Organizational Communication Essays (Examples)

Communication Climate in My Organization

Communication climate is defined as the network of personal relationships within an organization or the atmosphere of personal relationships/interactions within an organization (Mack, n.d.). Communication climate is an important aspect in the operations of an organization since its regarded as the glue that makes relationships within the organization to run smoothly. This concept is also regarded as the tone or mood of interpersonal communications that affect how people within an organization feel and perform their jobs. Communication climate is divided into two i.e. supportive climate or defensive climate. Supportive communication climate is an atmosphere that encourages open flow of information, enhanced employee participation and engagement, and constructive conflict. On the other hand, defensive communication climates are atmospheres that obstruct cooperation and hinder effective flow of information. This blog describes the communication climate in my organization and how it affects motivation and organizational/team commitment.

RiksPro's Communication…

Communication

TANSACTIONAL ANALYSIS MODEL

Communication plays an extremely important role in the success of any organizational culture. How employees and management communicate with and respond to each other is what determines the level and type of communication that exists in the organization. In this connection, Transactional Analysis Model can help in identification of problems/conflicts that exist in communication method and offer useful suggestions. In short TA model can be effectively used to understand and analyze behavior of different organizational members. Transactional analysis Model was developed by Dr. Eric Berne MD in 1960s and it ruled the world of communication theories during the next two decades. It is still used widely to remove communication blocks. Transactional Analysis Model works on two important concepts: a) every person has three sides to his personality and b) when two people communication, one of these sides is evoked leading to a transaction.

It is important…

References

James, Muriel: Transactional Analysis for Moms and Dads. Addison-Wesley. Reading, 1974

Laurel J. Dunn Communication: Information Conveyed Through The Use Of Body Language, Department Of Psychology, Missouri Western State College, 1999

This is exacerbated by the problem that Carmen is close friends with the owner Kenneth. Kenneth has a similar conflict management style to Carmen. He can be extremely nice when dealing with people casually, but whenever a problem arises like Carmen he makes excuses, avoids the problem, tries to pass it on to someone else, or resorts to texting or faxing messages rather than confronting complaints. Their favorite 'nonverbal' communication strategy is simply not being there.

A failure to listen is one of the most common workplace communication problems. "When people or groups are in conflict, communication between them tends to get worse and worse. As a conflict escalates, people limit their direct contact with people on the other side, because such conflict is uncomfortable or threatening….Eventually all direct communication between parties may be cut off. Sometimes, communication is cut off in protest" (Lack of communication channels/avoided communication, 2005, OTPIC).…

References

Craig, Suzanne. (2012). What restaurants know (about you). The New York Times. Retrieved:

 http://www.nytimes.com/2012/09/05/dining/what-restaurants-know-about-you.html?pagewanted=all&_r=0 

Lack of communication channels/avoided communication. (2005). Online Training Program

on Intractable Conflict (OTPIC). Retrieved:

Communication in organizations includes all the means, both formal and informal, by which information is passed up, down, and across the network of managers and workers in a business. These various types of communication may be used to distribute official information between workers and management, to trade hearsay and rumors, or anything in between. The dispute for businesses is to control these countless communications so they serve to advance customer relations, encourage employee satisfaction, build knowledge-sharing all through the organization, and most significantly, improve the firm's competitiveness (Communication in Organizations, 2012).

Communication is one of the most prevailing and important activities in organizations. Basically, relationships grow out of communication, and the functioning and survival of organizations is based on effectual relationships amid individuals and groups. Additionally organizational capabilities are developed and carried out through intensely social and communicative processes. Communication helps people and groups manage activities to attain goals, and…

References

Aul, P. & Siira, K. (2010). Organizational Communication and Conflict Management

Systems. Nordicom Review, 31(1), p. 125-141.

Berger, B.K. (2008). Employee/Organizational Communications. Retrieved from  http://www.instituteforpr.org/topics/employee-organizational-communications/ 

Boesky, J. (2011). Active Listening. Retreived from  http://www.johnboesky.com/activelistening.php

Employees become frustrated and develop negative views concerning management. Any animosity that the employee may exhibit could result in workplace violence. If employees are terminated or laid off under such conditions, resentment could lead to violence (Chenier 1998)." stressful work environment can also lead to poor service and customer dissatisfaction (aner 1995). In severe cases, problems communicating in the workplace can lead to the demise of a business or enterprise. Therefore, it is vitally important that workplace communications problems are addressed in a timely and appropriate manner. Over the next few paragraphs, we will discuss how communication problems in the workplace can be resolves.

Resolving Communications Problems in the orkplace

Stoppler (2005) explains that problems communication in the workplace will always exist to some extent. Therefore, managers and employees alike must find ways to resolve these conflicts. The author argues there are ten ways that communication problems in the workplace…

Works Cited

References

Brownell, J. (1994). Managerial listening and career development in the hospitality industry. Journal of the International Listening Association, 8, 31-49.

Carmichael, K. (1996). Conceptualizing Business Communication. The Journal of Business Communication, 33(3), 327+. Retrieved Chenier E. (1998) the Workplace: A Battleground for Violence. Public Personnel Management. Page Number: 557.

Cooper, L.O. (1997). Listening Competency in the Workplace: A Model for Training. Business Communication Quarterly, 60(4), 75+..

Communication in Organizations

Define organizational culture and provide analysis of organizational culture relating to role, power, people and task culture as discussed by Charles B. Handy (1994) "Understanding Organizations"

Organizational culture is many things including the values and behaviors an organization and its members adopt to create the environment in which they work. esearchers have struggled for decades to define organizational culture as one thing or another. They have also worked diligently to define what skills or components are necessary to promote a successful 'culture' within an organization. To understand how organizational culture can benefit any enterprise one must first define organizational culture.

Organizational culture is defined differently depending on who you talk to. There are several consensus opinions however about what organizational culture includes. Organizational culture includes the morals, values, beliefs and strategies a firm and its employees or managers adopt to conduct business successfully (Bonache & Cabrera, 1999).…

References:

Bonache, J., Cabrera, E.F. (1999). "An expert HR system for aligning organizational culture and strategy." Human Resources Planning, 22(1): 51.

Handy, C.B. (1994). Understanding Organizations. New York: Penguin.

Hansen, D.A. (2005 -- March). "Total Quality Management." Available:

http://home.att.net/~iso9k1/tqm/tqm.html#Introduction

Organizational eframing Program

Four Frames of Organizational eframing

Structural:-

Human esource: -

Political:-

Symbolic:-

Structural Contingency Theory

Structural Contingency Theory in Human esource Management:-

Social Network Analysis

Impact of reframing plan and ethical issue's

Impact on the department being reframed:-

Impact of reframing on other departments:-

Ethical Aspects:-

The study shows an organizational plan of a department. The aim of the study is to emphasize on how the theory of organizational life is applicable with the help of utilization of the action research process.

eframing means to redirect or change the way of thinking and look at things with a complete different mindset. In simple terms reframing is change of plans or basic details of an idea. Looking at events from a complete different mindset helps you to avoid individual biases. It also emphasizes the importance of adjustments and flexibility in the organization. The process of reframing suggests finding out…

References

Hatch, M.J. (2006), "Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press

Kanigel, R. (1997). The One Best Way, Frederick Winslow Taylor and the Enigma of Efficiency. London: Brown and Co

Robbins, Stephen P. (2004) Organizational Behavior - Concepts, Controversies, Applications. 4th Ed. Prentice Hall

Fredric M. Jablin, Linda Putnam (2000). The new handbook of organizational communication: advances in theory. p.146

The most observable aspects of organizational communications would be apparent from the way that employees typically use various communications media and technology.

Business Ethics

In contemporary American business culture, business ethics refers to the same types of concepts as the more general organizational culture except that business ethics concepts are limited to those relating to moral ideas and values (obbins & Judge, 2009). Certain aspects of business ethics pertain to matters required by statutory law and regulation while others are strictly matters of the moral values and commitment of the organization.

The narrowest systems of business ethics are strictly limited to the formal requirements of law; meanwhile, some organizations maintain much broader systems of business ethics that limit organizational behavior far more than the formal requirements of law (George & Jones, 2008). The most observable aspects of business ethics would be the manner in which organizations conduct ethical training and…

References:

George JM. And Jones GR. (2008). Understanding and Managing Organizational

Behavior. Upper Saddle River, NJ: Prentice Hall.

Robbins SP. And Judge TA. (2009). Organizational Behavior. Upper Saddle River, NJ:

Prentice Hall.

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…

Works Cited:

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.

Communication

The Power of Communication in Organizations

The unifying dynamic of all successful organizations is communication. The foundational elements of all successful collaboration, coordination and the synchronization of complex systems and tasks are predicated on a multifaceted and well-integrated communications network across an enterprise (Smeltzer, Glab, Golen, 1983). The highest performing organizations often have the most agile, open and knowledge-rich networks of their industries, making tacit and explicit knowledge easily shared across the entire ecosystem (Huseman, Alexander, Driver, 1980). When an organization's communication channels at the individual, group, division and corporate level are stifled or limited, productivity and eventually profitability will suffer. The upward and downward flows of communication within an organization determine the level of agility the company achieves as well (Huseman, Alexander, Driver, 1980). The goals of this analysis are to evaluate what happens in an organization when communication is limited, and second, how downward and upward communication…

References

Eisenberg, E.M., & Witten, M.G. (1987). Reconsidering openness in organizational communication. Academy of Management and the Academy of Management Review, 12(3), 418-418.

Huseman, R.C., Alexander, Elmore R., I.,II, & Driver, R.W. (1980). Planning for organizational change: The role of communication. Managerial Planning, 28(6), 32-32.

Nelissen, P., & Martine, v. S. (2008). Surviving organizational change: How management communication helps balance mixed feelings. Corporate Communications, 13(3), 306-318.

Smeltzer, L.R., Glab, J., & Golen, S. (1983). Managerial communication: The merging of business communication, organizational communication, and management. The Journal of Business Communication, 20(4), 71-71.

Communication Management and Organizational Change

Communication management in the organization and most specifically in the organizational change environment is critically important. The work of Heathfield entitled "Communication in Change Management" state that it is impossible to "over-communicate when you are asking your organization to change." (2011, p.1) According to Heathfield, there are four critical components of effective communication as follows:

(1) The person sending the message must ensure that the message is presented clearly with great detail and that the message be perceived as containing integrity and that the message be authentic;

(2) The individual reading the message must make the decision to listen and to ask questions to ensure clarity and finally must trust the message's sender;

(3) The method of delivery must be chosen as appropriate for the context and for the needs of the sender and receiver of the message;

(4) The message content must resonate and…

Bibliography

Albrecht, Karl G. The Northbound Train. N.Y.: AMACON, 1994.

Blake, R. And Mouton J. Corporate Excellence Through Grid Organizational Development. Houston, 1968 Gulf Publishing Co.

Cohen, Eli and Tichy, Noel. "How Leaders Develop Leaders" in Training in Development. May 1997 pp. 58-73

DiFonzo, N., & Bordia, P. (1998). A tale of two corporations: managing uncertainty during organizational change. Human Resources Management, 37, 295-303. Retrieved May 10, 2006, from the LIRN, ProQuest database.

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…

References

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.

At the intersection between the executive and upper managerial levels, effective communication is equally important to implement executive decisions, as it is at the middle management and operational levels where most executive decisions with respect to strategic visions of organizational redesign must be executed to accomplish organizational goals (Maxwell, 2007).

My Contribution to Organizational edesign

I have worked hard to improve my knowledge base and other aspects of technical skill in my intended profession, and I also make a specific effort to manage details efficiently in every aspect of my life, both personally and professionally. However, in terms of my contribution to organizational redesign, my communications skills would be most valuable. I have been practicing my active listening skills as well as my ability to communicate in different business settings in the manner most conducive to the accurate transmission of ideas to others. In my experience, my communications skills have…

References:

George, J.M. And Jones G.R. (2008). Understanding and Managing Organizational

Behavior. Upper Saddle River, NJ: Prentice Hall.

Locker, K.O. (2006). Business and Administrative Communication. Boston: McGraw-

Hill.

These organizations tend to embrace change, but because of a quick flow of persons in and out of the organization, the organizational change plan may not be as thoroughly instated, because employees are impatient to see results and may leave before the benefits of change are realized. A club culture, where the most important requirement for employees in the culture is to fit into the group, when employees start at the bottom and stay with the organization like military and some law firms is likely to be as resistant to change as an academy culture, and may have the added drawback that even higher-ups of the organization lack the confidence in the concept of change to provide effective leadership over the course of a change plan. Finally, a fortress culture where employees have timely, specialized skills like large car companies or volatile financial institutions, are more likely to embrace change…

Works Cited

McNamara, Carter. (1999) "Organizational Culture." Management help. Retrieved Jul 11, 2006 at  http://www.managementhelp.org/org_thry/culture/culture.htm

Organizational Behavior Analysis

Explored here will be a former employer, whose culture and method of communication in the workplace made it difficult for the organization to work together as a whole. Many organizations struggle with this particular issue, because they are not aware of what they can do to make much-needed changes that will allow for better communication in the workplace. The company in question was domineering in a sense, in that it did not allow for a good mixing of the cultures of the people who worked there. There was some mixing, because that is inevitable when there are a number of people who have different cultural beliefs all working in one spot. However, there was far less mixing and understanding than could have been seen and then could have been expected. This made it very difficult for people to do their jobs properly, because a significant number of…

References

Barney, J.B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), pp. 656 -- 665.

Black, R.J. (2003) Organizational culture: Creating the influence needed for strategic success, London, UK.

Jex, S.M. & Britt, T.W. (2008) Organizational psychology, a scientist-practitioner approach. NY: John Wiley & Sons.

O'Donovan, G. (2006). The corporate culture handbook: How to plan, implement and measure a successful culture change programme. NY: The Liffey Press.

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…

References

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.

These costs are less obvious than direct costs, but can be an important factor in organizational competitiveness ("Project managers," 2003). As an example, long lead times for hard-to-find, specialty resources can result in additional hidden costs. These include the costs of warehousing extra resources, to compensate for these long lead times. If production runs short of these resources, and they are not readily available, this can result in stopped production. The lost productivity results in increased overhead costs as a percentage of production. This can then lead to reduced competitiveness, resulting in reduced revenues, and an inability to continue to take advantage of economies of scale, for not only that particular resource, but also all other resource inputs for that product or service.

The consequences of obtaining resources for an organization are both external and internal. Externally, the primary consequence is that that resource is no longer in the environment…

References

Blegen, H. (1968). "The system approach to the study of organizations." Acta Sociologica, 11(1/2). p. 12-30.

Dobrev, S. (Dec 2007). "Competing in the looking-glass market: Imitation, resources and crowding." Strategic Management Journal, 28(13). p. 1267-1289.

Hickson, M. (Spring 1973). "The open systems model: Auditing the effectiveness of organizational communication." Journal of Business Communication, 10(3). p. 7-14.

Kangas, R. (2007). "The changing face of the Russian Far East: Cooperation and resource competition between Japan, Korea, and China in Northeast Asia." Perspectives on Global Development & Technology, 6(1-3). p. 441-460.

Communication Scenario

Situational Overview - The situation involves two individuals within a department inside a large industrial organization, Bing (employee) and Hart (supervisor). It appears that Bing is taking 2-3 electronic panels to his workbench, inspecting them together, and charging double or triple set-up time for his work. Hart has received a number of complaints about this and finally confronted Bing. Bing was upset about the confrontation, and brought in the Union representative.

Bing's view is that Hart is negatively focused on him directly, jealous because he has musical talent and works outside of the job. He portrayed Hart's comments as sarcastic and puerile, without anything constructive to say. Hart's view is that Bing is cheating and has been asked several times to stop the behaviors, but refuses to do so. Hart believes that he has the responsibility to the company to ensure honesty, and simply can no longer tolerate…

REFERENCES

Gregory, N. (February 26, 2010). 12 Secrets of Effective Business Communication. NOUPE. Retrieved from:  http://www.noupe.com/how-tos/12-secrets-of-effective-business-communication.html 

Shaw, M. (September 8, 2003). Hearing vs. Listening. Network World. Retrieved from:  http://www.networkworld.com/newsletters/2003/0908manage1.html

S.-based company is indeed confronted with a dilemma.

To remain competitive and ensure the survival of the enterprise, key expatriate executives are being compelled to engage in business practices that are deemed unethical in many parts of the West, but are an accepted way of doing business in other countries. To make matters even more serious and complicated for these U.S. enterprises, the Federal Corrupt Practices Act (FCPA) and other recent legislation prohibits American companies from bribing officials of foreign governments. In response to a series of corporate bribery scandals involving foreign government officials during the 1970s, the FCPA was enacted in 1977 following inquiries by the U.S. Senate and the Securities and Exchange Commission, at which time Congress became concerned that disclosures of corrupt corporate practices seriously undermined public confidence in the business community and harmed America's image abroad (Diersen, 1999).

Clearly, though, the legislation has not had all…

Skilss in Interpersonal, Group and Organizational Communications

The objective of this study is to examine interpersonal communication and spoken skills. This work will examine communication skills using the theories of Pragmatic Perspective, Psychological Perspective, Social Constructionist, and social responsibility theory. Trenholm (2008) states that communication "is very important to everyone. One form of communication that occurs among individuals is known as interpersonal communication. Interpersonal communication is a term "reserved for two-person, face-to-face interaction and is often used interchangeably with the term dyadic communication."

Interpersonal Communication: Speaking and Listening Skills

Interpersonal communication can be understood as the interaction that takes place between individuals and concerns the deliver and receipt of information or a message. Involved in interpersonal communication are listening as well as nonverbal forms of communication and speaking. Listening is the capacity to both understand and provide appropriate response to what others are saying. Listening requires the evaluation of what…

Bibliography

Pearce, WB (nd) Communication and Social Construction: Claiming our Birthright. pp. 33-56 in Wendy Leeds-Hurwitz and Gloria Galanes (Eds). Socially Constructing Communication. Cresskill, N.J.: Hampton Press. 2009.

Ramaraju, S. (nd) Psychological Perspective: Interpersonal Communication. Journal of Arts, Science and Commerce. Retrieved from:  http://www.researchersworld.com/vol3/issue4/vol3_issue4_2/Paper_09.pdf 

Suresh, K. (nd) Theories of Communication CHAPTER 2: Retrieved from:  http://www.peoi.org/Courses/Coursesch/mass/mass2.html 

Tips for Communication Skills with Groups. About Leaders. Retrieved from:  http://www.aboutleaders.com/tips-for-communication-skills-with-groups/

Mechanistic structured individuals will often oppose alteration more than an organic structure. These people often feel doubt and lack of confidence when the alteration is being put into place. It is important to implement change at a gradual rate that will allow the people time to regulate to the alteration without feeling snowed under. Selective awareness is also often high amid these people since they are not incorporated in the over all picture of things (Organic Structure vs. Mechanistic Structure, 2007).

Depending on what structure is put into place it is hard to say what opposition an organization will have. If the structure is organic, then alteration will not be so difficult on the company. Nevertheless, if the structure is mechanistic, it may be more opposed to alteration. Alteration influences a company as a whole including the groups and people. It is very significant throughout any alteration that the entire…

References

CHAPTER 4. Diagnosing the Performance of Your Organization. (n.d.). Retrieved January 5,

2011, from Web site:  http://www.idrc.ca/geh/ev-28256-201-1-DO_TOPIC.html 

Kohl, Priscilla. (2008). Marrying Two Business Cultures-What to Consider When Merging

Companies. Retrieved January 5, 2011, from hrtools Web site:

Effective communication is vital to the success of any organization as it is the process through which information is exchanged. Indeed, this is precisely why organizations need to identify and address the many factors that may enhance or weaken communication, including organizational structure, culture, information networks, conflict management and individual communication skills. It is the objective of this paper to discuss one such factor, namely, the effect of environment on communication. The role played by the environment in influencing the nature and efficacy of communication will be demonstrated through a focus on business discussions in formal conference rooms.

Communication within a formal conference room setting, in fact, highlights the degree to which nonverbal communication is highly context dependent (Harris, 1993, p. 124). Consider, for instance, the contrast between the formal setting of a conference room with that of more relaxed, informal office areas. Indeed, the very presentation of a hushed…

References

Harris, T.E. (1993). Applied Organizational Communication: Perspectives, Principles, and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.

umors can be detrimental to any organization. There are four kinds of grapevine rumors that often lead to unnecessary gossip in any group setting. The first one is wish fulfillment and in this type of grapevine rumor, there is an identification of the hopes and wishes of the organization or company's employees. The second kind is bogey rumors. This second kind of rumor exaggerates the concerns and fears of employees.

The third is the wedge-drivers. These rumors are damaging, aggressive, and unfriendly; splitting and dissolving groups/allegiances. The last rumor is home-stretchers and these are based on anticipation of announcements or decisions. They serve the purpose of filling the gap in times of confusion or ambiguity.

esearch provides a figure for grapevine information accuracy and places it at an estimated 80% (Papa, Daniels, Spiker, & Daniels, 2008). This is because the basis of such rumors starts with a personal account that…

References

Levine, J. & Hogg, M. (2010). Encyclopedia of group processes & intergroup relations. New Delhi.: SAGE Publications.

OPM,. (2016). Hiring Reform. U.S. Office of Personnel Management. Retrieved 28 September 2016, from  https://www.opm.gov/policy-data-oversight/human-capital-management/hiring-reform/#url=Security-and-Suitability 

Papa, M., Daniels, T., Spiker, B., & Daniels, T. (2008). Organizational communication. Los Angeles: Sage Publications.

Riccucci, N. (2015). Public personnel management. Routledge.

Communications # Technologies #Organization

Communication Technologies

What is Information Communications and Media Technology (ICMT)

ICMT is derived from two fundamental terminologies -- information communication technology and media technology. Information communication technologies refer to the resources and tools used to create, manage, store, and disseminate information (Gray, 2012). They include telephony, broadcasting technologies (television and radio), computers, and other technological media for communication. Each of these media has its technological limitations -- radio, for instance, could broadcast an event live, but one would only hear the sound and not be able to see the performers; similarly, a television would be able to deliver video and sound, but not text (Croteau, Hoynes & Milan, 2011). Media technologies are platforms of computer networks that allow for the delivery of all media forms; interactive, video, picture, sound, text and live (Croteau et al., 2011). Information communications and media technologies, therefore, refer to the various…

References

Croteau, R., Hoynes, W. D. & Milan, S. (2011). Media/Society: Industries, Images and Audiences (4th ed.). Thousand Oaks, CA: Sage Publications.

Gray, D. (2012). The Connected Company. Sebastopol, CA: O'Reilly Media Inc.

Townsend-Hall, B. (n.d.). Communications Audit: How can it Help You? The Sideroad. Retrieved December 2, 2015 from  http://www.sideroad.com/Business_Communication/communications-audit.html

Organizational Conflict

RESOLVING ORGANIZATIONAL CONFLICT

Management Theory and Thought: Identifying and Resolving Organizational Conflict

Understanding Individual Preferences

Organizational Diversity

Interpersonal Communication

The modern business environment has become more complex and diverse than ever before. Globalization has been driven by technological innovations that allow for greater communication, information sharing, travel, and business networks that span the globe. Employees today expected to handle workloads that push their productivity beyond that of any generation in the past. Furthermore, the complexity and diversity found in this environment often significantly increase the potential for organizational conflict. Teams are now more commonly spread out across geographic locations and often represent individuals from far different backgrounds.

There are many perspectives that can be used to try to build organizational conflict resolution capabilities in an organization and this objective can be viewed from many perspectives. For example, you can try to build conflict resolution skills in the individual,…

Works Cited

Brenner, M., Fairris, D., & Ruser, J. (2004). "Flexible" Work Practices and Occupational Safety and Health: Exploring the Relationship Between Cumulative Trauma Disorders and Workplace Transformation. Industrial Relations, 242-266.

Gherri, B., & Eimer, M. (2011). Active Listening Impairs Visual Perception and Selectivity: An ERP Study of Auditory Dual-task Costs on Visual Attention. Journal of Cognitive Neuroscience, 23(4), 832-844.

Hunt, G., & Cusella, L. (1983). A field study of listening needs in organizations. Communication Education, 32(4), 393-401.

Terestre, D. (2004, March 26). Talking him down: the crisis negotiator. Retrieved from Police One:  http://www.policeone.com/columnists/PoliceMagazine/articles/82818-Talking-him-down-the-crisis-negotiator/

Communication Climate at the Workplace
The communication climate at Digital Prints is supportive. This is mainly because the workplace is warm, supportive, and open. A supportive climate is encouraging to the subordinates as compared to the defensive climate that puts an individual on the guard. It is easy for an employee to talk to each other and understand one another. With an open exchange of ideas and everyone is open to listening and discussing projects it is easy for the employees to get work done. Employees are allowed to test out their ideas and the management is more accommodative. This support has been beneficial to the employees in terms of being open and sharing their perceptions. Communication at the workplace is supportive in that employees will respond to emails promptly and they will listen to one another without interruption (Mohammed & Hussein, 2008). The viewpoints of each other are considered…

Communications Audit eport: A Case Study of Walmart Inc.

A Case Study of Walmart Inc.: Communications Audit eport

Wal-Mart is the world's largest retailer, and the world's largest company by revenues. A communications audit was conducted to determine the effectiveness of the company's communication strategy. This report presents the findings of that audit. It shows the specific media and channel used to communicate with internal and external stakeholders.

Communications Audit eport: A Case Study of Walmart Inc.

Walmart is an American-based multinational corporation headquartered in Bentonville, Arkansas. The company was founded in 1962 with the aim of providing discount goods to customers to enable them live better. It went public in October 1969 to facilitate the achievement of this vision. Today, the company operates over 11,000 stores in 27 countries, dealing in a wide range of merchandise including foodstuffs, groceries, clothing, furniture, apparel, toys, electronics and clothing. It is home…

References

Chandler, D. & Munday, R. (2013). A Dictionary of Media and Communication. Oxford, NY: Oxford University Press.

Downs, C. W. & Adrian, A. D. (2012). Assessing Organizational Communication: Strategic Communications Audit.New York, NY: Guilford Publications.

Gray, D. (2012). The Connected Company. Sebastopol, CA: O'Reilly Media Inc.

Newsom, D., Turk, J. & Kruckeberg, D. (2012). This is PR: The Realities of Public Relations (11th ed.). Boston, MA: Cengage Learning.

Insomuch, Angela felt that she was being penalized because she worked from home. Although alph tried to explain that this was not the case, he was unsuccessful in conveying the real issue of missing a deadline. Consequently, the focus shifted to more of a personal nature because Angela felt unappreciated so they decided to reconvene to another meeting two weeks later.

Unfortunately, the meeting started with some hostility from Angela. She was very cold and nonresponsive to alph's questions regarding her well-being. Because Angela did not feel positive about the last exchange, she missed another meeting, plus she failed to submit a report. Her actions are labeled as passive aggressive because her lack of apathy has now transferred into a performance issue. With her constant interruptions and frustrations, Angela refuses to communicate and wants to resign. Clearly, conflict is an issue in which resolution is needed in the form of…

References

Communication for Organizations. (2010). Communication process: The basics. Retrieved from http://communicationprocess.net/

Jehn, K.A., Greer, L., Levine, S., & Szulanski, G. (2008). The Effects of conflict types, dimensions, and emergent states on group outcomes. Group Decision & Negotiation, 17(6), 465-495. doi:10.1007/s10726-008-9107-0

Mind Tools. (2012). Active listening: Hear what people are really saying. Retrieved from  http://www.mindtools.com/CommSkll/ActiveListening.htm 

Mind Tools. (2012). Conflict resolution: Resolving conflict rationally and effectively. Retrieved from  http://www.mindtools.com/pages/article/newLDR_81.htm

Communication theory is described as any systematic explanations of the nature of the communication process. It's important for businesses and organizations to understand communication theory because they can't accomplish their objectives and goals without effective communication between workers. Since it focuses on analyzing the processes with which information is transmitted from the sender to the receiver, communication theory also focuses on the various ways with which information is transferred from one medium to another.

Generally, communication is regarded as the magical factor that can guarantee a happy long-term relationship and organization success (Dainton, 2004). It's an important factor within the Navy, particularly in the Casualty Assistance Calls section since this section deals with helping sailors who have suffered a casualty. Therefore, it's important for the Casualty Assistance Calls Officer to possess effective communication skills because his/her main duty is to provide information, resources, and assistance in the event of a…

References:

Brown, J.M. (n.d.). How Can Cultural Differences Affect Business Communication? Retrieved

December 20, 2011, from  http://smallbusiness.chron.com/can-cultural-differences-affect-business-communication-5093.html 

Dainton. (2004, September 16). Introduction to Communication Theory. Retrieved December

20, 2011, from  http://www.sagepub.com/upm-data/4983_Dainton_Chapter_1.pdf

Communication and Perception Processes

Communication models simplify the descriptions of complex communication interactions

Three models:

Transmission- a linear one-way process in which a sender transmits a message to a receiver

Participants- senders and receivers of messages

Messages- the verbal and non-verbal content being shared

Encoding- turning thoughts into communication

Decoding- turning communication into thoughts

Channels- sensory routes through which messages travel

Barriers / Noise

Environmental noise- physical noise

Semantic noise- noise in encoding process

Interaction- participants alternate positions as senders and receivers of messages

Participants- senders and receivers of messages

Messages- the verbal and non-verbal content being shared

Encoding- turning thoughts into communication

Decoding- turning communication into thoughts

Channels- sensory routes through which messages travel

Feedback- messages sent in response to other messages

Physical context- environmental factors

Psychological context- mental and emotional factors

Transaction- a process in which communicators generate social realities within social, relational, and cultural contexts.

Communicators

Simultaneous…

References

Carey, J. (Unk). "A cultural approach to communication." Communication as culture.

Retrieved April 11, 2014 from Northern Illinois University website: http://www3.niu.edu/acad/gunkel/coms465/carey.html

"Communication and Perception Processes." (Unk.) In, A primer on communication studies, pp.

1-21. Retrieved April 11, 2014 from Lardbucket website:  http://2012books.lardbucket.org/books/a-primer-on-communication-studies/s01-02-the-communication-process.html

Organizational Management Models

Change Management Models

There are several change management models that have been advanced as useful for most organizations in their daily operations. Though there are numerous change management models companies may choose from, there are three models which a company is likely to select as far as change is concerned. Nonetheless, a company only selects the model best meeting its needs after the strengths and weaknesses have been compared. Presented in this paper are three change management models; McKinsey 7-S model, Lewin's change management model, and Kotter's 8-step change model. The models' differences as well as similarities are compared; but, only one of model can be considered as a best fit for a company needing a large amount of change.

The first model; the McKinsey 7-S model is a holistic approach to company organization, which collectively determines how the company will operate. This model has seven different…

References

Manage. (2007, April 90). 7-S Framework (McKinsey). Retrieved January 10, 2013, from www.12manage.com:  http://www.12manage.com/methods_7S.html 

Mind Tools. (2007). Lewin's Change Management Model: Understanding the Three Stages of Change. Retrieved January 10, 2013, from www.mindtools.com:  http://www.mindtools.com/pages/article/newPPM_94.htm 

Rose, K.H. (2007). Leading Change: A Model by John Kotter. Business Source Elite.

Because they ignored those concerns and chose to save a very small amount of money, they ended up costing their organization much more money for placing an entirely new advertisement that reflected the additional wording that the two team members had originally tried to propose.

On a much smaller scale, this is precisely the same thing that happened on the Deepwater Horizon oil drilling platform: namely, junior-level team members expressed specific concerns to management; those concerns were ignored and further contribution of those team members discouraged by management. Ultimately, the organization suffered exactly the type of harm those team members had envisioned and it cost the organization much more than the relatively inexpensive fixes that would have been recommended by the dissenting team members if their opinions had been take more seriously by management.

eferences

Barsa, M. And Dana, D.A. "Learning from Disaster: Lessons for the Future from the Gulf…

References

Barsa, M. And Dana, D.A. "Learning from Disaster: Lessons for the Future from the Gulf

of Mexico." Boston College Environmental Affairs Law Review, 38(2) 2011: 219-

Charvatova, D. And van der Veer, C.G. "Communication and Human Resource

Management and its Compliance with Culture." International Journal of Human

Employees handle a large amount of private documentation and must uphold the law of confidentiality legally and ethically.

Despite the stress on confidentiality of client information, communication flow is still important to the organization's ability to get work done. / Thus confidentiality in the service of customers, not in the service of secrecy is the organizational mantra. Additionally, communication is not simply fostered in the organizational culture's common professional dress. Because communication skills are so integral to the organization's work, when dealing with other nations over the phone, creating better communication styles in its employees' dealings with one another has become an integral part of the organization's standard operating procedures and mission statement. There are regular updates regarding company policy for employees and weekly staff meetings to foster a healthy and open communication flow between staff and management. No one need ever feel out of the loop. The organizational flow…

Every effort should be made at first not to see these differences as right or wrong by suspending judgment. Seek more information that could expand your understanding.

Given these three recommendations, there are several problematic areas with the conversation above. Before looking at the oral aspects, however, it is readily possible to see that problems exist in the written form as well. There are a large number of glaring grammatical and spelling errors. These are highlighted below:

A: everyone wants to go to Prague for new year (3)do you think it would be good to go to Prague? (Everyone wants to go to Prague for the New Year. Do you think it would be good to go to Prague?)

S: who's going? (Who's going?)

A: so farMaddy (.) Eleanor (.)Anna (.)dunno (So far, Maddy, Eleanor and Anna, I think.)

S: do you want to go to Prague? (Do you want…

Organization Behavior

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…

REFERENCES

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 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…

References

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

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…

References

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

Guidelines on oral and written communication with job applicants

One important guideline is that the human resources department is solely responsible for setting the policies and procedures regarding staffing and management of all aspects of the staffing process. herefore any written or oral communication to job applicants should come from the human resources department except where the management team may need to reply to an item that they are formally delegated for.

he second guideline is that all oral and written communication with job applicants should be clearly stated and in a conspicuous manner in the appropriate document. his is in order to prevent any misunderstandings or misinformation that comes from the job applicant not receiving or comprehending the message. he members of the organization should require the job applicants to acknowledge receipt or the message being passed and they should be given an opportunity to ask for clarification where…

The best way to conduct the criterion-related validity test is to seal the results then review them after a period of between 3 to 6 months after the new hires have been with the company. This way, the staffing manager will be able to assess the work performance of the new hires and correlate the results of the general ability test to their work performance. The general ability test becomes the predictor while the work performance becomes the criterion.

As in the study conducted by Ispas, Iliescu, Ilie, and Johnson (2010)

Job performance can be measured using supervisor ratings of the employees which can be collected as a part of the employees' annual or monthly performance evaluations. The performance appraisal can be based on a 5-point scale with four dimensions being evaluated. The four dimensions to be evaluated are quality of work, professional

Organizational Behavior Case Study

OGANIZATIONAL BEHAVIOU

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…

References

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 Behaviour

This report focuses on the study of organizational behaviour in the hotel industry and most especially in the food and beverage department. Focusing on the organization I am attached to, the aspect of groups and group dynamics is widely explored. The paper first introduces with an introduction in which a brief explanation of the discussion is established. Part of the factors addressed in this section includes the aim and scope of the study. Additionally, the methodology of the research, the assumption, the limitations within the organization and the background of the problem are explored within the discussion. The paper then goes ahead to focus on the literature review. Here, definitions of organizational values and individuals values are provided. Also demonstrated is the manner in which organizational and individual values intersect. Further, the relationship between individual values and organizational structure is established. The report goes further to demonstrate how…

References

Bilsky, W & Jenh, K (1998) Organizational Culture and Individual Values: Evidence for a Common Structure, Personal Communication

Black, Richard J. (2003) Organizational Culture: Creating the Influence Needed For Strategic Success, London UK

Dean, KW (2011) Value-Based Leadership. How Our Personal Values Impact the Works Place, the Journal of Value-Based Leadership, Valaparaiso University College of Business Management

Kimbro, M, (2012) Organizational Behaviour in the Hospitality Industry, Retrieved From:  http://voices.yahoo.com/organizational-behavior-hospitality-industry-13137.html

Organization Management

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…

References

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.

Organizational Behavior

The relevance of understanding group behavior as well as group properties cannot be overstated. This is more so the case for those keen on becoming effective managers and/or members of various groups. Managers who happen to be familiar with group behavior within organizations are more likely to fast track the accomplishment of the various goals and objectives of their respective organizations by amongst other things using groups more effectively.

Nature of Groups and Group Behavior within Organizations

Key Definitions

A group according to Griffin and Moorhead (2011, p.240) "is two or more people who interact with one another such that each person influences and is influenced by each other person." It is however important to note that apart from this definition, several other definitions of a group have been proposed by various authors.

Types of Groups

In basic terms, groups can be divided into two. On one hand…

References

Griffin, R.W. And Moorhead, G. 2011. Organizational Behavior: Managing People and Organizations. 10th ed. Mason, OH: Cengage Learning.

Hellriegel, D. And Slocum, J.W. 2007. Organizational Behavior. 11th ed. Mason, OH: Cengage Learning.

Martin, J. 2005. Organizational Behavior and Management. 3rd ed. Bedford Row, London: Thomson Learning.

Organization Behavior

"Performance Management" and "People Performance"

Performance Management and People

"Performance Management" and "People Performance"

Management SUMMAY

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,…

REFERENCES

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 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…

References

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 Cultures: Annotated Bibliography and Summary

Annotated Bibliography

Aronson, Z. And Patanakul, P. 2012. "Managing a group of multiple projects: do culture and leader's competencies matter?" Journal of the Knowledge Economy, 3(2): pp.

Web. etrieved from: LexisNexis Database. [Accessed on 21 May

This article focuses significantly on how team culture within an organization is a pivotal factor that contributes to a team being able to successfully complete a project. A focus is made on the role of the project manager to not only introduce a team to a project, but hone the group's culture in terms of knowledge, communication, and teamwork in order to maximize the team's effectiveness, which is a method that can be utilized in any working environment.

Heeroma, D., Melissen, F., Stierand, M. 2012. "The problem of addressing culture in workplace strategies. Facilities, 30(7-8): pp. 269-277. Web. etrieved from:

LexisNexis Database. [Accessed on 21 May

2012].

This…

References

Tatum, M. 2012. "What is corporate culture." Wise Geek. Web. Retrieved from:

 http://www.wisegeek.com/what-is-corporate-culture.htm . [Accessed on 21 May

Organizational Technology Plan

Human esource Management Organizational Technology Plan

Creating an organization capable of responding quickly to turbulent market conditions while continually aligning human resources to the highest priority challenges and opportunities is a critical success factor in the 21st century. Using technologies to accelerate these strategies, while also aggregating and use knowledge effectively as also key. This is where human resource management systems are delivering contributions to enterprises, making them more efficient while staying in compliance to internal and globally-based standards (Charles, Hill, 2004).

Analysis of Human esource Management Systems in Enterprises: Foundation for an Organizational Technology Plan

Starting with adherence to corporate social responsibility, ethical responsibility and the continual development of greater process efficiencies as the cornerstones of an effective Human esources Management (HM) Organizational Technology Plan are discussed in this analysis. Organizations today are facing the daunting challenge of balancing corporate social responsibility, ethical guidelines both internal…

References

Charles, G., & Hill, T.D. (2004). Towards an ISO for corporate social responsibility. ASQ World Conference on Quality and Improvement Proceedings, 58, 135-145.

De Alwis, A.C. (2010). The impact of electronic Human Resource Management on the role of human resource managers. E+M Ekonomie a Management, (4), 47-60.

Lytras, M.D., Castillo-Merino, D., & Serradell-Lopez, E. (2010). New human resources practices, technology and their impact on SMEs efficiency. Information Systems Management, 27(3), 267.