political Science http://eprints.lse.ac.uk/29048/1/Lessons_from_the_global_financial_crisis.pdf [Accessed: 30th July, 2013].
Clarke, T. (2010). Recurring Crises In Anglo-American Corporate Governance. Contributions to Political Economy, 29 pp. 9-32.
Kirkpatrick, G. (2009). The Corporate Governance Lessons from the Financial Crisis. Financial Market Trends, 1.
Leadership Priorities and Practice in Organizational Management
The enterprise software industry is going through a series of disruptive innovations that are disrupting the economics of the industry while also shifting the balance of power away from the Chief Information Officer (CIO) to the line-of-business leaders including the Vice Presidents, General Managers and Directors of Business Units. As this balance of power shifts throughout enterprise software, many long-standing approaches to developing, delivering, monetizing, and supporting software are also changing. One of the most successful companies in the enterprise software industry, specifically in the Aerospace and Defense sector, is Cincom Systems. Cincom has been able to attain a highly profitable business model by creating very customized systems for customers' needs while at the same time creating maintenance agreements that ensuring highly profitable recurring revenue stream over the long-term. This strategy has been largely responsible for the company's ability to withstand the recurring…
Adler, P.S., McDonald, D.W., & MacDonald, F. (1992). Strategic management of technical functions. MIT Sloan Management Review, 33(2), 19-19.
Carroll, S.J., & Gillen, D.J. (1987). Are the classical management functions useful in describing managerial work? Academy of Management. The Academy of Management Review, 12(1), 38-38.
Cunningham, J.B. (1979). The management system: Its functions and processes. Management Science, 25(7), 657-657.
Gold, B. (1991). Towards the increasing integration of management functions: Needs and illustrative advances. International Journal of Technology Management,, 10-10.
culminate learning achieved demonstrating knowledge organizational management synthesizing information class work life experience. Focus Final Paper Think organization worked familiar.
The business climate of the modern day society is rapidly changing due to emergent pressures in all technological, political, economic, ecologic or social stances. As technology evolves, the business entities are forced to cope with intensifying competition, to allocate new funds and to integrate new technologies that improve organizational operations. Then, in the context of an increasingly global market place, the economic agents have to simultaneously comply with the regulations issued by multiple regulators. In terms of the economic pressures, these refer to changing prices of commodities, but also the internationalization of the economic crisis, which generates changes in customer behavior. Finally, at the level of the social and ecologic environments, the economic agents are faced with more pressure to operate in a means in which they create…
Greenwald, R. (2005). Wal-Mart: the high cost of low price. Documentary Knorr, A. Andreas, A. (2003).Why did Wal-Mart fail in Germany? Institute for World Economics and International Management. http://www.iwim.uni-bremen.de/publikationen/pdf/w024.pdf accessed on August 21, 2012
Weiss, J.W. (2012). Organizational change. Bridgepoint Education
Kotter's 8-step change model. Mind Tools. http://www.mindtools.com/pages/article/newPPM_82.htm accessed on August 21, 2012
(2011).The 8-step process for leading change. Kotter International. http://www.kotterinternational.com/kotterprinciples/ChangeSteps / accessed on August 21, 2012
Organizational Change in the Public Sector
This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major step in transforming public organizations. This proposal further hypothesis that establishment of long-term and productivity advantages are crucial throughout the organization.
SCOPE AND PURPOSE
Factor 1: Need for change
Factor 2: implement a Plan for change
Factor 3: create political internal environment for Change
Factor 4: Support and Commitment from managers
Factor 5: enhancing External Support
Factor 6: Provide Resources for change
Factor 7: establish Change
Factor 8: ascertain comprehensive Change
Determinants of implementing…
Abramson, Mark A., and Paul R .Lawrence .2001. The Challenge of Transforming
Administration and its influence on organizational change. Management Decision,
50(10), 1843-1860, Review 62: 555-67.
Armenakis, Achilles A ., and Arthur G .Bedeian .1999 .Organizational Change: A Review of Associates.
Analysing Organisation: Using relevant theoretical perspectives frameworks, critically analyse organisation choice.
Analyzing organization is the process of assessing the organizations systems, functionality and capacity so as to increase the organizations performance, efficiency and overall output. This is done by using various theories and models whose aim is to understand the structure of the organization, technology and behavioral relationships Bate, Khan, & Pye, 2000.
This should be a periodic and detailed activity that assists the organizations management to identify any inefficiency or problems that may have risen and have not been dealt with the management will then come up with strategies to deal with them.
Compulyzed Telecommunications is a telecommunications company dealing with telephone, cabling, and internet provision services for both home and corporate clients. Compulyzed Telecommunications had an increase of 1.7% operating profit in the fiscal year 2011 as compared to the previous year this was…
Barney, J.B. (1995). Looking inside for Competitive Advantage. The Academy of Management Executive (1993-2005), 9(4), 49-61.
Bate, P., Khan, R., & Pye, A. (2000). Towards a Culturally Sensitive Approach to Organization Structuring: Where Organization Design Meets Organization Development. Organization Science, 11(2), 197-211.
Becker, I., & Flaxer, E. (2008). Analysing the Hierarchical Organization of Text by Using Biologically-Inspired Statistical Methods. [Article]. Journal of Quantitative Linguistics, 15(4), 318-339. doi: 10.1080/09296170802326657
Bloodgood, J.M., & Bauerschmidt, A. (2002). Competitive Analysis: Do Managers Accurately Compare Their Firms To Competitors? Journal of Managerial Issues, 14(4), 418-434.
Organizational Behavior Case Study
esidential care facility's staff plays an important role in the daily lives of residents; unfortunately these facilities are usually faced with organizational obstacles and lack of information that prevents them from taking proper care of residents (Smith, 1998). This organizational behavioral case study is about a residential care facility which is part of a parent company that runs six different residential care facilities. The management of the company observed, this residential care facility facing serious problems. Turnover rate was high, performance was poor and economic losses were high.
In order to diagnose and solve the problem; parent company conducted a culture survey in all of its residential care facilities in which each member was bound to participate. The results were satisfactory for all residential care facilities except this care facility which showed totally negative results.
Looking at this serious situation; management hired a new…
Atchison, J. (1998). Perceived job satisfaction factors of nursing assistants employed in Midwest Nursing
Homes. Geriatric Nursing.
Cunningham, J.B. & Eberle, T. (1990). A Guide to Job Enrichment and Redesign. Personnel, Feb 1990,
p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work.
Organizational Theory #2
What core competences give an organization competitive advantage? What are examples of an organization's functional-level strategies?
Core competencies are those capabilities that are critical to a business achieving a competitive advantage in the marketplace. Typically, core competencies can be identified by certain common characteristics -- offering a benefit to the customer, difficult to imitate, uniquely identify the organization and easily leveraged to create many products or operate in many markets (Kern, 2010). The organization that is best able to use its resources to create value is in an ideal position to outperform the competition, thus creating advantage (Jones, 2010). Core competencies tend to change in response to changes in the environment. They are flexible, evolve over time and enable the company to enter apparently different markets with a clear and distinctive brand proposition. Examples of core competencies include manufacturing, research and development, new technology or organizational design…
Jones, G. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Terry, L.D., & Hoefer, R.A. (1995). Making politics and power respectable. Public Administration Review, 55(3), 298.
Furuholt, (2006) argues that lack of management engagement to the acceptance of information systems has been a barrier to the implementation of information systems. The issues are even common with organizations in the developing countries where management does not give enough priority to the information systems implementation. Importantly, implementation of information systems requires management support since management will need to approve fund that would be used for IS implementation. Generally, younger people are more interested in the it tools than older people. In a situation where number of older working team outnumbers younger working team within an organization, the IS implementation may be cumbersome.
More importantly, lack of knowledge of information systems may serve as barrier to its implementation. In the developed countries, private and public organizations have already aware the importance of information systems to the organizations. Many organizations in developed countries already realize that it tool is a…
Abukhzam, M. & Lee, a. (2010). Factors affecting Bank Staff attitude towards E-banking adoption in Libya. The Electronic Journal on Information Systems in Developing Countries: 42(2): 1-15.
Ali, S.N.A. (2010). E-government services: an exploration of the main factors that contribute to successful implementation in Libya. PhD thesis, University of Portsmouth.
Bartol, K.M. (1982). Managing Information Systems Personnel: A Review of the Literature and Managerial Implications. MIS Quarterly.
Boh, W.F. & Yelling, D. (2007). Using Organizational Architecture Standards in Managing Information Technology. Journal of Management Information Systems. 23 (3): 163 -- 207.
This qualitative study, which used the methods of case study, in-depth interviewing, and focus group discussions (FGDs) is particularly vital to the implementation of change in organizational structures, from being a hierarchical to being decentralized. Like Perry, the study puts the manager's role as the most pivotal within the organization, primarily because s/he serves as the 'catalyst' for change and innovation in it.
Other literature also stress the role of power and control in helping the "new managers" of the 21st century to further develop their significant positions in the organization. Hill's (2005) study of managers for the century reflects how learning is achieved through experience, backs up theoretical assumptions that management for the 21st century does not demonstrate parallelism between its theories and actual applications. This assertion is mirrored in a theoretical study by Drejer (2004) and Klagge (1998), wherein he found out that training and learning for new…
Balogun, J. (2004). "Organizational restructuring and middle manager sensemaking." Academy of Management Journal, Vol. 47, Issue 4.
Callanan, G. (2004). "What would Machiavelli think? An overview of the leadership challenges in team-bases structures." Team Performance Management, Vol. 10, No. 3.
Drejer, a. (2004). "Back to basics and beyond: Strategic management -- an area where theory and practice are poorly-related." Management Decision, Vol. 42, Issue 3.
Hill, L. (2004). "New manager development for the 21st century." Academy of Management Executive, Vol. 18, Issue 3.
(Building and Maintaining a Diverse Workforce)
Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)
The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and…
Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at http://www.opm.gov/Diversity/diversity-3.htm . Accessed on 15 January, 2005
Creating a Diverse Workforce" Retrieved from Retrieved at http://www.businessweek.com/adsections/diversity/diversework.htm . Accessed on 15 January, 2005
Recruiting and Managing a Diverse Workforce" Retrieved at http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed on 15 January, 2005
Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at http://www.minoritygraduate.com/feature27.asp. Accessed on 15 January, 2005
A Comparison of Management and Leadership
Management and leadership are often mistakenly considered to be the same thing. In truth, management and leadership are different processes and involve different activities. This means that a good leader is not necessarily a good manager, and that a good manager is not necessarily a good manager. This will now be discussed in more detail by comparing leadership and management and by comparing the traits of a leader and the traits of a manager.
Management can be broadly defined as the ability to manage resources to achieve goals. In practice, this refers to controlling both material resources and people to achieve the goals of the organization. Management can be further divided into the tasks of organizing, planning, controlling, and directing. The manager's role is to manage tasks and people on a consistent basis to ensure that goals are met.
Leadership is defined as…
Robbins, S.P. (2001). Organizational Behavior. Upper Saddle River, NJ: Prentice-Hall Inc.
Organizational Approaches to Managing Ethics
Managing ethics in the workplace is a moral necessity as well as a practical one. Without formal management of ethics in the work environment, an organization puts itself on the path of increased risks of sorts. As time passes, and particularly in the 21st century, a great deal of attention to the management of ethics in the workplace is paid by professionals in a wide variety of industries. Whereas ethics used to be considered in the realm of philosophers, theologians, academics, and social workers, professionals in all industries see the practicality and again, necessity of the management of ethics of the workplace.
There are many benefits to ethics in the workplace that often save an organization time, money, and other valuable resources. Ethical programs in the workplace can often promote teamwork and productivity. (McNamara, 2012) Ethical management in the workplace often falls under…
McNamara, MBA, PhD, C. (2012). Complete Guide to Ethics Management: An Ethics Toolkit for Managers. Free Management Library, Web, Available from: http://managementhelp.org/freebusinesstraining/ethics.htm . 2012 November 04.
Paine, L.S. (1994). Managing for Organizational Integrity. Harvard Business Review, Web, Available from: http://hbr.org/1994/03/managing-for-organizational-integrity/ar/1 . 2012 November 04.
Organization Change Leadership
Every organization has a culture observed in daily operations. Organizational culture oftentimes influences the extent of performance and success (Burke, 2008). For instance, the visit to county jail and federal prison showed a difference in culture. The new federal prison suggested that the management intends to establish tight security. On the other hand, the county jail had established a culture where jailers freely interacting even with staff members. For many organizations, culture should be handed down from before current employees as they join an organization. According to head of OD group in Proctor and Gamble, culture introduced by the founders should be handed down even to future employees.
Cummings and Worley (2005) observed that organizational culture plays a big role in managing an organization. First, it sets the standards for all stakeholders involved in the organization. For instance, the management will always want to encourage a certain…
Burke, W.W. (2008). Organization change. Thousand Oaks, CA: Sage pub.
Cummings, T.G., & Worley, C.G. (2005). Organization development and change. Mason,
Organization Culture: An Analysis of Two Articles
Organizational Culture: An Analysis of Two articles
A collective organization approach is one that seeks to empower individual capacity to handle organizational issues at an individual level. In this case, the spirit of independence is vital since it responds to organizational challenges, and thus, maintaining spillovers cooperatively. Based on this approach, it is appropriate to assess the scholarly approach designated to empower organizational culture. Scholarly, such a culture ideally seeks to minimize derivative concerns that are resulted by an improperly dispensed leadership ideology. This analysis will seek to examine the validity of two articles and their interrelationship in terms of concepts. The analysis will prove that an appropriate organization culture is one that fosters a spirit of collectivism.
Summary of the two articles
Stohr et al. (2012) approach towards organizational culture is structurally developed towards affiliating all members in a given organization setting.…
Finkelstein, M.A. (2011). Intrinsic and extrinsic motivation and organizational citizenship behavior: A functional approach to organizational citizenship behavior. Journal of Psychological Issues in Organizational Culture, 2(1), 19-34.
Stohr, Mary K., Hemmens, Craig, Collins, Peter A., Inannacchinone, Brian, Hudson, Marianne, Johnson, Haily. (2012). Assessing the Organizational Culture in a Jail Setting. The Prison Journal, Vol. 92: pp. 358-387
This suggests that people act fairly in part because of what they think may be the result of other people's reaction to the self-serving behavior. People appreciate distributive equity that further supports their personal circumstances. On the other hand, more recently, social scientists, such as Miller (1999) have argued that people do care about justice and behave with justice-seeking behavior instead of this more selfish self-interest. In other words, there is no overall behavior that is common to all people.
As noted in ischer et al. (2007), what motivates employees has normally been studied in laboratory settings, which is an artificial approach. or, the better alternative, studies have asked employees about their thoughts concerning the company's allocation policies. As noted, it is important to know what employees actually perceive instead of what decision makers intend to do. Thus, ischer's research focused on employees' perceptions of the allocation decisions made by…
Fischer, R., Smith, PB., Richey, B et al. 2007 "How Do Organizations Allocate Rewards?"
Journal of Cross-Cultural Psychology, vol 38, no 1, pp 3-18.
Miller, DT 1999. "The norm of self-interest," American Psychologist, vol 54, pp.1053-1060.
Abraham H. Maslow and Douglas M. McGregor both believed that in order for people to work to their full potential, they're basic needs have to be satisfied. (Herzberg, 1964) Douglas McGregor also put forth the concept that people's management-behavior is dependent upon their view of human beings and work. (McGregor, 1960) rganizational design concepts have been constantly evolving since the last fifty years. Change is good and should be used as a strategy for organizations to achieve their goals and objectives. (McNamara, 2003)
This thesis will be based on primary as well as secondary research. Initially an extensive secondary exploratory research will be conducted on the topic of management styles used globally, the culture and values of the Middle East and management styles that were used in the past and those that are currently used. This phase of the thesis is expected to take about a month and…
Osterman, Paul. "Supervision, Discretion, and Work Organization." The American Economic Review 84.2 (1994): 380-84.
Porter, Michael E. The Competitive Advantage of Nations. New York: Free Press, 1990.
Tannenbaum, Scott I, and Lisa M. Dupuree-Bruno. "The Relationship between Organizational and Environmental Factors and the Use of Innovative Human Resource Practices." Group & Organization Management 19.2 (1994): 171-202.
Anything that appears challenging or threatening in the external environment needs to be taken seriously and this is where management plays a key role.
Internal factors or forces on the other hand are more concerned with organizational culture, mission and values and human resource. While all managers are required to remain true to organization's culture and uphold its values at all times, a real manager is the one who knows when to mould the culture in such a way that it would remain close to its original values while at the same time also become more accepting of external changes. A manager who is blinded by his organization's culture and beliefs is likely to miss signs of external change. Management needs to understand that internal forces are within its control and thus can be used constructively for the benefit of the entire organization instead of allowing it to control the…
Lawton, P. (1995, September). Initiating and managing change in your organization. CMA Magazine, 69 28-32.
Anamnesis, A. (1996). The root ideas in dealing with change. Physician Executive, 22 41-45.
Further, coercive and reward power are often highly distributed through the more agile organizations and as a result must be applied immediately to behavior to be effective.
In the context of Dr. Edgar Schein's (1983) analysis and presentation of results in his working papers referenced in this document, an industry's growth and culture is well defined in the following quote. In the working papers, Schein (1983) writes:
For an organizational culture to exist, there must be a definable organization in the sense of a number of people interacting with each other for the purpose of accomplishing some goal in their defined environment. The founder of an organization simultaneously creates such a group and, by force of his or her personality, begins to shape the culture of that group. But the culture of that new group is not there until the group has had its own history of overcoming various crises…
Azize Ergeneli, Guler Sag, Iam Ari, Selin Metin. 2006. Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research 60, no. 1 (December 1): 41. (Accessed December 6, 2007).
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Geert Hofstede, 2006 - Summary of Ideas about Cultural Differences. From Geert Hofstede's personal website: Accessed on December 7, 2007:
Managing Diversity in Organizations
Diversity can be described as the manner of recognizing, appreciating, accepting, respecting, and reveling dissimilarities among individuals with regards to age, class, ethnicity, sex, physical and intellectual capability, race, and sexual orientation (Esty et al., 1995). Diversity has become a significant and beneficial component for organizations. With the constant increase in globalization, organizations have been forced to diversify their set of personnel in the work environment. Employees come from diverse backgrounds, geographical areas, tribal and ethnic origins and bear distinctive diverse abilities and aptitudes. It is essential for people to work together and combine abilities and manage diversity commendably in the environment. Every individual's opinions, activities, and also principles are molded by his or her culture. Organizations have to institute diversity into their structures and policies in order to attain the projected goals and objectives (Esty et al., 1995).
The issue of diversity does not just…
Bolen, L., &Kleiner, B. H. (1996). Managing diversity in the workplace. Cross Cultural Management: An International Journal, 3(4), 3-8.
Cox, T., & Beale, R. L. (1997). Developing competency to manage diversity: Readings, cases & activities. Berrett-Koehler Publishers.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
Estyy, K., Griffin, R., Schorr-Hirsh, M. (1995). Workplace Diversity: A manager's guide to solving problems and turning diversity into a competitive advantage. Massachusetts: Adams Media Corporation.
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus on facilitating learning, not imposing training." (Chapman, p. 1) It is conceivable that an appeal to this approach might have spared much of the uncertainty that permeated Cutting Edge Paper during and after the changeover in ownership.
Another recommendation is for the opening of dialogue during the process of transformation so that leadership can become more attuned to the needs of personnel. It is conceivable that during this transformation and Cutting Edge Paper, some ambiguity might have been reduced if leadership…
Chapman, A. (2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
Eustis, J. & McMillan, G. (1997). Technology Initiatives and Organizational Changge: Higher Education in a Networked World. CAUSE '97.
They were rewarded excessively for high performance and punished excessively for poor performance. The management style fostered a tremendously competitive environment among employees through a "rank or yank" policy in which all employees were evaluated every six months and categorized into three performance ranges of whom everybody in the lowest ranking was subject to termination unless performance improved satisfactorily in the subsequent evaluation period
As in the case of cults, the Enron initiation phase was followed immediately by the indoctrination and conversion phase during which employees were simultaneously rewarded with excessive luxuries and also subjected to the intense pressure to surrender their psychological independence, conform to corporate values, and also to a highly competitive work environment. More specifically, the organizational culture at Enron continually promoted the notion that all of its employees were the best and most talented in the world. Yet, they were also subjected to a punitive culture…
Phillips, K. (2008). "Bad Money: Reckless Finance, Failed Politics, and the Global Crisis
of American Capitalism" New York: Viking.
Zimbardo, P. (2007). The Lucifer Effect: Understanding How Good People Turn Evil. New York: Random House.
Most audit managers assign supervisory tasks to senior auditors and, in general, consistently encourage more senior auditors to fulfill a mentor role within the audit team.
The dual benefit of this practice is that it fosters greater team unity and a healthier organizational culture, in addition to enabling junior auditors to learn technical skills from their more senior associates. Very often, the types of relationships maintained by senior auditors within their audit teams is one of the most important criteria considered in conjunction with possible recommendations for future promotion of senior (GS-13) auditors to management at the GS-14 level. By the time auditors reach the GS-13 level, they are not readily distinguishable from one another in technical skill (or they would not have risen above the GS-12 level).
Therefore, it is precisely their performance in the unofficial role of "supervisory" auditor that is most often considered the difference between auditors…
Kinicki, a., Williams, B. (2005) Management: A Practical Approach. New York: McGraw-Hill.
Nowalinski, G. (2001) a Brief History of the HHS Office of Inspector General USDHHS Office of Inspections and Evaluations. Washington, DC: GAO
U.S. Health and Human Services Office of Inspector General Public Website, Retrieved March 24, 2008, at http://oig.hhs.gov/organization/OAS/index.html
These codes of ethics play a very important role in any industry.
In this particular pharmaceutical company, if the art, copy, medical and the quality assurance department will bear in the mind about these codes of ethics,
It should be noted that a company is always pursuing for just one direction, for one common goal, hence everybody must also be working on that common direction. It is important that every employee understand that before each makes his/her own initiatives it is better to know the company first because there are times that some they do not understand fully the main objective of the company thereby making jump in to conclusions sacrificing the ultimate goal of the company.
Like for example in the University of Western Australia (obson 1005), their teaching on organizational management is focused on main key principles: (1) Equity and Justice (2) respect for People and (3) Personal…
Robson, Allan. Code of Ethicss & Code of Conduct. Vice-Chancellor, University of Western Australia. September 2005. http://126.96.36.199/search?q=cache:VoFMZJRAOEYJ:www.hr.uwa.edu.au/publications/code_of_ethicss+Personal%2BCode%2Bof%2BEthicss+Human+Resources&hl=en&gl=ph&ct=clnk&cd=2
This ownership of the issue will ensure that any changes that need to be implemented will not be met with resistance as well as ensuring their motivation toward the potentially changing tasks (Wagner & Gooding, 1987).
A leader in this environment will need to continue to reinforce the level of achievement motivation in each employee, emphasizing department excellence and pride in job performance (Sing, 2002). eminders about the goal of the police department to ensure the safety of the general public will take the focus off of the increased work load and put it back on the larger picture of the importance of police work to the community.
An increase in direct communication between the leader and the staff will also contribute to sustained motivation and job performance. This can take the form of an increase in regular supervision or support meetings between the manager and the individual staff. Specific…
Gagne, M. & Deci, E.L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-363.
Hofstede, G. (1980). Motivation, leadership, and organization. Organizational Dynamics, 42-63.
Singh, N. (2002). Human relations & organisational behaviour. Human relations & organisational behavior.
Wagner, J.A. & Gooding, R.Z. (1987). Shared influence and organizational behavior: A
Organizational Assessment as Impetus for Change at a Vet Center
Organizational Assessment as an Impetus for Change at a Vet Center
Organizational Context. Every type of organization has, or should have, as a major goal, the need to optimize the productivity of its human resources (Farr, Schuler & Smith, 1993). One organization that has recently assumed critical importance in the U.S. is the Department of Veterans Affairs (VA). Today, the VA is responsible for administering an enormous healthcare and benefits network for its active duty and retired service members and their families at U.S. taxpayer expense.
Among the most prominent of such government-administered programs is the healthcare systems comprised of VA medical centers (VAMCs), outpatient clinics (VAOPCs), community and outreach clinics, and numerous Vet Centers. In fact, taken together, almost one-third of the American population (around 70 million persons who are veterans, dependents and survivors of deceased veterans) are eligible…
Alioth, A., Duell, W., Frei, F., Hugentobler, M., & Schurman, S. (1993). Work design for the competent organization. Westport, CT: Quorum Books.
Becker-Reems, E., & Garrett, D. (1998). Testing the limits of teams: How to implement self- management in health care. Chicago: American Hospital Publishing.
Coopman, S.J. (2001). Democracy, performance and outcomes in interdisciplinary health care teams. The Journal of Business Communication, 38(3), 261.
Dallimore, E.J. & Souza, T.J. (2002). Consulting course design: Theoretical frameworks and pedagogical strategies. Business Communication Quarterly, 65(4), 86.
Restructuring of First ank
Family enterprise, First ank, has, for three decades, been the town's only bank. Mr. First, the founder, originally instituted it as a little loaning shop; the small business grew larger, turning into the town's sole financial services organization. It provided small loans and over-the-counter cash facilities to clients. The town's growth, however, has led to a tremendous increase in the bank's client base, challenging the current operational structure of the organization. The problem faced is threat to the organization's existence, owing to the fact that the bank, at present, is not up to the task of meeting the town's growing demands. ank management, comprising chiefly of family members, is unwilling to alter the existing operational structure as well as improving quality and increasing the number of personnel employed. This has been a major factor in the bank's inefficient, stagnated, and outdated structure. Apart from hiring fresh…
Adler, P. S., & Shenbar, A. (1990). Adapting your technological base: the organizational challenge. Sloan Management Review. Fall 1990. p. 25-37.
Argyle, M. (1989). The Social Psychology of Work. Harmondsworth: Penguin.
Balogun, J., & Hope, H. V. (2008). Exploring Strategic Change. London: Prentice Hall.
Belbin, R. M. (1993) Team Roles at Work. Oxford: Butterworth-Heinemann.
Management and Leadership
Tuckman Stages of Team Development
The Tuckman stages of team development are an important concept for a health care leader. The five stages are the means by which a team can come together in pursuit of a common mission, and the means by which the team will retain its cohesiveness over time. The five stages in the Tuckman model for team development are forming, storming, norming, performing and adjourning. These stages take the team from its inception to the point at which the team in wound down..
The forming stage is usually a stage when "most team members are positive and polite." There is some anxiety about the project, uncertainty about both roles and the team's social structure, and many team members are quite excited about the project (MindTools.com, 2015). For the manager, the forming stage is important to set the mission for the team, outline the…
Chow, C., Gamulin, D. Haddad, K. & Williamson, J. (1998). The balanced scorecard: A potent tool for energizing and focusing healthcare organization management. Journal of Healthcare Management. Vol. 43 (3)
Harrison, D. (2000). Time, teams and task performance: Changing effects of surface- and deep-level diversity on group functioning. American Medical Journal. Retrieved December 6, 2015 from http://www.researchgate.net/profile/David_Harrison22/publication/234021571_Time_Teams_and_Task_Performance_Changing_Effects_of_Surface-_and_Deep-Level_Diversity_on_Group_Functioning/links/544827220cf2f14fb814208e.pdf
MindTools.com (2015). Forming, storming, norming and performing. MindTools.com Retrieved December 6, 2015 from https://www.mindtools.com/pages/article/newLDR_86.htm
Steun, J. (2015). Using the stages of team development. HR Web. Retrieved December 6, 2015 from http://hrweb.mit.edu/learning-development/learning-topics/teams/articles/stages-development
management and organization and reviews new trends. The essay also discusses new trends in management that affect organizations and the implications of those trends.
A survey of the literature reveals various definitions of management in use. Management has been defined as the process of getting things done through and with people. It is the planning and directing of effort and the organizing and employing of resources, both human and material, to accomplish some predetermined objective. (Jones and Bartlett, 2011).
BusinessDictionary.com (2011) defines management as the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. Management consists of the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing an organization's resources to achieve the policy's objectives.
Traditionally the term management refers to the activities, as well as the group of people, involved in four general functions: planning,…
BusinessDictionary.com. 2011. Management. [online] Available at: http://www.businessdictionary.com/definition/management.html [Accessed 19 July 2011].
Clemmer, J. 2010. Management vs. Leadership. [online] Available at: http://www.jimclemmer.com/management-vs.-leadership.php [Accessed 19 July 2011].
Jones and Bartlett. 2011. Today's Concept of Organizational Management. [online] Available at: http://www.jblearning.com/samples/0763746177/46177_CH03.pdf [Accessed 19 July 2011].
McNamara, C. (n.d.). Introduction to Organizations. [online] Available at: http://managementhelp.org/organizations/index.htm [Accessed 19 July 2011].
organizational chart for the proposed organization.
Include the title of positions and a brief description of the positions' duties and responsibilities.
The organizational structure of the Center is founded on a shared services model. President/director of the center has administrative, management and clinical skills in the field of human welfare along with behavioral health industry for twenty years. Open-book management, mutual respect and shared obligations are the key elements on which the philosophy of the management is based upon.
Director of the company will take care of the company and its management. elationships will be the primary variable in founding the direction of the center as the company is set up as a shared service model. Advisory board will be founded which will have four leaders in the area…
Allison, M. And Kaye, J. (2005). Strategic Planning for Nonprofit Organizations. Second Edition. John Wiley and Sons.
Haines, S.G. (2004). ABCs of strategic management: an executive briefing and plan-to-plan day on strategic management in the 21st century.
Lorenzen, M. (2006). "Strategic Planning for Academic Library Instructional Programming." In: Illinois Libraries 86, no. 2 (Summer 2006): 22-29.
Mckeown, M. (2012), The Strategy Book, FT Prentice Hall.
When Immelt took over as CEO of General Electric in 2001, he pledged to continue the tradition of Six Sigma that had been created by Jack Welch. However, in the years that have passed since Immelt gained control, the GE organization has struggled to maintain the same quality of culture that existed under the leadership of Welch. Brady (2004) interviewed Immelt about his position on Six Sigma in the organization. In this interview, Immelt admitted that his push toward innovation had made Six Sigma less of a driving force for quality development in the organization. While Immelt contends that he still utilizes Six Sigma as a foundation for operations in the organization, he also notes that Six Sigma and innovation cannot exist simultaneously.
Despite the challenges facing Immelt in his efforts to develop the organization, research demonstrates that this leader has had notable success in this area. To demonstrate the…
Brady, D. (2005). The Immelt revolution. Business Week, 3926, 64-73.
Cummings, K. (2005). Chapter one: early life. Jack Welch, 1.
Gunther, M. (2004). Money and morals at GE. Fortune, 150(10), 176-182.
Six Sigma leaders. (2005). Quality, 44(3), 80.
Human esource Management Book eview:
The Management of a Multicultural Workforce
Tayeb, Monir H. (1996) The Management of a Multicultural Workforce. London, England: John Wiley & Sons.
Issues pertaining to diversity and cultural education that once used to be the sole province of major multinational corporations have now become central issues even in many small and medium-sized companies today. No company can take comfort in its currently enclosed organizational culture and simply assert that 'that is the way things are done,' as an answer to all questions of cultural difference and organizational diversity. Also, Monir Tayeb suggests in the text The Management of a Multicultural Workforce that it is not simply enough that a company pats itself on the back that it has a manifestly, culturally diverse workforce in its demographic makeup. ather, such medium- and small-sized businesses as well as to multinational organizations must institute specific human resource management…
Resources Management by Jack J. Phillips stresses the need for human resources to provide justification for itself as a department in a 'bottom line' fashion that the author deems is most feasible and comprehensible to management, this text by Tayeb provides an even more critical fashion for human resources to remain respected in a functional organization that wishes to become more diverse. Without appropriate human resources intervention, diversity and cultural education may be understaffed and under-appreciated. Likewise, this text also provides an important cultural caveat for the text entitled The Team Trainer, Winning Tools and Tactics for Successful Workouts by William Gorden, Carole Barbato, Erica Nagel and Scott Myers. Some of the methodologies in that eminently readable text on team training might not be immediately amicable to more reserved cultural environments and climates, although it is, I believe, to my own environment, although not to every manager I have talked to in other organizations in my industry.
The Management of a Multicultural Workforce makes a persuasive and useful argument for the value of diversity education in all organizations. The nature of the education may vary according to the organization's size and composition of the employee and employer's backgrounds. Diversity education may seem more necessary in large organizations with individual of varied backgrounds, or reorganizing companies with a work staff from different organizational management environments and cultures. But still, diversity education and flexibility and tolerance in any organization cannot be ignored. The emphasis on the implications of national and organizational cultures for human resource management practices all firms of varying sizes remains key to coping with tomorrow's challenges. The text offers practical solution options as well as a historical context to the evolving concept of what constitutes a culture and notions of diversity. Finally, the text also provides potent statistical and real-life anecdotal evidence of the importance and the richness of such diversity for employees on a personal level, as well as how diversity is an asset, economically, to a company. Most importantly of all, The Management of a Multicultural Workforce highlights in a realistic rather than an idealistic fashion the tensions that will inevitable arise in newly heterogeneous settings at home and abroad, and the way that diversity education in human resource management practices can be translated and transported across borders.
One of the crucial elements towards the realization of organizational success and profitability is creating a suitable working environment for all employees to thrive as they carry out their respective responsibilities. In essence, employees' contributions towards the achievement of established business goals/objectives is largely influenced by the nature of the working environment and working conditions. However, employees' behaviors also play a crucial role in determining their productivity in the workplace. Self-defeating behaviors in the workplace contributes to stress, which in turn affects employees' input to work processes and the overall profitability of an organization. This paper examines the management of stress brought by self-defeating behaviors in the workplace. The evaluation includes recommendations of suitable solutions to this issue based on organizational theory concepts and the concepts of organizational behavior.
The organization I work for has several divisions or department that are mandated with various responsibilities and tasks towards…
My Utopia Job: CFO
Being a Chief Financial Officer (CFO) for a major Fortune 500 company would be my dream job. Capitalizing on a core base of competencies in accounting, cash flow management, and risk management, the CFO sits in the C-suite with a greater sense of purpose and a role that is instrumental in guiding the organization’s strategies (“Chief financial officer (CFO) job description,” 2017). An understanding of management concepts, theories, and principles will help me achieve this goal to help me manifest a utopic career. For example, systems theory shows how the CFO fits into the overall organization and its interdependent, multilateral nature. Likewise, the CFO must have mastered the main management concepts like those we have studied in this class including control and coordination. The CFO is role that balances strategy, tactics, vision, ethics, and communication. To be a successful CFO, one must also master essential conceptual,…
Despite their supposed differences, all of the foregoing organizational management techniques and approaches share some common themes involving getting a better handle of what is actually being done in companies and how better to manage these things. Unfortunately, another common theme these management approaches share is the inappropriate or misapplication of these approaches by managers who either do not understand how they work or by rabid managers who insist on absolute conformity with these processes and procedures without any room for flexibility according to the unique needs of the organization. In fact, according to Mills (2003), "Analysis of the data suggests that the implementation of organizational change, particularly selected change programs such as Culture Change, TQM and BP, does not follow the rational, orderly decision-making processes indicated by advocates" (p. 2). Nevertheless, some of the more recent management approaches do provide a more comprehensive analysis of what can reasonably be…
Ashkenas, R.N. (1994). Beyond the fads: How leaders drive change with results. Human Resource Planning, 17(2), 25-27.
Bailey, J. (1996). After thought: The computer challenge to human intelligence. New York: Basic Books.
Bennis, W. & Mische, M. (1995). The 21st century organization: Reinventing through reengineering. San Francisco: Jossey-Bass.
Bennis, W., & Nanus, B. (1985). Leaders. New York: Harper and Row.
management function organizing meet goals businesses today. Write a paper considers strategic role human resource management driving organizational performance.
General Motors: Case assignment
Over the course of the recent economic downturn, General Motors has had to fundamentally alter its way of doing business and its managerial structure. In the past, despite occasional efforts to reconfigure its outdated organizational operations, "the inability or unwillingness of management to recognize and respond to the core drivers of systemic change" doomed the company, and the federal government was forced to 'bail GM out' to insure its future solvency (MacDonald 2009). During its early years, the company's initial success lulled the management of GM into a sense of entitlement. "For most of the 20th century General Motors was the most dominant industrial company in the United States, if not the world. At one point, no other single company contributed more to America's GDP than did…
George, Bill. (2008). A radical fix for general Motors. Business Week.
Retrieved December 20, 201 at http://www.businessweek.com/managing/content/dec2008/ca2008122_788350.htm
General Motors. (2010). Supplier diversity. Official Website. Retrieved December 20, 201 at http://www.gm.com/corporate/dealers/diversity/
Hartung, Adam. (2009, June). The fall of GM: What went wrong and how to avoid its mistakes.
The Structure of the British Army Compared to a Civilian Business Organization
Military life, especially during combat situations, is difficult for the individual who has always been a civilian to imagine. The structure of the organization is rigid, strict control is maintained of all personnel, the management style is historically largely authoritarian, and conditions can be harsh. However, there are always people who volunteer for this service for many reasons. The individual lacks responsibility and wishes to gain it, there is a scarcity of sustainable employment, the promise of adventure awaits the soldier. Other reasons exist, every soldier or sailor has one, but whatever the reason when a person joins the military they soon understand the organization. There is no mystery regarding large goals or minor objectives. The British Army has a unique history and purpose that can be useful to companies that want to survive and remain successful…
Andrzejewski, S., 1954. Military organization and society. London: Routledge & Kegan Paul.
British Army., 2010. British army: An introduction. Retrieved December 15, 2010 from http://www.army.mod.uk/documents/general/2010_ARMY_Brochure_9.0_ (2).pdf
Caniglia, R.R., 2001. Leadership: U.S. And British approaches to force protection. Military Review, 81(4), pp. 72-81
Cassidy, R.M., 2005. The British army and counterinsurgency: The salience of military culture. Military Review, 85(3), pp. 53-64.
.....leadership eludes most as it such a term does not offer a clear and concise interpretation, it is a word that permeates through society. This is because many working or not working need leadership to fulfill objectives. There are those that take on the role of the informal leader, influencing others in a way that leads to the accomplishment of objectives. However, there are times when an individual is given a formal leadership role granting them formal authority regarding their subordinates.
Such positions can be managers, judges, prison wardens, and so forth. Management in general, falls within the context of formal leadership. This essay will cover the contrast of the role of manager versus leader in law enforcement. It will also provide a list of goals that can align with the mission statement of the chosen organization: Florida Gang Investigators Association.
In the U.S. criminal justice system, an estimated half…
Organizational theory refers to the behavioral and social theories which help in the understanding of both informal and formal organizations. It makes references to a number of fields - anthropology, sociology, psychology, semiotics, economics, communications science, history and cybernetics (Sage Publications, n.d). The field has become popular with sociological researchers. Many of these researchers, drawn from such fields as medical sociology, social movements, political sociology and education, have realized the need to study this concept because of the role in empirical research that big organizations play. Scholars out of this field have always found discussions regarding organizational theory arcane. These scholars also hold the view that all that organizational theory concerns itself with is firms and so it is not applicable in other social situations. The formal or complex organization is the study object in organizational theory. Assumptions are made that there exists goals, rules, hierarchy and definitions of membership…
Ascher, W. (2000). Applying classic organization theory to sustainable resource & environmental management. Retrieved from http://law.duke.edu/news/papers/ascher.pdf
Boundless. (2014). Why Study Organizational Theory?. Retrieved from https://www.boundless.com/management/textbooks/boundless-management-textbook/organizational-theory-3/why-study-organizational-theory-28/why-study-organizational-theory-163-7564/
Cohen, D, & Prusak, L. (2001). In Good Company. How social capital makes organizations work. Boston: Harvard Business School Press.
Conner, D. (1990). The changing nation: Strategies for citizen action (Handout materials). Atlanta: ODR, Inc.ent document.
Management and Leadership
As CEO, what do you see as your most important function?
As the founder and Chief Executive Officer (CEO) of my company, I am responsible and accountable for everything at the organization. My accountability for everything at the company emanates from the fact that I am the founder and not necessarily because of my position as CEO. As a result, I have several responsibilities and functions that are geared towards ensuring effective operations and productivity of the company. My most important function as CEO is to set company strategy and direction, develop and lead the organization's top management, build organizational culture, and allocate resources to the firm's priorities. These are important responsibilities that I cannot delegate to other stakeholders in the company. I also think that this is the most important function because it helps towards ensuring everything in the company is geared towards realization of established…
Organizational behavior is an important concept in the modern business environment since business organizations have experienced significant development and growth from the conventional times. This growth and development of business organizations that has contributed to the significance of the concept of organizational behavior has occurred in relation to organizational structure, people, and operations. As a relatively new discipline in business management, organizational behavior primarily focuses on group dynamics, execution of leadership, organizational functioning, and interactions between people in an organization. The emergence of this discipline in the 20th Century is attributed to its evolution from the conventional classical management theories to a complex concept and idea.
Definition of the Concept and Emerging Issues
Organizational behavior has widely been described as an academic field of study that focuses on explaining, understanding, forecasting, and managing human behavior within an organization or business environment. From a personal position, organizational behavior is the study…
"Emerging Trends in Organizational Behaviour." (n.d.). Trends in OB. Retrieved from Indian School of Mines website: http://ismdhanbad.ac.in/elearning/notes/trends_in_ob.pdf
Gillis, T.L. (2013). Current Issues in Organizational Behavior: Teaching Social Media and BYOD Policies. Retrieved October 14, 2015, from http://www.abeweb.org/proceedings/Proceedings13/Gillis.pdf
Griffin, R. & Moorhead, G. (2014). Organizational behavior: managing people and organizations. Mason, OH: Cengage Learning.
Johnston, K. (n.d.). How to Implement a Plan of Action to Strengthen Teamwork. Retrieved October 14, 2015, from http://smallbusiness.chron.com/implement-plan-action-strengthen-teamwork-13104.html
Organizational Development and Change
With so much competition in the modern day business, every company or institution has to invest in some elaborate adaptation plan if it is to stay afloat. With changes and evolution becoming mandatory, executives are under increased pressure to initiate and manage changes that will make their companies stronger and more competitive. Consequently, any analysis related to organizational changes has now taken precedence in organizational research. Nonetheless, the market still suffers from little or no research on the impact of organizational change on its growth and performance.
At present, organizational change research is inconclusive as most studies have established that very few organizational change programs lead to anticipated results. These studies have shown that organizational change programs generally do not lead to any short-term growth or boost in firm's performance. Even though there are a number of papers published to address and conceptualize organizational change models,…
Buchanan, D. And Huczynski, A. (2013). Organizational Behavior. 8th ed. Pearson.
Burnard, K. And Bhamra, R. (2011). Organizational resilience: development of a conceptual framework for organizational responses. International Journal of Production Research, 49(18), pp.5581-5599.
Brazier, A. (2014). Organizational change. Loss Prevention Bulletin 239, pp.3-6.
Cabrey, T. And Haughey, A. (2014). Enabling Organizational Change through Strategic Initiatives. PMI's Pulse of the Profession In-Depth Report:, pp.2-12.
West Transit Case Study
The relevance of teams in an organizational setting cannot be overstated. However, for teams to accomplish tasks for which they were formed, they ought to be effective. In essence, there are various approaches that could be used in seeking to gauge team effectiveness – i.e. on the basis of task performance, satisfaction of members, and the viability of the team. While task performance has got to do with how effective the team is in attaining the various performance objectives set within the timelines defined, member satisfaction is the extent to which members of the team feel that their contributions is valued and that their personal needs are addressed. On the other hand, team viability is essentially the willingness of team members to continue collaborating going forward so as to accomplish team objectives and goals. The team Bernie Hollis assembled lacks on the effectiveness front. This is…
Managing Diversity and Equal Opportunity
With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus on the companies' and managers' response to diversity, be it of any form (Watson, Spoonley, & Fitzgerald, 2009).
If the workforce of the present times is compared with the one that was found 20 years ago, it will be easy to observe that there are "more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes (i.e., baby boomers, Generation Xers, and Generation Nexters)" (iccucci, 2002) today. This situation has given birth…
Hemphills, H., & Hayne, R. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Westport, CT: Quorum Book. Retrieved December 15, 2012, from http://www.questia.com/read/23366693/discrimination-harassment-and-the-failure-of-diversity
King, A.S. (1995, December). Capacity for Empathy: Confronting Discrimination in Managing Multicultural WorkForce Diversity. Business Communication Quarterly, 58(4), 46+. Retrieved December 14, 2012, from http://www.questia.com/read/1G1-18023663/capacity-for-empathy-confronting-discrimination-in
Ollapally, A., & Bhatnagar, J. The Holistic Approach to Diversity Management: HR Implications. Indian Journal of Industrial Relations, 44(3), 454+. Retrieved December 15, 2012, from http://www.questia.com/read/1G1-210224380/the-holistic-approach-to-diversity-management-hr
Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder, CO: Westview Press. Retrieved December 14, 2012, from http://www.questia.com/read/100875091/managing-diversity-in-public-sector-workforces
If one takes the broad generalization of the mega-environment (general environment); one finds the conditions and trends that make up the organizational culture or even the society in which one operates. This term actually encompasses a number of similar and disparate factors. The technological part of the environment tends to focus on knowledge; the economic element the means of production, distribution and consumption of wealth; the legal-political element focuses on the governmental or rule-based systems to organize the society; the international element the external relationships, and the socio-cultural environment the attitudes, values, norms, believes and behaviors of a particular group or organization (Organizational Environment and Culture, 2008). All these forces are a sum total of how organizations act and react -- whether regionally or internationally.
The legal-political element of the environment is the systems that organize that environment, the rules that are enforced, and the overall manner in…
Organizational Environment and Culture. (2008). Zainbooks.com. Retrieved from:
Bendell, T. (2005). Structuring Business Process Improvement Methodologies. Total Quality Management, 16(8-9): 969-78.
Brown, L.M. And B.Z. Posner. (2001). "Exploring the Relationship Between Learning and Leadership," Leadership and Organizational Development. May, 2001: 274-80.
The use of managerial accounting to keep profit margins where they need to be and make sure that individual product offerings are not a net drain on the company is not the only thing that Thai Airlines can and must do to keep a competitive edge and to protect themselves from things like corporate malfeasance and terrorists attacks, but it is certainly a major thing that should be take into account and otherwise dealt with in a timely and complete nature. It will not be easy for Thai Airlines to keep their competitive edge largely because other firms will be doing the exact same calculations and measurements. However, not doing so would be ceding progress and adeptness to their competitors. As such, not doing managerial accounting should be a non-starter for Thai Airlines.
AccountingExplained.com. (2013, May 12). Managerial Accounting Introduction | Accounting Explained. Accounting Explained | Financial and Managerial…
AccountingExplained.com. (2013, May 12). Managerial Accounting Introduction | Accounting Explained. Accounting Explained | Financial and Managerial Accounting Notes. Retrieved May 12, 2013, from http://accountingexplained.com/managerial/introduction/
CEIBS. (2013, May 12). Managerial Accounting for Decision-makers_CEIBS. China Europe International Business School. Retrieved May 12, 2013, from http://www.ceibs.edu/execed/index/8079.shtml
CSUN. (2013, May 12). Managerial Accounting. California State University, Northridge. Retrieved May 12, 2013, from http://www.csun.edu/~hfact004/Managerial.html
McGraw-Hill. (2013, May 12). The Work of Management and the Need for Managerial Accounting Information. McGraw-Hill. Retrieved May 12, 2013, from http://highered.mcgraw-hill.com/sites/0073526703/student_view0/ebook/chapter1/chbody1/the_work_of_management_and_the_need_for_managerial_accounting_information.html
OGANIZATIONAL PHILOSOPHY AT WOK: TECHNOLOGY & ETHICS
Digital and information technology allows for new opportunities for education, including at the professional level. More and more, human resources use technology to assist in the modification and development of company culture. 21st century organizational leadership can be characterized by the realization that a clearly defined and strongly present organizational culture is key to success. Some of the most successful organizations are ones wherein their culture is adaptable and flexible. These same companies understand the importance and value of smooth transition and effective implementation of organizational change as well as promotion of organizational culture. Human esources is a department that is integral in the development and sustainment of the organizational culture. Human esources is additionally a depart that can facilitate organizational change(s). Human esources professionals should take the time to educate themselves and learn the ways in which technology can supplement…
Dewett, T., & Jones, G.R. (2001) The role of information technology in the organization: a review, model, and assessment. Journal of Management, 27, 313 -- 346.
Heracleous, L., & Barrett, M. (2001) Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation. The Academy of Management Journal, 44(4), 755 -- 778.
Jin, K.G. (2007) Information Technology Professionals' Perceived Organizational Values and Managerial Ethics: An Empirical Study. Journal of Business Ethics, 71(2), 149 -- 159.
"Change implementation within an organization can…be conceptualized as an exercise in social influence, defined as the alteration or an attitude or behavior by one actor in response to another actor's actions… [and] one important dimension along which they vary is the extent to which they break with existing institutions in a field of activity…" (Battilana, et al., 2012).
hen companies need to make major changes -- do to the emerging trends in the marketplace, new products being produced, or simply because the old ways are not profitable anymore -- how do they go about it and how do they deal with employees' resistance to change? This is one of the most common problems that organizations face, and there are reasonable answers as to why they face those problems. This paper points out the need for change and the resistance to change. There are also solutions to resistance to…
Battilana, J. And Casciaro, T. (2012). Change Agents, Networks, and Institutions: A
Contingency Theory of Organizational Change. Academy of Management Journal, 55(2),
Denning, Steve. (2011). How Do You Change An Organizational Culture? Forbes. Retrieved June 30, 2013, from http://www.forbes.com .
organization familiar present items relate organization: • Describe organizational structure selected organization. Compare contrast structure organizational structures. • Evaluate organizational functions ( marketing, finance, human resources, operations) influence determine organizational structure selected organization.
My company choice is Microsoft, mainly because it best reflects one of the newest and most used organizational approaches in the 20th and 21st century. There are several interesting considerations worth pointing out in the case of Microsoft.
Microsoft uses a team-based organization, often combined or embedded on a project-based approach. The idea of a team-based organizational structure is to synergize individual skills and competencies into a larger, more overarching framework (Thareja, 2007). In the case of Microsoft and, in fact, of many other software producers, the team-based organizational structure is also determine by the necessities that arrive in software development and the particularities of the different phases in this process that require employees with particular skills…
1. Thareja P. 2008. Total Quality Organization Thru' People,(Part 16), Each one is Capable, FOUNDRY, Vol. XX, No. 4, July/Aug 2008
Organizational culture theory and the role and impact of both formal and informal groups on the functioning of modern day organizations.
Organizational culture is the way organizations conducts its business transactions. It also refers to the different perspectives that a company sees things. An organization builds its own organizational culture through structure, history and the traditions of the company (Shafritz 2005). Theories of organizational culture suggest that culture gives an organization a sense of identity and defines what the company stands for. It also tells us what the company is. Culture also gives details to the principles of the company. Organizational culture in broader terms is the collective behavior of humans and the meaning of the actions that people do.
It involves the vision, norms, systems, beliefs and the organization values. Organizational culture contains values accepted by the employees of an organization. There are four main categories of organizational culture.…
Men and women perform different tasks in the society. There are tasks that women cannot do whereas the men are competent. Other tasks are hard for men to perform while the same tasks are easy for the women. The changing world enables women to work in the fields that many people regarded as belonging to the men. Women are now working in construction companies as a form of employment. The tasks affect positively in a bureaucratic performance since women incorporate their skills with that of men to work towards the achievement of an organization's goal. Strong and good working relationships between the employees in a bureau are beneficial (Gormley 2008). The strong relationships ensure that there is competence and effectiveness in performance of the employees.
Political support is crucial for any bureaucracy to thrive. Political stability and support are the main determinant factor that will enable a bureaucracy to thrive in its activities. Political support enables the bureaucracy to work without any hurdles. This ensures that the bureaucracy works with ease. Political support enables the bureaucracy to receive help and assistance from politicians (Gormley 2008). Political interference is the main factor that leads to the collapse of bureaucracy. Negative working relations between a bureau and politicians are a negative factor that will make the bureau not to function accordingly.
Good leadership helps bureaus to work effectively. Good leadership ensures that there are no corruption cases in many bureaus (Gormley 2008). Bad leadership results in the misappropriation of funds and corruption in the bureaus. Good leadership is a motivator to the junior staffs who look up to the leaders and follow the examples set up by the leaders. This enables the employees in the bureau to perform excellently in all sectors. Good governance and leadership by the officials enable the organization to get funding from the government that helps it in carrying outs its tasks.
The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007).
The DMAIC process aligns very well to the new product development and introduction process and is used extensively for that purpose in applying Six Sigma to marketing. Six Sigma can change an entire company's culture and make the many processes synchronized and in unison in making new product introductions more profitable and capable of gaining market share as a result.
Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html
Fundin, a.P., &…
Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html
Fundin, a.P., & Cronemyr, P. (2003). Use customer feedback to choose six sigma projects. ASQ Six Sigma Forum Magazine, 3(1), 17-21. Retrieved from http://asq.org/sixsigma/2005/03/use-customer-feedback-to-choose-six-sigma-projects-en.pdf
Hasan, M., & Kerr, R.M. (2003). The relationship between total quality management practices and organisational performance in service organisations. TQM Journal, 15(4), 286-286.
"Performance Management" and "People Performance"
Performance Management and People
"Performance Management" and "People Performance"
The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over the world. The major focus of the paper is to discuss the implications of these models for the success and prosperity of an organization. The main body of the paper discusses these models from a critical perspective and explains their major components in detail.
The most important strategies which are recommended by Performance Management model include performance appraisal and reviews, training and skills development, Management by Objectives (MBO), the techniques to manage the low performers,…
Armstrong. M, 2012, Armstrong's Handbook of Human Resource Management Practice, 12th edition. U.S.: Kogan Page
Becker, B. & Gerhart, B. 1996, "The impact of human resource management on organisational performance: Progress and prospects," Academy of Management Journal, 39 (4): 779-801.
Becker, B. & Huselid, M. 2006, "Strategic Human Resources Management: Where do we go from here?," Journal of Management, 32 (6): 898-925.
Boselie, P., Dietz, G., & Boon, C. 2005, "Commonalities and contradictions in HRM and performance research," Human Resource Management Journal, 15 (3): 67-94.
Competitive Advantage through Human esource Management Practices
Human esource Management Practices
Competitive Advantage through Human esource Management Practices
HUMAN ESOUCE Management
Human esource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human esource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation at large (Chadwick & Dabu 2009). Basically, Human esource Management focuses on recruitment, management, guidance, and motivation of employees in an organization. In the past, HM was just restricted to two core functions: employee management and motivation. Now, it has emerged as one of the biggest strategic issues in the business world (Kandula 2007).
With the passage of time, the scope and functions of Human esource Management have also increased. Now, it also involves employee…
Armstrong, M. 2007, A handbook of Human Resource Management Practice, 10th Edition. London: Kogan Page
Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813-816.
Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. 2008, The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study, Personnel Psychology, 61 (1): 467-501.
Browning, V., Edgar, F., Gray, B., & Garrett, T. 2009, Realizing Competitive Advantage through HRM in New Zealand Service Industries, The Service Industries Journal, 29 (6): 741-760.
"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm).
The observation of the way in which people within an organization behave is of extreme importance. ut leaders and managers obtain feedback not just from observations, but directly from people. This provides them with a better understanding of the relation between the actions performed by the individuals and the beliefs which guide their behaviour. An efficacious control upon these factors implies the contribution to the creation and maintenance of a healthy organizational culture.
There are various strategies that an organization can choose to implement in order to make sure it preserves a healthy organizational culture. Among them we can mention the adoption of various principles, such as the following: a…
Baker, Kathryn (2002), Organizational Culture, 19 May, 2007, <
Four Management Functions, 19 May, 2007, http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm
Schein, Edgar, H (1992), Organizational Culture and Leadership, San Francisco: Jossey -Bass Publishers