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Organizational Commitment and Job Satisfaction
Creating and sustaining organizational commitment in employees needs to get beyond the short-term strategies managers and leaders often rely on to temporarily increase job satisfaction. The core aspects of job satisfaction on the part of employees that lead to long-term organizational commitment are predicated on creating opportunities for growth, job enrichment, enlargement and potential for professional growth (Humborstad, Perry, 2011). The intent of this analysis is to evaluate how organizational commitment can strengthened over time by creating greater opportunity for personal and professional growth with employees, increasing their level and strength of organizational commitment in the process.
Job Satisfaction and Organizational Commitment
The consistency of job satisfaction strategies on the part of an organization and its managers have a direct effect on long-term organizational commitment of its employees (ubin, Brody, 2011). The greater the level of affective commitment, or the psychological attachment to an organization,…
Sut I Wong Humborstad, & Chad Perry. (2011). Employee empowerment, job satisfaction and organizational commitment. Chinese Management Studies, 5(3), 325-344.
Rubin, B., & Brody, C.. (2011). Operationalizing Management Citizenship Behavior and Testing Its Impact on Employee Commitment, Satisfaction, and Mental Health. Work and Occupations, 38(4), 465.
Ruiz-Palomino, P., Ruiz-Amaya, C., & Knorr, H.. (2011). Employee Organizational Citizenship Behaviour: The Direct and Indirect Impact of Ethical Leadership. Canadian Journal of Administrative Sciences, 28(3), 244.
Sanjuan, P.. (2011). Affect Balance as Mediating Variable Between Effective Psychological Functioning and Satisfaction with Life. Journal of Happiness Studies, 12(3), 373-384.
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 working in fields where seasonal employment may be the rule rather than the exception. For example, Toutkoushian and Bellas (2003) report that while contingent workers in educational settings are frequently used in ways that are beneficial both to institutions and to the individual faculty member, the increased use of these white-collar contingent workers is a dramatic departure from prevoius conceptions of higher education and in the conditions of employment for faculty. According to these authors, "While part-time faculty are often…
Allan, P. & Sienko, S. (1999). A comparison of contingent and core workers' perceptions of their jobs' characteristics and motivational properties. SAM Advanced Management Journal, 62(3), 4-5.
Allen, N.J. & Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18 in Colbert & Kwon at 484.
Baker, K., and Christensen, K. (1998). Contingent Work: American employment relations in transition. Ithaca,: Cornell Press.
Brown, B.L. (2003). Effects of Globalization on Careers. Retrieved October 4, 2008, from ERIC. Educational Resource Information Center:
It's important for organizations to promote both of these aspects because it's possible to stimulate one without the other. For instance, employees are likely to express exceptional engagement to a company that provides a strong performance rewards system with no retirement plan. However, these employees are likely to commit to another company that offers the strong rewards system and a good retirement plan.
Consequently, managers need to design the organization's compensation plans through the strategic and careful consideration of employee commitment and engagement. hile compensation contains financial and non-financial elements, the most suitable compensation plan supports the organization's strategic objectives. This component also enhances an organization's competitive advantage by helping it to attract suitable job candidates, encouraging them for maximum performance, and promoting long-term maintenance of workers.
One of the most effective and suitable compensation strategies is incentive pay that is also known as pay-for-performance. It increases employees' commitment by…
Vance, Robert J. "Employee Engagement and Commitment: A Guide to Understanding,
Measuring and Increasing Engagement in Your Organization." SHRM Foundation's Effective Practice Guidelines. Society for Human Resource Management Foundation, 2006. Web. 17 Feb. 2012. .
As the behavior of the leader, so is the behavior of the follower." This colloquial proverb can be seen in families. Angry parents tend to raise angry children. Similarly patient, and understanding parents who also know how to set boundaries tend to raise balanced, patient children. This observation can also be applied to the business environment. This study is concerned with behavior of workers within an organization, or company, and the study includes comparative evaluations of leadership styles and corresponding commitment of the workers within the organization. Many academicians and practitioners view leadership as the most important topic within the realm of organizational behavior (Rahim, 1981. The success of an organization is more heavily dependent on the quality of its leaders than on any other single factor. These leaders play a major role in making decisions that determine organizational goals and how these goals can be accomplished and…
In light of the tug-of-war observed by riston, evidence is strong today that the administrative or organizational side is encroaching further and further upon the faculty battleground. An article by Benjamin (2010) details a critical element of the battle today, contextualized especially by the ever-shrinking size of the full professoriate. Benjamin reports that while it had always been common for administrations and universities to undermine tenure by creating non-tenure-track positions, the distribution of power has shifted in recent decades. Benjamin notes, referring to an article from 1940, that where it had once been appropriate to refer to this as a two-track system, a far more hierarchical reality has since emerged. According to Benjamin, "the two-track system developed on the basis of the emerging distinction between tenured and non? tenured appointments. From the beginning, the former were often more qualified and generally more privileged. The two-track system has become a two-tier…
Benjamin, E. (2010). The Eroding Foundations of Academic Freedo0m and Professional Integrity: Implications of the Diminishing Proportion of Tenured Faculty for Organizational Effectiveness in Higher Education. AAUP Journal of Academic Freedom, 1.
English, B.; Morrison, D. & Chalon, C. (2009). Moderator Effects of Organizational Tenure on the Relationship Between Psychological Climate and Affective Commitment. Journal of Management Development, 29(4).
Wriston, H.M. (1940). Academic Tenure. The American Scholar, 9(3).
Work-Related Attitudes: Prejudice, Job Satisfaction, And Organizational Commitment
Area of the Study:
A worker's attitude heavily impacts his behavior and his performance in any organization. A positive attitude results in an increase in overall productivity for him and the organization because of the feeling of optimism, pride and job satisfaction. A negative attitude will result in negative behaviors which will then lead to job switching or lack of productivity. There are many places where attitude can influence work behavior which the research will illustrate on the importance of attitude in the performance of an individual.
"How work related attitudes impact job satisfaction, organizational commitment and prejudice?"
What are the job related attitudes that organizational behavior deals with?
What are the results of positive and negative job attitudes?
How can job attitudes be measured?
How can employee attitude be influenced?
How is job attitude related to job satisfaction?
18. Bateman, T.S., & Organ, D.W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship." Academy of Management Journal (The study has described the relationship between the organizational citizenship and attitude)
19. Dalal, R.S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied Psychology (The study has described the relationship between the organizational commitment and productivity)
20. Williams, L.J., & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management (This study has a lot of information about the job satisfaction and the factors which determine satisfaction)
" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture.
In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality of personnel. This implicitly brings us to consideration of the application phase in terms of learning organizational culture, which is inevitably associated to all actionable aspects of an organization's structure and operations. The correlation between recruitment, personnel makeup and leadership personalities is perhaps threaded by the common string of day-to-day responsibility within an organizational culture. And quite certainly, we see the stamp of organizational culture on so many of the most important applicable indicators. Schein, to this end, points…
Arnold, J., Cooper, C. & Robertson, I.T. (1995). Work psychology: Understanding human behavior in the workplace, Pitman Publishing, London.
Beer, M. & Walton, E. (1990). Developing the competitive organization: interventions and strategies. American Psychologists, 45(22), 154-161.
Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. Harper and Row, New York.
Bowditch, J.L. & Buono, a.F. (1994). A primer on organizational behavior. John Wiley and Sons Inc. New York.
Citizen's Hospital is an organization where employees and the organization share common goals. The organization has a personality of confusion. The culture of the organization focused on patient satisfaction where the climate was democratic with an emphasis on interpersonal skills, democratic values and human motivation (Francis, 2012). The structure was hierarchal and operated by departments.
Shared common goals included enabling patients to gain adequate recovery in the fastest, most effective way with safe measures to prevent infection and other illness. The psychological part of the company displayed friendliness with the interview processes that included a peer interview with the department's employees to determine capability. Upon hiring, all new hires were required to go through a socialization process of employee orientation and mentor training. Once the new hired is trained, confusion sets in with unsafe practices.
The organization developed large amounts of back injuries from role stress and a…
Francis, A. (2012, Mar 1). Neoclassical Theories of Organization. Retrieved from MBA Knowledge Base: http://www.mbaknol.com/management-principles/neoclassical-theories-of-organization
Landy, F.J. (2013). The Organization of Work Behavior. In F.J. Landy, Work in the 21st century: An Introduction to industrial and organizational psychology, 4th ed. Hoboken, NJ: John Wiley & Sons.
An employee's behavior significantly impacts an organization's out put. It is therefore imperative that organizations deeply understand what productive and unproductive behaviors are. With this they can easily evaluate the relationship that exists between job behaviors and performance (Sacket, 2002).
Productive behaviors enhance productivity. Employee's who exhibit productive behavior boost an organization's productivity as they contribute positively to an organization's goals and objectives. Such behaviors include punctuality; handling an organization's customers professionally; ensuring that confidentiality is maintained by ensuring that no crucial information about an organization never leaks out; owning up when mistakes have been made; complying with health and safety standards; using an organizations' resources for the intended purposes and not for personal gains; productive employees would never sabotage an organization's merchandise or even misuse the expenses account. They will at all times ensure that qualities of their products are high. Such behaviors enhance productivity (Sacket, 2002).…
Hahn, M. (2010). Organizational commitment. Retrieved December 31, 2012 from:
Sacket, P.R. (2002). The Structure of Counterproductive Work Behaviors: Dimensionality and Relationships with Facets of Job Performance. International Journal of Selection and Assessment, 10(1/2), 5-12.
Therefore, there is a room for future research (Swaminathan & Jawahar, 2013). The results of this study indicated a possibility of other factors that influence job satisfaction. From this fact, it is important to recommend further research for the purpose of revealing the factors and improving job performance through the use of the results (Mohamed & Anisa, 2012). esearchers should perform the investigation by using many and few participants and compare the results in order to devise the best samples. This is because this research relied on a sample of 65 participants. if, a bigger number than the one stated on this research is used, there is a possibility of a considerable difference being evident (Mohamed & Anisa, 2012).
Swaminathan, S., & Jawahar, P. (2013). job satisfaction as a predictor of organizational citizenship behavior: an empirical study. Global Journal of Business esearch (GJB),
Mohamed, M., & Anisa,…
Swaminathan, S., & Jawahar, P. (2013). job satisfaction as a predictor of organizational citizenship behavior: an empirical study. Global Journal of Business Research (GJBR),
Mohamed, M., & Anisa, H.H. (2012). Relationship Between Organizational Commitment and Organizational Citizenship Behavior. IUP Journal of Organizational Behavior, 11(3), 7-
Importance of organizational behavior knowledge
Having acquired essential skills in organizational behavior, I plan to use it in the management of my department at place of work to ensure it is a perfect example to the rest of the organization. I will use the skills acquired to study the behavior of employees and know the best way to treat each and every employee in their own skill capability and adjusting the management to a personalized management approach as is recommended by the organizational behavior study. I will also use the skills acquired to understand the organizational culture which can only be easy with the organizational behavior knowledge, and with the understanding of the organizational culture of the particular organization, I will be able to propel the people within my department towards achieving the vision of the organization. The communication skills that is achieved from the organizational behavior study…
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
The non-threatening approach of the study needs to be expanded upon with top-management visibility and support added to give it even more credibility and credence in the eyes of the workers being effected by the manufacturing operation closure. The support of top management in any change management initiative, including the closure of the plant and the urgent need to get an OD strategic plan created and implemented, is crucial (Hoff, 2008). The study being completed by Dr. Akin from the University of Virginia is just the start and while it shows excellent support for appreciate inquiry, it does not integrate OD and sense-making as well. While sense-making is done well on its own it needs to be part of the broader OD strategy. To accomplish this, I would bring together DuPont senior management for the plant and work to create a strategic plan that ties together all three concepts into…
Asuman Akdogan, Ayse Cingoz. (2009). The Effects of Organizational Downsizing and Layoffs on Organizational Commitment: A Field Research. Journal of American Academy of Business, Cambridge, 14(2), 337-343. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1614428951).
Bennis, Warren, Mische, Michael. (1996, September). 21st century organization. Executive Excellence, 13(9), 7. Retrieved January 26, 2009, from ABI/INFORM Global database. (Document ID: 10220662)
Jimmy Brown (2006). Application of an OD Perspective to Develop a New Model of the Strategy Formulation Process. The Business Review, Cambridge, 6(2), 26-31. Retrieved January 27, 2009, from ABI/INFORM Global database. (Document ID: 1189522001).
Gervase R. Bushe, Aniq F. Kassam. (2005). When Is Appreciative Inquiry Transformational? A Meta-Case Analysis. The Journal of Applied Behavioral Science, 41(2), 161-181. Retrieved January 24, 2009, from ABI/INFORM Global database. (Document ID: 844409131).
How might researchers study the effectiveness of inclusive leadership with regard to overall organizational effectiveness and competitiveness? Why is this effective methodology?
Researchers may achieve this by combining longitudinal and cross-sectional technique. The sample for the research will be chosen from the whole economic sector or from maximum possible industries such as banks, telecommunication, the public sector, construction and building, hospitality, agriculture, and so forth. This way, generalization of extended and replicated study outcomes may be achieved more confidently for a bigger group of individuals. Respondents will be administered the following Likert scales: Inclusive Leadership, Personnel Creativity, Personnel Work Engagement, and Affective Company Commitment (Choi, Tran & Park, 2015). Also to be identified is company leaders' leadership approach, preferably making sure every approach is taken into account. This will help compare inclusive leadership with other approaches in terms of its competitiveness and efficacy.
Longitudinal as well as cross-sectional researches are…
ver the past decade, 'culture' has become a common term used when thinking about and describing an organization's internal world, a way of differentiating one organization's personality from another. In fact, many researchers contend that an organization's culture socializes people (Stein, 1985) and that leadership styles are an integral part of the culture of an organization. A culture-specific perspective reflects the view that the occurrence and the effectiveness of certain leadership behaviors (as well as constructs) is likely to be unique to a given culture.
In contrast, leaders in the culture-universal position contend that certain leadership constructs are comparable across cultures and that many universal leadership behaviors do exist. nly recently, based on the review by Bass (House, 1998), has the leadership research community begun to realize that universal and culture-specific leadership behaviors and constructs are not mutually exclusive categories, but can rather coexist in a single culture at the…
On the other hand, transactional leaders work with the existing rules, norms and procedures of the organization's culture, and reward followers for positive work, and also work to maintain the existing culture (Bass, 1985). The transactional leaders base their decision-making and actions on existing norms, values, and procedures (Bass, 1985). Transactional leaders, on the other hand, can deter organizational success and leadership effectiveness (Bass, 1985).
Leadership style has received a great deal of attention from human resource development researchers (HRD) in the past years (Woodwall, 2000). Some studies will be focused on building a HRD knowledge base in countries where this is low or inexistent (Kuchinke, 1999), whereas others try to identify the compatibility between different leadership styles and the national cultural characteristics. Ardichvili and Kuchinke (2002) used Hofstede's cultural dimensions and the extensive theory developed by Bass and Avolio to determine the leadership styles that are more likely to be correlated to different cultural characteristics in former USSR countries, Germany and the United States.
The results suggested that leadership development based on national dimensions as described by Hofstede should be considered with caution because countries with similar cultural features and geographical proximity may display different leadership styles. Further
ole Of Leadership And Employees In Organizational Innovation
Organizational success in the current global environment characterized with significant challenges is highly dependent on innovation and creativity. Innovation and creativity contribute to the success of organizational interventions, thereby, contributing to its competitiveness. The current global environment is characterized by rapid adoption of new technologies, reduction in the life cycle of products, and globalization. As such, it implies the need for the organizations to become creative and innovative to compete, survive, lead, and grow in the wake of these challenges. Similarly, significant evidence shows that leadership and the employees play an important role in driving innovation and creativity within the organization. For instance, studies have shown that leadership styles such as transformational and transactional leadership styles, influences innovation, and creativity within the organization positively. However, limited knowledge on the contextual factors under which the effect occurs exists.
Similarly, empirical evidence…
Eisenbeiβ, S.A., & Boerner, S. (2010). Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management, 19(4), 364-372.
Gumusluoglu, L., & Ilsev, A. (2009). Transformational Leadership, Creativity, And Organizational Innovation. Journal of Business Research, 62(4), 461-473.
Hu, H., Gu, Q., & Chen, J. (2013). How and when does transformational leadership affect organizational creativity and innovation?: Critical review and future directions. Nankai Business Review International, 4(2), 147-166.
Liao, S., & Wu, C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert Systems with Applications, 37(2), 1096-1103.
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.
Strategic Management of Human esources
Human resource is considered as the most precious asset for business organizations. The financial performance and growth in the industry heavily depends upon the way an organization's employees perform at the workplace (Edwards 2003). A dedicated and committed workforce contributes towards a high level of operational excellence and market competitiveness. Therefore, it should be among the top priorities for an organization to manage its human resource in an effective and efficient way (ose 2004).
Strategic Human esource Management deals with formulating policies and procedures for getting the best work from employees, implementing different techniques to motivate them, and assessing the future human resource requirements at the workplace (Saxena 2009). This paper explains the strategic human resource management policies of one of the World's Top software companies -- Adobe Systems Incorporated. These policies are required to meet the current human resource requirements of the…
Ashamalla, M., H., 1998, International Human Resource Management Practices: the Challenge of Expatriation. CR, Vol. 8, Issue 2, pp. 54-63
Adobe, 2012, Adobe Fast Facts 2011, Available from
Adobe, 2012, Commitment to Employees, Available from
Adobe, 2012, Professional Development, Available from [Accessed January 24th, 2012]
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.
"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.
Organizational Environment Starbucks
In-depth Analysis of Organizational Environment - Starbucks
Starbucks Organizational Culture and Environment
Global Perspectives of Starbucks
Social esponsibility embraced by Starbucks
Starbucks Planning Process
Decision Making Process of Starbucks
Starbucks Corporate Strategy
Organizational Structure of Starbucks
Starbucks uses a mechanistic structure as a contemporary design
Starbucks Organizational Culture and Environment
Starbucks Corporation is considered as one of the leading coffee house chains that offer best quality coffee to its customers. This retail corporation is based in the United States, initiated in the early years of the decade of 1970. Due to its popularity, the company rapidly expanded to various locations around the globe. The vision, goals and strategies designed clearly indicated the fact that the owners did not believe in having growth that can abate the corporate culture, therefore, the corporate culture was considered to be one of the integral aspects for the company. The mission statement…
Anthony, W.P., Gales, L.M., & Hodge, B.J. (2003). Organization Theory: A Strategic Approach. 6th Edition. Upper Saddle River, NJ: Pearson Education, Inc.
BCG. (2012). Howard Schultz on Global Reach and Local Relevance at Starbucks - An Interview with the CEO. bcg.perspectives. Retrieved from: https://www.bcgperspectives.com/content/videos/leadership_management_two_speed_economy_howard_schultz_global_reach_and_local_relevance/
Behar, H. (2007). It's Not About the Coffee: Leadership Principles from a Life at Starbucks. USA: Portfolio.
SeaZone. (2012). Successful Application of Organizational Behavior: Starbucks - Achieving Success the Starbucks Way. Yahoo Voices. Retrieved from: http://voices.yahoo.com/successful-application-organizational-behavior-2435551.html?cat=3
Organizational Theory #1
Create a code of ethics for an organization of your choice. For each point in the code of ethics, describe an ethical dilemma that would be resolved using the code of ethics.
All employees will conduct business honestly and ethically. We will constantly improve the quality of our services, products and operations and create a reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business judgment. (Provides a clearly stated, over-arching business philosophy for honesty and fair dealings that every employee can follow).
No illegal or unethical conduct on the part of company employees or affiliates is in the company's best interest. All are expected to adhere to high standards of personal integrity -- not allowing their personal interests to conflict with the interests of the company, its clients or affiliates. We will not compromise our principles for short-term advantage. (Encourages all employees to seek the…
Beauchamp, L., & O'Connor, A. (2012). America's most admired companies: A descriptive analysis of CEO corporate social responsibility statements. Public Relations Review, 38(3), 494-497. doi:10.1016/j.pubrev.2012.03.006
Jones, G. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Organizational behavior refers to the psychological and sociological habits and patterns evident in specific groups of people. It is often defined formally as "the study of individuals and groups in organizations," ("Organizational Behavior Today," p.2). The study of organizational behavior includes elements such as leadership traits and behaviors; the use or abuse of power, and the politics that characterize people's behavior within the organization. Because each organization functions according to different goals and missions, organizational behavior varies widely from sector to sector. Organizations which have as their primary aim to make profit will for instance behave differently than non-profit organizations; the individuals that comprise those organizations will demonstrate certain character traits that make them valuable to the organization as a whole. On the other hand, all organizations will demonstrate certain similar characteristics that are essential for the smooth functioning of any group of people. For example, the leaders in most…
Clark, Donald. "Leadership: Organizational Behavior." Big Dog's Leadership Page. .
'Organizational Behavior Today."
Wertheim, Edward G. "Historical Background of Organizational Behavior." .
The organizational climate is a friendly one, albeit a traditional one. Supervisors treat their employees with respect, parties are held regularly, and when managers like Levine initiate new projects their ideas are treated as valuable to the organization. Coworkers are friends and sometimes socialize outside of work.
In spite of the warmth of the overall environment, leadership is somewhat lacking at Brockton Oval Enterprises. Managers like Levine are rewarded for their commitment and contribution, especially as productivity levels are maintained. The problem, according to Levine, is that senior leaders rarely implement the ideas that are brought up by the younger members. Newcomers are welcomed warmly but are expected to conform to company traditions and standards. Thus, senior management listens with respect but do not follow through. This has not caused interpersonal conflicts but has prevented the company from growing as fast as it could have during this time.
Organizational Motivation Leadership
Effective and positive leadership is a basic foundation for any administrative institution to yield good results and therefore cause a great impact.
In this study we base our focus on a critical organization which is the infant daycare.
Infant daycare organization
Infant daycare centers are organizations that focus on the welfare of the child by providing care while the parent goes to work or gets engaged in other activities that may not allow the mother of father to be around the child during the day. The state requires that such organizations meet certain standards of safety, health and that the staff should have proper training. These institutions are normally equipped with fun toys and learning materials with the qualified caregivers trying as much as they can to make the life of infants as comfortable as possible. With the many challenges that infants face including having to master…
Bob Whipple, (2012). Leaders Creating Meaning. Retrieved April 4, 2012 from http://leadergrow.com/articles/105-leaders-create-meaning
CEO Flow, (2008). CEO Flow, (2008). The Four Rewards of Intrinsic Motivation. Retrieved April 4, 2012 http://www.ceoflow.com/2008/08/the-four-rewards-of-intrinsic-motivation/
David McCelland, (2012). Human Relations Contributors. Retrieved April 4, 2012
Smith provided the appropriate managerial direction which struck the right balance between creativity, performance and productivity. His farsightedness which encompassed a wide vision was long-term, ambitious and the same time entirely practical and feasible. (Section 7: Leadership and Management, p. 243)
Having earlier steered a floundering company towards a successful path, Smith's work was uphill. He had to drastically change the organizational culture and structure while reducing conflict within the very talented set of employees and provide them with a collective direction. He was also expected to reduce the atmosphere of uncertainty prevailing in the organization and use the "countercultures" of the earlier two companies to foster innovation and creativity and thus get a competitive advantage for the new organization. (Section 2: Organizations & Culture, p. 64)
d. Organizational goals, vision, mission, objectives and values
Organizational mission defines the very reason for its existence. It basically refers to a general…
Banerjee, M., 1995. Organization behaviour. Allied Publishers Limited.
Bryan, Lowell. L; Joyce, Claudia I., 2007. Better strategy through organizational design. McKinsey Quarterly, no. 2, pp: 22-29.
De Laurentis, Giacomo., 2004. Strategy and organization of corporate banking. Springer.
Gitman, Lawrence J; McDaniel, Carl. 2009., The Future of Business: The Essentials. South Western Cengage Learning.
The mixture of public and private endeavors and effects that many bureaucracies, especially those related directly or indirectly to various governments, has made this effect even more apparent, to the point that many bureaucracies can be seen as almost wholly subservient to their client in ways beyond the traditional assumptions of supply and demand. This can make network organization, especially in mixed public-private endeavors, far more complicated and essential than it already is for most bureaucracies.
The resistance to change that many bureaucracies possess due to their size and complexity is actually a strength in an increasingly volatile world. The intense level of network organization which can be seen as a reducer of efficiency also ensures that undue and repetitive change are less likely to occur, thus forming two positives out of bureaucratic aspects that are generally viewed as negatives. This size and complexity also gives bureaucracies a broader…
Furthermore, the change leader should have developed a more universal approach, showing how it would benefit all departments and be the correct fiscal procedure as well, thereby including all member of the organization as a team.. (Patterson, Grenny, Maxfield, McMillan & Switzler, 2008) by including more of the directors in on her original thinking she would have been able to develop more support before going in front of the management team. She lacked a more encompassing vision. This would have helped get the project moving more quickly and would have had everyone engaged in the action. This would have had more directors proactive and positive when discussing it with their staff, going a long way towards outweighing the resistance to change.
Brenneman, G. (1998). ight away and all at once. Harvard Business eview, 76;(5), 162-173.
Demings, W.E. (2005.). The w. edwards demings instate.http://www.deming.org/
etrieved on September 17, 2005
Brenneman, G. (1998). Right away and all at once. Harvard Business Review, 76;(5), 162-173.
Demings, W.E. (2005.). The w. edwards demings instate. http://www.deming.org/
Retrieved on September 17, 2005
Hirschhorn, L. (2002). Campaigning for change. Harvard Business Review, 80(7), p98-104
Political leaders in charge of this decision will not take into consideration only the effects that a possible bailout might have on the automakers. They will take into consideration the macroeconomic effects and challenges that are expected to emerge in case the bailout is approved.
The symbolic frame probably has the least importance regarding this subject. In case the bailout will not be approved, the cultural or symbolic aspects related to the big automakers affected by this situation will not have the strength to clarify the situation.
2. The important lesson provided by the organizational behavior consists in improving organizational effectiveness. This lesson should be important for all the managers or aspiring managers and it should always be taken into consideration when deciding upon important aspects that affect the organization in case.
Effectiveness and efficiency must characterize all types of organizations, private, profits oriented ones, but non-profit and governmental organizations…
1. U.S. Automakers Bailout - a Bridge to Bankruptcy or a Road to Salvation. Saving to Invest. Retrieved December 12, 2008 at http://www.savingtoinvest.com/2008/11/us-automakers-bailout-bridge-to.html .
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 country one is sealing with. The services I perform require communication is with diverse doctors from an ever-increasingly wide range of nations, including South Africa, India, British Columbia, Iran, Iraq, China, Cuba, and Segal. Each one of these governments, organizations, and educational systems differs from the United States' own, yet all nations and national must be respected so that the place I work for realizes its goals of improving health care and education across borders.
Organizational learning for Credentials Specialists…
Since long the necessity for quality health care for veterans is considered to be a critical issue with widespread implications in respect of health care system of the nation. Irrespective of the incessant pressure on converting the Veteran Administration into a business model it has been alleged vehemently on the ground that the approach is not conducive to the satisfaction of most veterans, the legislators and even the providers of the health care. The problem of extending acceptable quality health care for the veterans of the nation is to be resolved by constituting public consensus on the issue. Irrespective of its increasing challenges it is believed that the provision of quality health care for the veterans of the nation is considered to be an appropriate objective for this country to maintain. Acknowledging the sacrifices of the veterans, the death of millions of Americans in service, 1.5 million returning…
Alqarni, Abdul Rahman. "The Managerial Decision Styles" A dissertation submitted to the School of Information Studies in partial fulfillment of the requirement for the degree of Doctor of Philosophy. School of Information Studies: The Florida State University. http://etd.lib.fsu.edu/theses/available/etd-11242003-215328/unrestricted/Alqarni.Dissertation.pdf Accessed on 25 February, 2005
'Leadership Challenges in Non-Governmental Organisations" (2004) Organisational
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…
Whereas poor leaders avoid choosing competent members of their inner circle to avoid losing control, superior leaders establish the most talented and effective inner circles as possible. The manager in this case had the benefit of several subordinates who were capable of becoming part of her inner circle.
Instead of inviting their contribution, she deliberately maintained the maximum possible distance from them and insisted on always reviewing their decisions after the fact. Meanwhile, her own decisions were always hers alone and simply announced to the entire team together. Instead of allowing her supervisors to relay her decisions, the manager routinely announced them to supervisors and line employees together, further highlighting the complete non-involvement of supervisors in any meaningful decisions.
Finally, the manager made absolutely no attempt to identify leadership qualities in her subordinates, mainly because she feared any competent leaders as rivals. Effective leaders realize that it is essential to…
George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational
Behavior. Upper Saddle River, NJ: Prentice Hall.
Gove, T. "The Art of Managing Up" the FBI Law Enforcement Bulletin, Vol. 77, No. 6;
The personnel performance and human motivation components of the study of organizational behavior also date back to the late 19th and early 20th century work of theorists like Max Weber and to the 20th century works of Douglass McGregor and Abraham Maslow (George & Jones, 2008; NAU, 2010). Weber outlined the most productive breakdown of organizational hierarchies, elements of working groups, and the relationship between individual employees and their supervisors. McGregor and Maslow contributed psychological theories that identified specific factors that determine levels of personal commitment and satisfaction of individual employees within organizations (George & Jones, 2008; NAU, 2010).
The Importance of Organizational Behavior to Modern Business Management
Understanding organizational behavior in all of its applications is an essential requirement in modern business management (NAU, 2010; obbins & Judge, 2009). Naturally, the specific aspects of organizational behavior that are most important to individual business managers depend on the responsibilities of…
George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational
Behavior. Upper Saddle River, NJ: Prentice Hall.
National American University. (2008). Organizational Behavior Instructional Materials
A reduction in farm subsidies is stated to be necessary in order to improve access to market along with Common Agricultural Policy reforms, which should be "de-linked from production." Finally, stated as a requirement is that of a commitment for a 20% reduction in greenhouse gas emissions, which may be achieved "through market mechanisms..." (OECD, 2007) the OECD additionally states that structural reforms are required in addressing the challenges that the EU faces and while there is an improvement in terms of the economic prospects of the EU, "there is no room for complacency." (OECD, 2007) the OECD survey relates that the EU has the potential to play a critical role in the provision of solid conditional framework and the ongoing enhancement of the internal market in the EU.
The provision of the single market includes the wider range of goods access for consumers as well as a wider range…
Economic Survey of the European Union (2007) OECD Policy Brief. Sep 2007. Online available at www.oecd.org.
The European Union (2008) Environmental Aspects of Regional Trade Agreements. (2000) United Nations Environment Programme. International Institute for Sustainable Development. Online available at http://www.iisd.org/trade/handbook/7_2.htm
Cini, Michelle (2007) European Union Politics. 2007. Oxford University Press. Online Google Scholar Books at http://books.google.com/books?id=ZZf1839nw0gC&dq=European+Union:+Organizational+impact+on+market+and+trade&source=gbs_summary_s&cad=0
Organizational Review of European Union
In other words, the emphasis is on effective leadership and increased revenue for the company as a whole, which ultimately benefit individual managers as well.
Like cross-functional teams, self-managed teams also need specific models to ensure success, not least because of the collective leadership these teams display. The potential for conflict and misunderstanding could result in ineffective group work. To mitigate this, Silverman and Propst (n.d.) proposes a specific model according to which such teams can function optimally. There are various roles inherent in the model that is suggested. These roles include: 1) upholding organizational and personal values and principles; 2) accomplishing the work assigned to the team; 3) organizing the work environment; 4) managing work processes; 5) participating in organization-wide systems; 6) participating in organization-wide strategies; and 7) managing team processes.
The model therefore indicates that some leadership and management are essential in helping the team to achieve its…
Armstrong, R.V. (2005). Requirements of a Self-Managed Team Leader. Leader Values. Retrieved from: http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004
Merritt, E.A. And Reynolds, D.E. (n.d.) The Effect of Self-Managing Teams on Manager Commitment and Organizational Tenure in Private Clubs. Retrieved from:
Myshko, D. (2006, Sep.) Cross-Functional Teams: Models of Success. PharmaVoice. Retrieved from: http://www.skila.com/Downloads/Cross%20Functional%20Teams.pdf
Pragmatic Marketing (2011). Enabling Cross-Functional Teams: A Leadership Role for Product Managers. Retrieved from: http://www.pragmaticmarketing.com/publications/topics/09/enabling-cross-functional-teams-a-leadership-role-for-product-managers
Organizational Behavior: Past Present. Discuss statements. • The Human elations Movement. Discuss Hawthorne Experiment implications a legacy workplace; compare contrast McGregor's Theory X Theory Y assumptions employees, personal experiences Theory X & Y managers, prefer.
Organizational behavior: Past and present
Discuss the Hawthorne Experiment and its implications as a legacy in the workplace
The Hawthorne Experiment suggests that when subjects are aware that they are being observed, they behave better than they do under regular circumstances. The implications of this experiment in the workplace are fairly obvious: workers are often regularly watched by managers, as a way of improving employee productivity and enhancing compliance. When workers cannot be watched through the use of human agency, then mechanized means are used to engage in surveillance. Time clocks, 'blocking' controls upon unsupervised employee web-surfing, sitting workers in open environments where they can be easily monitored and other efforts to make employee behaviors…
Kreitner & Kinicki. (2007). Chapter 14 outline. Fundamentals of organizational behavior.
Mead, A. (1996). Deming distilled. TQM. Retrieved April 28, 2011 at http://www.well.com/user/vamead/demingdist.html
Schmidt, Klaus. (1998). Applying the Four Principles of Total Quality Management to the classroom. Tech Directions, 58 (1):16-18.
However, according to this model, what can be termed as the best way is defined by how the decision made marries with the content and context of the matter at hand. The contingency model establishes that a decision that is made for a particular context may not be applicable in another, even though the contexts may be similar. It also establishes that a unified role is played by the managers who have the decision making capacity. When faced with a particular issue, the managers must find the best way to deal with the situation and they have to create an effective decision process which minimizes conflict. Whatever the situation, the management has the obligation to analyze it and evaluate the assumption that need to be drawn to align the organization with the changed environment. The conclusion must be evaluated on the basis of the effectiveness, efficiency and the solution it…
Professionalism on the part of employees is also facilitated by management's demanding high standards of employees, in line with the stress of the necessity of improving world health care and helping students. Yet management is always committed to recognizing impressive employee performances with generous bonuses, providing a comprehensive benefits package for all workers, and showing respect for employee health and welfare, as well as customer health and welfare. Also, the tuition assistance program shows how the company respects the importance of education for workers as well as for customers
Globalization spawned the founding of this organization. Globalization continues to impact its structure and mission. As health care bureaucracies around the world grow more complex, and the policies regarding foreign nationals studying in the U.S. change in response to international political events, the ECFMG must remain flexible and abreast of world affairs.
Organization Decision Making
Within an organization, there have to be many changes taking place at all times, without which the organization may stagnate and start to decline. These changes would have to be organization-wide, rather than small changes like changing the program, adding a new person, and so on. Some examples of organization-wide change are a change in the mission of the company, or a restructuring of operations, or maybe an addition of a new technology, or a merger, etc. In general organizational change is provoked by a need for accomplishing some preconceived goal, or it is caused by some outside force like for example, a need for cutting costs within the organization, or a need to increase declining productivity. Although it is a fact that organization wide change is difficult to accomplish, primarily for the reason that many people are afraid of change of any kind, even though it…
Are You a Good Decision Maker? Retrieved From
http://www.onlinewbc.gov/Docs/manage/decisions.html Accessed on 14 July, 2005
Best Corporate Change Resources. Retrieved From
Organizational Motivation and Leadership in the Workplace
A globally well-known chain of the burger and rapid food dining establishments called McDonald's Company (NYSE: MCD) serves around 58 million consumers on a day-to-day basis. McDonald's Company likewise runs some well-known little chains of dining establishments like Pret A Manger, which was closed in 2008. This company was among the investors in Chipotle Mexican Grill up until the year 2006. Boston Market was led by MacDonald's up until the year 2007 (Kukreja, 2011).
Certain personnel management aspects are likewise added in this report. The significant ones are variety, training, advancement, discovering, and retention. No question these aspects are actually essential in the modern-day business world of 21st century however a fascinating analysis is that McDonald's has actually not connected these elements with sustainability (Kukreja, 2011).
There are differing ideas about sustainability technique within McDonald's. When seen from the viewpoint of…
Bartol, K., Martin, D., Tein, M., Matthews, G. (2001). Management: A Pacific Rim Focus," 3rd Edition, McGraw-Hill, Australia.
CPDL. (2004). Organisation & Management" Manual; 2004, University of Mauritius.
CPDL. (2005). Organisational Behaviour" Manual; 2005, University of Mauritius.
Kukreja, P. (2011). Employee Retention of McDonald's. Taken from: http://www.managementparadise.com/forums/human-resources-management-h-r/219372-employee-retention-mcdonald-s.html
The chosen case studies are those of Pfizer and Intel. The two case studies are much similar because they are founded on the basis of organizational capability being improved through better H practices. They show that H practices are important in ensuring success in organizations and ensuring better performance. As stated by Ulrich et al. (2009)
, the case studies show that it is important to think about organizational capability and H practices and how they impact performance and not the other way around. Organizational capability as a source of competitive advantage is also highlighted in the case studies which show that by looking at the organization from an inside-out perspective, rather than an outside-in perspective is important in ensuring sustainability of change and that the change is based on effective reasoning Zhang, 2010()
In the case of Pfizer, the organization's capabilities are seen in how it organizes…
CASCIO, W.F. 2003. Managing human resources: Productivity, Quality of work, life, profits, New-York McGraw Hill Higher Education.
GOMEZ -MEJIA, L.R., DALKIN, D.B. & CARDY, R.L. 2006. Managing human resources, New Jersey, Pearson Prentice Hall.
ULRICH, D., ALLEN, J., BROCKBANK, W., YOUNGER, J. & NYMAN, M. 2009. HR Transformation: Building Human Resources from the Outside In, New York City, The RBL Institute.
ZHANG, J. 2010. Employee Orientation and Performance: An Exploration of the Mediating Role of Customer Orientation. Journal of Business Ethics, 91, 111-121.
Organizational esponsibility and Current Health Care Issues
Ethics is the assessment and research of the human habits in regard to moral concepts, particularly those in a certain team, occupation, or specific organization (The Free Dictionary, 2012). People deal with lots of ethical/moral problems everyday and how they react might result in significant and legal ethical/moral ramifications. In the healthcare market, having approaches for making ethical/moral choices is a necessary part of the task. This paper will provide a circumstance that happens in a medical workplace and if the choice of the medical assistant will have an effect on the decision-making procedure, which can bring about legal and honest complexities.
The situation provides a skillfully experienced medical assistant and Licensed Practical Nurse (LPN) working in a clinic or medical workplace as a workplace assistant. Alone in the workplace and in charge of the phone calls throughout lunch, the assistant gets…
Bagheri, A. (2012). Elements of human dignity in healthcare settings: the importance of the patient's perspective. Journal of Medical Ethics; 38:12-729.
Bureau of Labor Statistics. (2009). Medical Assistants. Retrieved on October 31, 2010 from, http://www.bls.gov/oco/ocos164.htm
Buzzle. (2010). Medical Assistant Job Description. Retrieved on November 1, 2010 from, http://www.buzzle.com/articles/medical-assistant-job-description.html
Fremgen, B.F. (2009). Medical Law and ethics (3rd. ed.) Upper Saddle River, NJ: Pearson Prentice Hall.
People esourcing and Development -- Case Study eport
People esourcing and Development
People esourcing and Development -- Case Study eport
Organizations need to implement effective H policies at their workplace in order to manage their human capital in an effective an efficient fashion. These policies are designed in the light of local laws and regulations on different industrial relation issues like anti-discrimination and equality, cultural diversity management, recruitment of right individuals at the right positions within the workplace, and others. This paper presents a case study report on the human resource management policies of EasyGlaze Ltd. -- a growing organization that intends to hire individuals and managers at different organizational levels in order to meet the increased need of human capital for its expanded business operations. The paper is divided into four major sections. The first part describes the anti-discrimination and equality legislation that EasyGlaze will have to…
Gennard, J. & Judge, G. 2006, Employee Relations, 3rd Edition. U.S.: CIPD passim
Koontz, H. & Weihrich, H. 2010, Essentials of Management: an international perspective, 7th Edition. New Delhi: Tata McGraw-Hill
Saxena, P. 2009, Principles of Management: A Modern Approach, 1st Edition. India: Global India Publications
Tripathi, P.C. & Reddy, P.N. 2006, Principles of Management, 3rd Edition. New Delhi: Tata McGraw-Hill
Organizational Diagnosis of Palm
Palm Computing had reinvented the hand held computer market overnight with the line of PalmPilot and similar devices geared to the mobile gadget industry. According to Clancy (1999), "Palm Computing ultimately sold faster than the videocassette recorder, the color TV, the cell phone, even the personal computer that was its great-grandfather. Introduced in April 1996, within 18 months Palm Computing had shipped more than 1 million units of the handheld and some estimate there were 2 million Palm devices shipped in 1998 alone." (Clancy, 1999)
Such incredible demand for Palm Computing's products were a function of the brilliant and innovative management and design team that launched and built the company. The two prominent executives of the company, responsible for developing product and marketing, and product releases, were Jeff Hawkins and Donna Dubinsky.
According to Clancy (1999), "In Hawkins, Silicon Valley has one of its most independent,…
Enderle R. (2010) "HP and Palm: The Explosion that Will Rock the Computer Industry"
Leadersphere (2008) "HR Intelligence Report -- Organizational Diagnostic Models -- A Review & Synthesis"
Niccolai J., Gohring N. (2010) "A Brief History of Palm" http://www.pcworld.com/article/195199/a_brief_history_of_palm.html
Resolution often needs to be imposed from above.
A third type of communication problem at firms operating a matrix structure is that of corporate culture clash. In the case of Spectrum, the regional head office may wish to impose upon the different product functions the head office corporate culture. Each of the functional firms, however, may have its own culture and may find that it benefits from certain cultural differences. These differences, however, can cause communication problems and discord.
ithin the multidivisional structure, one type of communication that can occur is that the company only shares some types of information well, but not others. hen Apple reorganized into a multidivisional structure, some groups communicated very well, but ultimately the results did not generate any congruencies or economies of scale advantages -- the wrong people were communicating about the wrong things (Grant, 2002).
Another form of communication problem that can occur…
Kerzner, H. (2009). Project management: A systems approach to planning, scheduling and controlling. Wiley p. 109
Hoskisson, R. (2008). Strategic management -- concepts and cases: Competitiveness and Globalization. Cengage, p. 318
Grant, R. (2002). Contemporary strategy analysis: Concepts, techniques, applications. Wiley. p.207
But al-Mart has been more successful where Kmart has failed. The author of the study explains this difference with the treatment, importance and role played and offered to the human resource. "Kmart and al-Mart are virtually identical, right? Yet most people prefer to shop at al-Mart. Kmart recently declared bankruptcy. Could the reason for this be as fundamental as leadership style and the resultant employee attitude? I believe so. Kmart has been said to use the "control" method of leadership, while al-Mart has used an "empowerment" model. Thus, there is a subtle, yet big, difference between the customer relationship with employees of each corporation" (ork Motivation Incentives, 2004-2005).
Otherwise put, al-Mart allows its staff members to make their statement and to voice their opinions. And this often proved beneficial for the organizational well-being. For instance, Tim Gebauer was once talking to an employee who suggested putting an extra product line…
Kliger, M., Tweraser, S., Motivating Front Line Staff for Bottom Line Results, McKinsey & Company, Retrieved at http://www.mckinsey.com/practices/retail/knowledge/articles/Motivatingfrontlinestaff.pdfon May 16, 2008
Miner, J.B., 2002, Organizational Behavior: Foundations, Theories and Analyses, Oxford University Press
Robbins, S.P., 2005, Organizational Behavior, 11th Edition, Prentice Hall
2008, Official Website of the Wal-Mart Stores, http://www.walmart.com/,last accessed on May 16, 2008
Through its innovation strategy, the company has been consistent in manufacturing products with greater reliability even with its decline to make its music protection software and operating system available to others. The company locks its engineer away for them to develop new ideas and incorporate the results in elegant software and stylish design ("Lessons from Apple," 2007). Innovation has largely impacted the company's products since it focuses on designing new products centered on users' needs instead of the demands of technology. Through user-centric innovation, Apple Inc. has merged clever technology with simplicity that allows customers to dictate product designs.
Innovation at Hyundai Motors:
Innovation has had a significant impact on the strategy, process and products of Hyundai Motors whose vision involves innovation for humanity. Through its commitment to innovation, Hyundai Motors has worked hard to improve quality and brand value ("Hyundai Motor Company," n.d.). Consequently, the company invests part of…
Farren, C. (n.d.). Innovation and Engagement -- Learning from the Olympics. Retrieved July 28,
2011, from http://www.masteryworks.com/newsite/clientimpact/impact_archives_oct08.html
"Hyundai Motor Company." (n.d.). Siemens PLM Software. Retrieved July 28, 2011, from http://www.plm.automation.siemens.com/en_us/about_us/success/case_study.cfm?ComponentTemplate=1481&Component=82378
"Lessons from Apple." (2007, July 7). The Economist. Retrieved July 28, 2011, from http://www.economist.com/node/9302662
There are interactions within the organization that have consequences which may be healthy or unhealthy to the process of the organization and should be addressed accordingly (Armstrong, 2001). In addition, the assessment of the well-being of the employees can be done through audits which look at the physical, mental, and social wellness of the employees. This is vital because the well-being of the employees directly affects the performance of the organization and this demonstrates how important organizational health is to the organization since without performance the organization is as good as dead.
For purposes of illustrations let us consider an organization which has the following features as a result of its organizational health: clearly stated and widely accepted objectives and goals; reliable flow of information within the organization; proper utilization of inputs; employees feel secure and satisfied; the organization surpasses its targets; and the organization is able to perceive and…
Armstrong, M. (2001). Performance management: Key strategies and practical guidelines.(2nd
ed). London: Kogan Page.
Britton, B. Organizational learning and organizational health. Retrieved February 2012, from http://www.framework.org.uk/files/framework/Organisational%20Learning%20and%20Organisational%20Health.pdf
Dive, B (2004). The healthy organization. (2nd ed) London: Kogan Page.
The Children's Hospital of Massachusetts has a fairly basic and regimented structure. There is some lateral movement in some of the layers but it is mostly top down with a clear demarcation and assembly of who is in charge of what and who reports to whom. This report will briefly cover that and will also answer questions about how this organization compares to other organizations, the overall stakeholder relationship relationships that exist and how to improve all of the above, if possible. The organizational chart for the company in question is shown in the first appendix.
The purpose of this report is to critique, analyze and pontificate about the organizational and stakeholder structures and frameworks in a healthcare setting of the author's choosing. The hospital selected is the labeled as Children's Hospital of Massachusetts but is actually the University of New Mexico hospital as the source…
Docstoc. (2014, June 9). Childrens Hospital Massachusetts Organizational Chart. Docstoc.com. Retrieved June 9, 2014, from http://www.docstoc.com/docs/66508904/Childrens-Hospital-Massachusetts-Organizational-Chart
Olden, P.C. (2003). Hospital & community health: Going from stakeholder management to stakeholder collaboration. Journal Of Health & Human Services
Administration, 26(1), 35-57.
Rudin, R.S., Simon, S.R., Volk, L.A., Tripathi, M., & Bates, D. (2009). Understanding
It provides health-related advice on its website that all readers can benefit from, not simply those who use its services. As well as reaching out to the wider population of patients, it honors those within its fold who serve the organization with nights such as its "Celebrating Our Talent" ceremony designed to honor organizational members who have shown excellence in their duties (Boyd 2012).
The climate at the organization stresses valuing employees as well as clients, and serving the needs of its employees is included in the organization's statements of its critical functions. This acknowledges the need for caregivers to be cared for as well as patients. There is also a commitment to technological change to facilitate care: the organization was praised in 2003 for completely reconfiguring the way in which it kept track of patient data, switching to an entirely online system, to comply with changes in regulation and…
Boyd, Tracey. (2012). VNSNY home care agency praises nursing talent. VNSNY. Retrieved:
Mission and vision. (2013). VNSNY. Retrieved:
In this regard, the conflict in question is a small occurrence in a company with hundreds of employees. However, leaving it unmitigated could result in severe future conflicts and related failures. Because employees are encouraged to contribute to corporate governance in an egalitarian way, the unmitigated conflict could lead to major future problems that could relate to significant financial or reputation losses for the company. Simplification can result in a global ethical principal that all the company's employees should contribute to and adhere to.
The third principle of anticipation is Sensitivity to Operations. This means that all employees are aware of the systems responsible for the smooth functioning of the company. For the conflict involved, this is probably the most important principle. If both employees in question are aware of the system underlying the operations of MTO and how to effectively promote these operations, the conflict would be much easier…
According to the authors, this can be done if employees are given a sense of importance in the organizations. Knowledge workers are already short in supplies and most competing rivals also compete to get the best human resource in terms of knowledge workers. It is therefore essential for any organization to retain this highly skilled part of their workforce and in order to do that organizations must eliminate the autocratic elements and give the employees more say in the organization.
The shortage in supply of specialized knowledge workforce has not only made this type of labor more expensive but also more immobile and difficult to acquire. High employee turnovers with this type of labours can therefore be threatening to organization's sustainable management and long-term success. The company should be more flexible with its bureaucracy. It should allow more decentralization as far as functional and regional departments are concerned (Ireland &…
Macht, J. (1993). Special education's failed system: A question of eligibility. United States of America.
Kalat, J. (2007). Introduction to Psychology. United States of America: Thomson
Kaufman, A. (2009). IQ testing one hundred one. New York: Springer Publishing Company
Kline, P. (1991). Intelligence: The psychometric view. London: Routledge.
Organizations need to manage employee stress that is directly related to technology by such means as offering stress-management seminars, allocating certain times of the day for relaxation, investing in ergonomic technology, and by judicious use of communications technologies.
Preventing stress is far easier and cheaper than treating stress-related illnesses. Therefore, one of the trends in organizational behavior regarding the impact of technology on work-related stress is to improve the workspace by making it healthier and more ergonomic. In a workplace environment that contains potential health hazards related to technology, such as in a factory warehouse where machines create noise and fumes, the organization must keep abreast keep their employees informed about the ways to avoid physically stressing their body. A loud or polluted workplace can greatly increase stress levels on the job. Persons who have to drive all day long are exposed to stressors related to automotive technologies and cellular…
Most retail environments are plagued by high turnover. While some of this has to do with a lack of motivation, much of the problem lies in the company's inability to create high-performance teams capable of taking on challenges and making decisions with peers to help solve problems within the company (Janis, 1972). In any environment, when a successful team is lacking, so too is motivation and consistency of performance. None of these traits are evident however, within the Container Store's case study.
Escalation of commitment - the Container store adopts the ideal of escalation of commitment as stated by the store's managers who follow the McGregor Theory Y This theory suggests that employees are not by nature "lazy" and will often perform in the best manner possible and commit to the company if given an opportunity to feel empowered to make decisions without the need to "check in" with members…
Ahlfigner, N.R. & Esser, J.K. (2001). Testing the groupthink model: Effects of promotional leadership and conformity predisposition. Social Behavior & Personality: An International Journal, 29(1): 31-42.
Janis, I.L. (1972). Victims of groupthink. New York: Houghton Mifflin.
Vroom, V.H. (1964). Work and Motivation. New York: Wiley
Weiner, B. (1986). An attributional theory of emotion and motivation, New York:
Describe understanding company's values
Organizational culture: XX Fitness
XX Fitness is committed to bringing fitness to serious fitness enthusiasts in a no-gimmick format. XX Fitness is a 'high end' training facility, because of its relatively high price point at $60 per/session, and its commitment to personalized service. It seeks out people willing to make a commitment to fitness, although it does train persons at all levels. Trainers who work for the company have extensive backgrounds in fitness and sport, and all are certified. Many, like myself, have degrees in exercise sciences.
Personal training, by definition, is a very individualistic profession, and one of the great strengths of the company is that the trainers, as well as being highly experienced, are very competitive and determined to succeed. This individualized nature is reflected in XX Fitness' attempt to pair every client with his or her 'perfect' match as a trainer.…
Effective diversity management, on the other hand, provides a means more than just the elimination of potential sources of revenue loss; it means actually increasing revenue through customer satisfaction that is known to generate increased patronage and brand loyalty (ussell-Whalling, 2008), especially in the restaurant services industry.
Organizational Dynamics and the ole of Managers in the etail Services Industry
The highly competitive nature of modern retail restaurant services makes traditional supervisory and management practices comparatively ineffective, especially in areas outside of direct operational dynamics. Traditional supervisor-subordinate relationships are sufficient to provide training in mechanical procedures and operations; they are comparatively ineffective at cultivating a commitment to becoming part of an organizational culture (George & Jones, 2008).
Especially with respect to inexperienced, part-time, non-career, and seasonal employees, it is preferable for organizational leaders (Bennis, 2009) and managers (Lencioni, 2009) to develop a more personal connection to their staff members. In fact,…
Armenakis a, Field H, and Harris S. "Making Change Permanent: A Model for Institutionalizing Change Interventions." Research in Organizational Change and Development. Vol. 12, (1999). Stanford: JAI Press.
Bennis W. "Acting the Part of a Leader." Business Week; September 14, 2009.
George JM. And Jones GR. (2008). Understanding and Managing Organizational
Behavior. Upper Saddle River, NJ: Prentice Hall.
Each employee is given the resources needed to achieve their goals.
ithin the unit, performance expectations are identified and measured. Productivity goals are laid out, and evaluated. These results are considered by department managers as a key measure of productivity. ithin the marketing department, for example, sales figures (performance) are the key measure, and are weighed against the time and money spent to acquire them. e found this approach to be typical of each department.
So, in looking at how the company views performance and how it links performance to productivity, is that they do this well at the department level.
InforMed scores moderately well on the use of technology to enhance productivity. The basic requirements are in place, but they are not necessarily used to their best. Each department, as we have found, is responsible for their own budget and that includes the technology budget. At the department…
Pohlman, Randolph a. (1997). VDM - Value-Driven Management. In possession of the author.
2008). Organizational Audit of InforMed. In possession of the author.
Pohlman, Randolph a. (1997). VDM - Value-Driven Management.
Strategic Management of Human esources
This paper acquaints the reader with the Human esource Management at the largest fast food brand in the World -- McDonald's. It describes the core HM practices which are currently in use at the company and discusses them in the light of modern International H Management practices. The paper also contains recommendations on how McDonald's can improve its H practices.
McDonald's is the World's largest fast food service retailer. Head quartered in Oak Brook, United States; it operates with almost 33,000 fully functioning fast food outlets in 119 countries. It was incorporated as a barbecue restaurant by ichard and Maurice McDonald in 1940. Initially, McDonald's was just offering beef burgers, drinks, and fries. In 1955, McDonald brothers sold it to aymond Albert Kroc who was a franchising agent at that time. ay Kroc took this business to the heights of success…
Anca, D.C., & Vazquez, A., 2007, Managing Diversity in the Global Organisation. New York: Palgrave: Macmillan
Ashamalla, M., H., 1998, International Human Resource Management Practices: the Challenge of Expatriation. CR, 8 (2): 54-63
Bloom, M., C., & Milkovich, G., T., 1997, Re-thinking international compensation: From expatriate and national cultures to strategic flexibility. NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies, pp. 1-2
Chain, P., H., 2000, What Real MNEs are doing in Managing Expatriate Assignments: Trends and Strategies, International Management, IS 6670, pp. 2-4
Student Inserts Grade Course Here
CUSTOME ELATIONSHIP Management -- INTODUCTION
A customer is the most prestigious stakeholder of any business organization. The success or failure of its business is totally dependent on the consumption behavior and loyalty of its customers (Campbell, 2003). Therefore, making a long-term and strategic relationship with the customers must be among the top priorities of business organizations (Mithas, Krishnan, & Fornell, 2005). This relationship is managed through a process called as the Customer elationship Management -- a multi-faceted phenomenon and a business strategy used by organizations to manage their interactions with customers in an effective and well-organized way (Homburg, Wieseke, Bornemann, 2009).
It is essential for a business organization to have good relationships with its customers as they are the sole source of earning profits (Krasnikov, Jayachandran, & Kumar, 2009). Customer elationship Management involves managerial level efforts to attract new customers as well as…
Boulding, W., Staelin, R., Ehret, M., Johnston, W., J., 2005, A Customer Relationship Management Roadmap: What Is Known, Potential Pitfalls, and Where to Go? Journal of Marketing, Vol. 69, Issue 4, pp. 155-166
Campbell, A., J., 2003, creating customer knowledge competence: managing customer relationship management programs strategically, Industrial Marketing Management, Vol. 32, Issue 5, pp. 375-383
Gill, A., Flaschner, A., B., Shah, C., Bhutani, I., 2010, The Relations of Transformational Leadership and Empowerment with Employee Job Satisfaction: A Study among Indian Restaurant Employees, Business and Economics Journal, Vol. 2010, pp. 1-10.
Gustafsson, A., Johnson, M., D., Roos, I., 2005, The Effects of Customer Satisfaction, Relationship Commitment Dimensions, and Triggers on Customer Retention, Journal of Marketing, Vol. 69, issue 4, pp. 210-218.