Organizational Goal Essays (Examples)

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.

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 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

The seven variables that have been termed as "levers" by the authors all start with the letter 'S'.

Following are the things included in the seven variables:

-Strategy

-Systems

-Staff

-Skills

-Structure

-Shared values and -Style.

Structure is explained as the skeleton of the organizational chart or an organization. Strategy has been identified by the authors as the path or plan of action that is taken in order to achieve some goals and target over a period of time. Systems are defined as the routine process and procedures that are carried out within the firms. Staff is further divided into the personal categories within the firms (e.g., engineers). The skills refer to the capabilities possessed by the staff that is working within an organization. Style is defined as the way in which the managers behave or act in order to achieve the organizational goals. Shared value variable basically comprises of…

References

Burke & Litwin. (1992). A Causal Model of Organization Performance and Change', Journal of Management, Vol 18, No 3, pp 523 -- 545.

Katz, D. & Kahn, R.L. (1978). The Social psychology of organizations. (2nd ed.). New York, NY: Wiley.

McLindon, D, McDaniel, K., Smiley, J., Anderson. T. And Moorman, R., (2012). Whole Foods Market Case Study. Retrieved from:  http://www.slideserve.com/arleen/whole-foods-market-case-study  on May 15, 2013.

Pascale, R.T. & Athos, a.G. (1981). The art of Japanese management: Applications for American executives. New York, NY: Simon & Schuster.

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

Organization Behavior

Competitive Advantage through Human esource Management Practices

Human esource Management Practices

Competitive Advantage through Human esource Management Practices

HUMAN ESOUCE Management

Human esource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human esource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation at large (Chadwick & Dabu 2009). Basically, Human esource Management focuses on recruitment, management, guidance, and motivation of employees in an organization. In the past, HM was just restricted to two core functions: employee management and motivation. Now, it has emerged as one of the biggest strategic issues in the business world (Kandula 2007).

With the passage of time, the scope and functions of Human esource Management have also increased. Now, it also involves employee…

REFERENCES

Armstrong, M. 2007, A handbook of Human Resource Management Practice, 10th Edition. London: Kogan Page

Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813-816.

Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. 2008, The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study, Personnel Psychology, 61 (1): 467-501.

Browning, V., Edgar, F., Gray, B., & Garrett, T. 2009, Realizing Competitive Advantage through HRM in New Zealand Service Industries, The Service Industries Journal, 29 (6): 741-760.

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]

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.

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…

References

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

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…

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,…

References

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 

http://www.leadersphere.com/img/OrgmodelsR2009.pdf

Organizational Motivation and Leadership in the Workplace

The company

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…

References

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

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.

Organizational Innovativeness

Every organization will thrive best in an environment that is full of innovativeness and creativity since these are the aspects that each organization depends upon to ensure that they remain relevant in the ever dynamic and technologically changing business environment. How come then that some organizations are more innovative than other? This is the crucial question that many researchers and business consultants have always wanted to respond to with finality though still needs a lot of research.

One aspect that makes some organizations more innovative is the fact that they have what is referred to as idea men, these are people who are entrusted to be the think tank of the organization and were selected through a rigorous process and daily routine is to frequently interact with each and every department on very regular basis so as to ascertain the innovation gaps that exist, then sit together, discuss…

References

Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor. Strategic Management. 2 ed. New

York: McGraw-Hill Irwin, 2005.

Federico Capasso, (2011). Recipe for Innovation: Funding, Freedom, Focus. IT World, June 22, 2011. Retrieved October 27, 2011 from  http://www.seas.harvard.edu/news-events/news-clips/recipe_innovation .

Nukhet Harmancioglu, et.al., (2007). Your new product development (NPD) is only as good as your process: an exploratory analysis of new NPD process design and implementation. R&D Management 37, 5, 2007. Journal compilation 2007. Blackwell Publishing Ltd., 9600 Garsington Road, Oxford. Retrieved October 27, 2011 from  http://www.chicagobooth.edu/research/selectedpapers/sp10.pdf

Organizational Control

This report aims to present slides on organizational control. As the consultant for an organization that is growing rapidly, I believe that the company can control the rate of growth in the areas of employee expansion and the span of control. The key is top-down development, training and trust. This report therefore aims to define the concept of control, identify the current and future benefits for the organization, and to make recommendations for control actions to take right now.

Control is the ability to create and maintain all aspects of a multi-agent organization. The current trend is that the company will continue to grow and one person will no longer be able to handle everything. Therefore, it is critical to develop a larger and more complex multi-person management team that can tackle the responsibilities of this future growth. Currently, the president handles the accounting for example. In the…

Organizational Approaches to Managing Ethics

Information Systems

Managing ethics in the workplace is a moral necessity as well as a practical one. Without formal management of ethics in the work environment, an organization puts itself on the path of increased risks of sorts. As time passes, and particularly in the 21st century, a great deal of attention to the management of ethics in the workplace is paid by professionals in a wide variety of industries. Whereas ethics used to be considered in the realm of philosophers, theologians, academics, and social workers, professionals in all industries see the practicality and again, necessity of the management of ethics of the workplace.

There are many benefits to ethics in the workplace that often save an organization time, money, and other valuable resources. Ethical programs in the workplace can often promote teamwork and productivity. (McNamara, 2012) Ethical management in the workplace often falls under…

References:

McNamara, MBA, PhD, C. (2012). Complete Guide to Ethics Management: An Ethics Toolkit for Managers. Free Management Library, Web, Available from:  http://managementhelp.org/freebusinesstraining/ethics.htm . 2012 November 04.

Paine, L.S. (1994). Managing for Organizational Integrity. Harvard Business Review, Web, Available from:  http://hbr.org/1994/03/managing-for-organizational-integrity/ar/1 . 2012 November 04.

What emerged from the review of the literature, though, was the fact that the agency's top leader recognized that something must be done to address this problem and took substantive action in the form of offered alternative work arrangements for patent office employees in response. The impact of this initiative was shown to be highly positive, with a significant reduction in employee absenteeism as well as other cost savings being realized as a result. Finally, the research was consistent in showing that even the best ideas, though, must be carefully implemented to avoid the perception of undue influence and favoritism in order to succeed.

eferences

An introduction to the USPTO. (2009). The U.S. Patent and Trademark Office. [Online].

Available: http://www.uspto.gov/web/menu/intro.html.

Article 1, Section 8, United States Constitution.

Fernandez, S. (2005). Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena. Journal of Public Administration…

References

An introduction to the USPTO. (2009). The U.S. Patent and Trademark Office. [Online].

Available:  http://www.uspto.gov/web/menu/intro.html .

Article 1, Section 8, United States Constitution.

Fernandez, S. (2005). Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena. Journal of Public Administration

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.

Such a culture will help the employee to become familiar with the work environment much more quickly.

Employee retention should also be higher in this type of organization. The reasons for this can be found in the reasons why employees generally leave organizations. New employees are usually excited about their work, as it is unfamiliar and new. Once familiarity and routine set in, employees become bored, and the quality of their work could suffer. This can work concomitantly with feelings of being isolated from the goals and objectives of the company. A new recruit is generally aware of these goals and objectives, or at least those of his or her own part of the work. oredom and routine could result in recruits seeking the realization of their ambitions elsewhere.

This can be prevented during the organizational socialization phase. A new employee who is excited about the new company and work…

Bibliography

Belilos, Claire (1997). The Learning Organization. CHIC Hospitality Consulting Services. http://www.easytraining.com/learning.htm

Chopp, Steve & Paglia, John K. (2002). Build a Culture of Value Creation: Three essential steps for value-based management. Graciado Business Report, Vol. r, Iss. 1. Graciado School of Business Management, Pepperdine University.  http://gbr.pepperdine.edu/021/vbm.html 

Mallinger, Mark & Rizescu, Ileana. (2001). Personality Traits and Workplace Culture. Graciado Business Report, Vol. 4, Iss. 1. Graciado School of Business Management, Pepperdine University.  http://gbr.pepperdine.edu/011/culture.html

Organizational Behaviour

Organizational behavior -- globalization and diversity

Diversity is becoming more present within the contemporaneous business climates and it is necessary that economic agents devise and implement the most adequate strategies in responding to the challenges of diversity. Diversity in itself is not only a constant presence, but also a generator of impacts and organizational change. A relevant example in this sense is offered by the fact that diversity forces changes at the level of the leadership styles. Furthermore however, diversity also impacts organizational bottom line and productivity.

In light of the new evolutions at the level of the business climate, numerous changes occur in the previous paradigms. Specifically, one can easily observe shifts in organizational paradigms and to exemplify these, the cases of several Malaysian firms are introduced. Finally, the concept of organizational culture is detailed and emphasis is placed on the strategic strengthening of organizational culture.

Table…

References:

Barak, M.E.M., 2010, Managing diversity: toward a globally inclusive workplace, SAGE

Brooks, M.B., 2009, Diversity is about the bottom line, Major Ben's Consulting,  http://majorben.com/resources/diversity-is-about-the-bottom-line  / last accessed on May 4, 2011

Greenwald, R., 2005, Wal-Mart: the high cost of low price, Documentary

Jaya, P., Pinang, P., Bahru, J., Marketing the key too success in Malaysian business development, Malaysian Institute of Management, http://mgv.mim.edu.my/MMR/8708/870802.Htm last accessed on May 4, 2011

Organization Behavior

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.

MCDONALDS: INTODUCTION

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…

REFERENCES

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

The larger social implications of successful human resources development practices and perspectives have not been lost on researchers in the area, either. Altering human resource management practices to better address labor issues faced by non-management employees both ithin the organization and in their lives at large creates both a more satisfied and a more productive orkforce and can also lead to reduced levels of underemployment and improve the general quality of life of orkers (Worrall et al. 2010). Thus increasing profitability through human resource development also creates benefits for society at large.

The ide array of different approaches, both theoretical and methodological, that have been brought to bear on an understanding of human resource development and its role in overall organizational development and adaptability provide both specific instances of mechanisms and practices that can be utilized for such development, as ell as a general understanding of the role of human…

works cited, could also bear some solidification. As knowledge becomes more certain through repeated observation, recommendations and understandings will also become more concrete. It is hoped that this review provides one step towards this goal of more comprehensive and concrete understandings.

References

Bolman, L. & Deal, T. (2009). "Framing Change." OD practitioner 41(1), pp. 25-31.

Curran, C. (2009). "Taking an Organization to the Next Level." OD practitioner 41(4), pp. 12-7.

Haslinda, a. (2009). "Outcomes of Human Resource Development Interventions. Journal of social sciences 5(1), pp. 25-32.

Organizational Climate

I would think being part of an organization with an integrated purpose, strong focus on the advancement of the individual, and respect for others would be a great place to work. Organizations of similar circumstances can differ greatly in productivity and climate and productivity can often be related to individual and group motivation. The climate of the organization enhances or inhibits motivation. The organizational climate is a product of leadership (Kouzes & Posner, 2011).

Many believe organizational climate is something that is sensed rather than cognitively recognized, however climate is a set of attributes which can be perceived about a particular organization and the way they deal with their members and environments. It is the combination of perceptions of individuals, the collective view of the organizations members as to the nature of the environment in which they work.

Leadership can enhance climate to the degree they demonstrate confidence…

References

Kouzes, J.M. & Posner, B.Z. (2011). Credibility: How leaders gain it and lose it, why people demand it. San Francisco, CA: Jossey-Bass Publications.

"Leadership theories" (NDI). Changing minds.org. Retrieved October 19, 2012, from  http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm

esistance to change in educational institutions is also pegged to the fact that in schools, unlike in a business context, the inter-individual relations are more personal. The school is a friendlier setting and the students and teachers interact without competition and offense. The relationships in an organizational context are more formal and more focused on organizational goals. This difference makes it possible for a relative standardization in economic agents; but in schools, every decision or act is taken personally and feelings are currently involved. In other words, change implementation in schools is more complex as it needs to consider the feelings of the involved parties.

Another interesting aspect Evans reveals is given by the access of schools to resources. While economic agents generate their own profit which is then reinvested in change and improvement agendas, schools -- in their large majority -- do not reveal an ability to generate profits…

References:

Evans, R., Speeches retrieved from Tape 1 - http://media.shu.edu:8080/ramgen/shuworldwide/shu_robert_evans_pt1.rm Robert Evans - Tape 2 - http://media.shu.edu:8080/ramgen/shuworldwide/shu_robert_evans_pt2.rm

Holbeche, L., 2006, Understanding change: theory, implementation and success, Butterworth-Heinemann

Reeves, D.B., 2009, Leading Change in your school: how to conquer myths, build commitment and get results, ASCD

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…

References

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:

Organizational Case Analysis

Organization Overview

Apple Inc. is a multinational companies specializing in the designing, manufacturing and marketing of mobile communication devices such as personal computers and digital music players. The company also sells varieties of mobile telecommunication devices such as iPhone, iPod, iPad, and Mac. Additionally, Apple Inc. sells some professional software application such as Mac OS, iOS, iCloud and other varieties of communication accessories. Apple Inc. sells its products through retail stores, online stores, value-added resellers, direct sales, wholesalers, and through third party cellular network carriers. (Apple Annual eport, 2011). Apple Inc. was Incorporated in 1977 in California, and presently Apple Inc. has become one of the most successful companies in the United States and globally. Apple Inc. is committed to bring best computer experience to its customers, and the company business strategy is to develop high quality products to reach more customers. Major customers of Apple Inc.…

References

Apple Annual Report (2011). Apple Annual Report 2011. Apple Inc.2011.

Caixing, L. & David, Y. (2011).An Analysis of the Impact of the Sarbanes-Oxley Act on Earnings Management. Advances in Management.4(6): 25-31.

Elmer-DeWitt, P. (2011). Rethinking Apple's Org Chart. A Time Warner Company.

Griffin, R.W. & Moorhead., G. (2011). Organizational Behavior: Managing People and Organizations. Cengage Learning.USA.

This latter suggest especially demands a consideration of both
organizational data and job data, with the ability to match certain
personnel to other positions through their demonstrated skills sets might
be tantamount to saving jobs overall. The suggestion of shortening hours
for some employees would require a careful examination of work units,
however these are best represented in the Customer Service Department, to
identify those whose functionality and productivity would be more optimally
used across shorter time blocks.

Talent Development:

The customer service department tends often to be fairly non-
hierarchical where representatives are concerned. Opportunities for
advancement will rarely proceed along the lines of an upward mobility
within the organization. Instead, it is necessary to offer representatives
financial incentives based around either the efficiency with which time is
managed as a representative or based on the percentage of positive customer
feedback earned within a set frame of time. Financial…

Atkinson states that the scores from one test to the next do not reflect a reliable picture of a person's motivation. All of these specific (and sometimes esoteric) issues raised by Atkinson should become familiar to those HR people searching for talent that will build organizational strength.

Atkinson goes on to explain that there is a lot to be learned when analyzing the "strength of a motive" verses the "behavioral expression" the individual actually shows. In taking the TAT to task, Atkinson points to the fact that, according to TAT's application, every behavioral incident is looked upon as "a discrete and independent incident in the life of an individual" (Atkinson, p. 22). But the TAT presumes - "gratuitously," in Atkinson's view - that differences in personality traits will also manifest themselves in behavior. But using Atkinson's approach ("achievement motivation") helps explain the "variable behavior" that might occur when the individual…

Works Cited

Atkinson, John W. "Motivational determinants of thematic apperception" in Motivation and Personality: Handbook of Thematic Content Analysis, Ed. Charles P. Smith, (Cambridge: Cambridge University Press, 1992), 21-48.

Murphy, Steven a. 'Executive Motivation: From the front lines to the boardroom?' International Journal of Police Science & Management 8 (2005): 3.

Spillane, Robert, & Martin, John. Personality and Performance: Foundations for Managerial Psychology. (Sydney: University of New South Wales Press Ltd., 2005).

Organizational Politics and Its Impact on Leadership

Vigoda (2000) defines organizational politics as a behavior that strategically maximizes one's self-interests at the expense of the interests of others, and the needs of the greater organization. This view portrays organizational politics as something negative; something detrimental to the well-being of the organization. Gull and Zaidi (2012), however, hold a slightly different view. They define organizational politics as "an activity that permits people in an organization to accomplish goals without going through proper channels;" however, they also emphasize that whether or not politicking harms an organization depends solely on the degree of alignment between the goals of the individual, and those of the organization (p. 156). The wide array of definitions "suggests that the concept is in transition and under continuous debate" (Drory & Vigoda-Gadot, 2010, p. 195). This text takes on the latter perspective, with the author regarding organizational politics as…

References

Drory, A. & Vigoda-Gadot, E. (2010). Organizational Politics and Human Resource Management: A Typology and the Israeli Experience. Human Resource Management Review, 20(3), 194-202.

Gull, S. & Zaidi, A.A. (2012). Impact of Organizational Politics on Employees' Job Satisfaction in the Health Sector of Lahore, Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 4(2), 156-170.

Ogungbamila, B. (2013). Perception of Organizational Politics and Job-Related Negative Emotions as Predictors of Workplace Incivility among Employees of Distressed Banks. European Scientific Journal, 9(5), 125-138.

Sonaike, K. (2013). Revisiting the Good and Bad Sides of Organizational Politics. Journal of Business and Economic Research, 11(4), 197-202.

For their part, the employees at Kinko's were wary of change, having just suffered through several years of "change" at the hands of their investment firm owners. FedEx wished to instill their own systems on Kinko's but were not sure how to affect that sort of organizational change.

Ultimately, change at Kinko's has come slowly, primarily through attrition. In an attempt to further impose organizational change on Kinko's, FedEx has just announced they will change the name of the unit to FedEx Office. Yet the entire experience is an example of how even a company with as strong and well-supported culture as FedEx can run into problems in disseminating that culture throughout all parts of its organization.

Conclusion

For the most part, FedEx has successfully built a corporate culture that best supports its business model. The structures that support the culture - human resources, communications, motivation - are well-integrated and…

Works Cited

Interview with Frederick W. Smith. May 23, 1998. Academy of Achievement Retrieved June 14, 2008 at  http://www.achievement.org/autodoc/page/smi0int-1 

Deutsch, Claudia. (2007). Paper Jam at FedEx Kinko's. New York Times. Retrieved June 14, 2008 at  http://www.nytimes.com/2007/05/05/business/05kinkos.html?_r=2&oref=slogin&oref=slogin 

Argenti, Paul a. & Forman, Janis. (2002) the Power of Corporate Communication. McGraw-Hill. New York. pp. 50-51

Dengler, Charisse. (n.d.). The People's Voice: Shannon Brown, Senior VP of HR for FedEx Ground. Sellingcrossing. Retrieved June 15, 2008 at  http://www.sellingcrossing.com/article/index.php?id=150016

Organizational Health

Educational institutions generally approach organizational improvement by addressing the performance standards to which students, educators, and administrators are held. The standards movement has been a dominant theme in educational policy arenas and in the public eye. With roots in the 1950s Cold War mentality, the thrust of educational improvement has been prodded by perceptions of international industrial and scientific competition. If the rigor of educational standards in the nation -- according to the logic of this argument -- falls below that of other countries, our economy will falter and the balance of trade will be compromised, perhaps beyond the point of recovery.

Fears for the future of the country and our citizens run deep; these fears propel a course of action that is not particularly based on rational thinking and lacks a base of evidence. The course of action adopted by educational policy makers and educational leaders in…

References

Barth, P. (1997, November 26). Want to keep American jobs and avert class division? Try high school trig. Education Week, 30,33.

Bosch, G. (2000). The Dual System of Vocational Training in Germany. In Tremblay, D.-G. And Doray, P. (2000). Vers de nouveaux modes de formation professionnelle? Le role des acteurs et des collaborations. Quebec: Presses de l'Universite du Quebec.

____. (1998). Business Coalition for Education Reform. The Formula for Success: A Business Leader's Guide to Supporting Math and Science Achievement. Washington, DC: U.S. Department of Education.

Hacker, A. (2012, July 20). Is algebra necessary? The New York Times [national ed.], SR1, SR6.

Organizational change in any sector implies moving away from the present state and "toward some desired future state" in order to increase the effectiveness of the organization (Lunenburg, 2010, p. 1). Change is typically driven by internal and/or external factors. The impetus for change could be a crisis or, in the case of criminal justice agencies, policy change. Changes to technology or financial resources are other examples of external forces of change that could impact a criminal justice agency. Criminal justice agencies also respond to internal forces of change, including demands to change organizational culture, policy, or procedure. The primary approaches to manage organizational change in criminal justice agencies include recognizing the need for change and the forces instigating it, planning effectively for change, and implementing change strategies that coincide with organizational goals and values.

When change has become inevitable in a criminal justice agency, it may also be helpful…

References

Bodor, T., Thompson, F. & DemirAivi, F. (2004). Criminal justice cultures in the United States. Retrieved online:  https://www.ctg.albany.edu/publications/journals/hpa_2004_criminal/hpa_2004_criminal.pdf 

Lunenburg, F.C. (2010). Forces for and resistance to organizational change. National Forum of Educational Administration and Supervision Journal 27(4).

Stojkovic, S., Kalinch, D. & Klofas, J. (n.d.). Criminal Justice Organizations. Fifth Edition.

Umbreit, M.S. (2007). Restorative justice: Implications for organizational change. National Institute of Justice. Retrieved online:  http://www.nij.gov/topics/courts/restorative-justice/organizational-change/pages/implications.aspx

organizational dynamics of Coffee Bean & Tea Leaf, Singapore with a reference to the relevant theories. The strengths and weakness are highlighted and then recommendations made on how to improve the daily running of the franchise.

Overview of the company

Organizational structure

Organizational culture at Coffee Bean and Tea Leaf

Employee motivation

Organizational form

Overview of the company

Coffee Bean & Tea Leaf Singapore is part of a larger organization (a franchise) that deals in coffee and tea as their specialty. The company is headquartered in Los Angeles California and is owned as well as operated by International Coffee & Tea, LLC (Hoovers,2011).

In Singapore, the company it operates under the business name Coffee Bean & Tea Leaf (S) Pte. Ltd. It operates both tea and coffee stores in the country (Singapore). In its stores it offers coffee bean brews, lunch, breakfast, tea as well as cakes. The company is…

Jay Galbraith's model of an organizational structure still remains to be the most influential design framework and has a lot of under laying messages. Galbraith (2005) posits that there is no single successful design for any organization hence the need to be dynamic. Any organization should strive to implement only the features that support it's strategy and hat will enhance it's growth and development and change all those that are nit in tandem with the organization's goals and objectives (Mohrman 2007).

Conclusion

Coffee Bean and tea Leaf is a successful organization whose management can be improved by making a few changes to its organizational structure.It is important for the workers to be given more autonomy for the franchise to achieve success.

organizational change by using Tesco plc as our organization of choice. The concept of change is explored from definition to effects that it has on an organization. Change resistance and the resulting conflict are also discussed. Finally, a recommendation of how to effect change is provided.,

Organization culture, a term that which refers to a collection of policies, values, beliefs as well as attitudes (Mullins,2010) is a very critical element of any organization. This term is roughly used to denote the rather universal as well as general context for all the things that we think and perform within a given organization. In this paper, I discuss the implications of culture change in Tesco plc in order to exemplify the concept of organization culture as the effects that it might have on the operations of the company. Ways of managing organization culture are also presented. The company is famous for its…

References

Armstrong, M. (2009) A handbook of human resource management practice.

London: Kogan Page.

Bass, B.M. (1985) Leadership and Performance Beyond Expectation. New York: The Free

Press

organizations no matter what the industry benefit from management planning and strategy identification. The medical and healthcare industry in recent times has been attempting to streamline its operations and improve performance and productivity. or the purpose of this paper, the planning and management process of a medical center offering services for the most modern technology in medicine such as Magnetic resonance imaging (MRI), Computed Tomography (CT) imaging, Positron emission Tomography (PET) is discussed. In this paper, this center will be referred to as "ABC Testing."

The operation is small and specialized. A marketing department is responsible for finding new customers and advertising the operation's services to doctors in the region. The quality of service provided is excellent. Patients with appointments are efficiently handled through the system. There is no undue wait-time forced on the patient. acilities and services are also streamlined and optimized to ensure that all patients are offered…

French, W.L. And Bell, C. (1999) Organization development: behavioral science interventions for organization improvement, Prentice Hall, Upper Saddle River, NJ.

HRGUIDE.com (2003) HR Guide to the Internet: Compensation: Outline and Definitions Accessed on October 3, 2004 from:  http://www.hr-guide.com/data/G400.htm 

Morgan, G. (1997) Images of organization, Sage Publications, Thousand Oaks, Calif.

Business

The Alignment of Organizational Components, Mission and Strategy at Kraft Foods

Organizational Components

Organizational Design

Key Strategic Controls

Primary Human esource Concerns

Cultural Factors

Alignment of Organizational Components, Mission, and Strategy

Kraft Foods are a major North American Food manufacturer. The firm has a duel mission, to be the best food and beverage firm in North America selling products that people love and becoming the best investment in the industry. To achieve these goals and overcome, the challenges of the past, the firm has developed a new divisional structure based on products to increase the focus on the individual brands. The culture values the employees, and one of the main areas of focus is the &D, with more than 500 staff employed in 2 &D centers. The past culture of Kraft saw innovation associated with failure, this has now been turned around using an approach referred to "positive discontent',…

References

Buchanan, D; Huczynski, A, (2010) Organizational Behavior, Harlow, FT/Prentice Hall

CSI Market (2014), Kraft, accessed at  http://csimarket.com/stocks/competitionSEG2.php?code=KRFT 

Forbes, (2013, March 22), How Kraft Changed the "Change" Perception, Forbes, accessed at  http://www.forbes.com/sites/johnkotter/2013/03/22/3822/ 

Kraft Foods, (2014), accessed at http://ir.kraftfoodsgroup.com/

Introduction

The organizational structure of my university was based on the bureaucratic style. The hierarchical pyramid command structure placed my department in the mid-level range within the administrative wing of the university. Our department had a department manager and a head manager over him and fifteen employees under them. The department served students with financial aid issues so it was always a very hectic place to work as students constantly came in with questions about their aid and whether their applications were being processed correctly and so forth. Stress levels were sometimes very high within the department as everyone was working on a deadline at certain parts of the year. Other causes for stress included the fact that the organizational workplace culture was not the best in terms of maintaining a positive spirit where respect and job satisfaction were clear goals. Most of the time, it seemed the department head…

, 1999). Generally speaking, the results of this study showed that increased levels of diversity within the top leadership team had a negative impact on their ability to reach strategic consensus because of both direct and indirect effects (Knight et al., 1999).

These findings are not that surprising, of course, given that it is intuitive that as diversity within a top leadership team increases, so too will the range of views that will be brought to the management table for consideration. Despite these constraints to consensus building, there are some highly desirable outcomes that can be achieved using the strategic diversity management approach that make it worthy of consideration by organizations that are "stuck in a diversity rut."

Strategic diversity management can improve organizational effectiveness by facilitating communication between superiors, peers and subordinates. Although many organizations have recognized the importance and value of a diversified workforce, some have failed to…

References

Arnold, V.D. & Krapels, A.H. (1996, May/June). 'Motivation: a Reincarnation of Ideas.'

Industrial Management, Vol. 38, No. 3, pp. 8-10.

Davidson, M.J. & Fielden, S.L. (2003). Individual Diversity and Psychology in Organizations.

Hoboken, NJ: John Wiley & Sons.

Despite their supposed differences, all of the foregoing organizational management techniques and approaches share some common themes involving getting a better handle of what is actually being done in companies and how better to manage these things. Unfortunately, another common theme these management approaches share is the inappropriate or misapplication of these approaches by managers who either do not understand how they work or by rabid managers who insist on absolute conformity with these processes and procedures without any room for flexibility according to the unique needs of the organization. In fact, according to Mills (2003), "Analysis of the data suggests that the implementation of organizational change, particularly selected change programs such as Culture Change, TQM and BP, does not follow the rational, orderly decision-making processes indicated by advocates" (p. 2). Nevertheless, some of the more recent management approaches do provide a more comprehensive analysis of what can reasonably be…

References

Ashkenas, R.N. (1994). Beyond the fads: How leaders drive change with results. Human Resource Planning, 17(2), 25-27.

Bailey, J. (1996). After thought: The computer challenge to human intelligence. New York: Basic Books.

Bennis, W. & Mische, M. (1995). The 21st century organization: Reinventing through reengineering. San Francisco: Jossey-Bass.

Bennis, W., & Nanus, B. (1985). Leaders. New York: Harper and Row.

Management of Organizations

Significance of Managers in Achieving Organizational Success

Organic vs. Mechanistic Organization

Process of Formulating Corporate Strategy

Meaning of Organizational Culture

Management of Organizations

Organizational management is one of the most crucial components for organizational success and productivity. This is primarily because the process entails handling various aspects that are geared towards achieving the organization's overall objectives. Some of the most important issues in organizational management include effective decision making and conflict resolution. These important aspects are usually handled by the organization's top management, which play a vital role in ensuring organizational success. For managers, the process also entails formulating corporate strategy and creating a suitable organizational culture that helps in realization of the overall goals and objectives.

Significance of Managers in Achieving Organizational Success

As previously mentioned, organizational managers play an important role in the success of an organization, especially in relation to decision making. Actually, organizational…

References

Cohen, S., Eimicke, W. & Heikkila, T 2008, The effective public manager: achieving success in a changing government, Jossey-Bass, New Jersey.

Gitman, L & McDaniel, C 2007, The future of business: the essentials, Thomson Higher

Education, Mason: Ohio.

Hill, C & Jones, G 2012, Strategic management theory: an integrated approach, Cengage

He also held weekly cookouts and he stood in line with all the crew to show he was on equal footing for that day.

Peter Drucker

One of Abrashoff's heroes was Peter Drucker, often referred to as the "father" of the modern management theory. Drucker predicted the emergence of the innovative knowledge worker -- the kind of talented employee that electronics firms hire as often as they can -- and he developed a management style that sought to "…embrace team members' creativity and intellectual contributions," according to M.E. Oss, writing in Behavioral Healthcare. Drucker developed the idea of decentralizing the workplace, and viewing the workplace as a "human community" that should be built on full trust and deep respect for the worker, not just a place where profit is the sole motive (Byrne, et al., 2005). Drucker treated the workers as "assets" rather than "liabilities" and long before other management…

Works Cited

Abrashoff, Michael D. (2002). it's Your Ship: Management Techniques from the Best Damn

Ship in the Navy. New York: Warner Books.

Alic, John a., and Harris, Martha Caldwell. (1986). Employment lessons from the electronics

Industry. Monthly Labor Review, 27-31.

The totality of the day-to-day operations in which Timberland is involved supports the attainment of the pre-established organizational goals and this is the most obvious impact of the company processes and corporate social responsibility program. But aside from the achievement of the corporate goals, the various operations engaged in by the firm also support it in facing the challenges raised by globalization, diversity and ethics. Some examples in this sense are revealed below:

At the level of globalization, the company has expanded its operations across the world in order to enhance its customer base

At the level of diversity, Timberland has created a culturally diverse workforce, in which the employees are treated equally, presented with the same opportunities and not discriminated against. The company promotes this behavior among its suppliers as well

At the level of ethical conduct, the organization is focused on transparency in its own operations, as well…

References:

Boyes, W., 2011, Managerial economics: markets and the firm, 2nd edition, Cengage Learning

McCuddy, M.K., Morgal, L.M., Case study: the Timberland Company

Shavinina, L.V., 2003, The international handbook on innovation, Elsevier

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

Management

Organizational Behavior and Teamwork

CASE ASSIGNMENT

Southwest Airlines, Inc. has become an example of notable success. One reason for its significant achievement is its application of Reinforcement Theory to its employees. These applications have resulted in a highly motivated workforce, which is intimately tied to Southwest's success among business leaders. Even so, not even Southwest can satisfy its employees' needs according to Maslow's Hierarchy; rather, Southwest can only give some raw materials for satisfying those needs.

Are Southwest Airlines Inc. leadership and policies fulfilling Maslow's Needs Theory stages?

Abraham Maslow's 5-stage needs theory, developed in the United States during the 1940's and 1950's (Chapman, Abraham Maslow's Hierarchy of Needs, 2010), includes the following stages: biological and physiological needs; safety needs; belongingness and love needs; esteem needs; and self-actualization (Chapman, Abraham Maslow's Hierarchy of Needs, 2010). The most basic needs that are basic to survival and are at the bottom…

Works Cited

Coca-Cola Company. (2012). Careers. Retrieved on October 24, 2012 from www.thecoca-colacompany.com Web site:  http://www.thecoca-colacompany.com/careers/career_opportunities.html 

Coca-Cola Company. (2012). Sustainability. Retrieved on October 24, 2012 from www.thecoca-colacompany.com Web site:  http://www.thecoca-colacompany.com/ourcompany/index.html 

Erdogan, B., & Bauer, T. (2010). Organizational behavior. Retrieved on October 24, 2012 from students.flatworldknowledge.com Web site:  http://students.flatworldknowledge.com/bookhub/study/4?e= 

IWon. (n.d.). Careers. Retrieved on October 24, 2012 from www1.iwon.com Web site: http://www1.iwon.com/home/careers/company_profile/0,15623,1310,00.html

Change Proposal

The company has recently put into effect a change which has involved moving away from the present structure and putting in place a task force. The task force operates via a matrix structure with members of the task force answering to both their functional boss and the task force boss. The role of the task force was to improve flexibility and also to incorporate diversification, with the task force designed to make recommendations and drive change in these areas. However, the task force is not achieving what it was designed to do. It is in fact just creating more problems.

While this flexibility is recognized as being important to the company, the changes have not been effective in providing it.

The problems occurring are summarized below:

Task force unsuccessful - as a team the task force has been unsuccessful. The members have no clear purpose, there is little…

BIBLIOGRAPHY

Bernardin, J.H., & Russell, J.E.A. (1999). Human Resource Management: An Experiential Approach. New York: McGraw Hill.

Billsberry, J. (2000). The Effective Manager: Perspectives and Illustrations. London: SAGE Publications.

Chambers, S., Harland, C., Harrison, A., Johnston, R., & Slack, N. (1998). Operations Management. London: Pitman Publishing.

Daft, R.L. (1997). Management. Fort Worth: The Dryden Press.

The researchers argue that the closer this proximity, the greater we may be able to predict the success of a transformational process. Accordingly, the researchers tells that "a key role of all business leaders is defining strategic goals for their organizations and aligning the efforts of all organization members with these goals (e.g., Messick, 2005). Strategic leadership theory suggests that the values, experiences, and knowledge of leaders in the upper echelons of organizations impact the strategic decisions made by these leaders, ultimately influencing organizational performance." (Colbert et al., 82)

In many ways, this strikes the reader as a direct counterpoint to that which is intended by trait-based leadership assessments. Colbert et al. do not make specific reference to a set of preferred traits nor do they attempt to put forth the argument that any specific sets of leadership qualities may be used to predict organizational success. The more operative issue,…

Works Cited:

Colbert, A.E.; Kristof-Brown, A.L.; Bradley, B.H. & Barrick, M.R. (2008). CEO Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams. Academy of Management Journal, 81(1), 81-96.

Zaccaro, S.J. (2007). Trait-Based Perspectives on Leadership. American Psychologist, 62(1), 6-16.

XYZ Company is looking for several measures to promote its growth and profitability in a manner that aligns with its respective organizational goals. This process requires development of strategies for the company that helps in determining the direction it undertakes in its respective industry and market. The ability of this company to achieve its desired goals is dependent and affected by its capability to develop effective operational strategies. Without suitable and effective strategies, it will be relatively difficult for the company to achieve its goals. In essence, XYZ Company cannot achieve desired success and profitability without creating and implementing suitable strategies. The development of effective strategies for this company requires examining its various operational components including marketing, operations, laws, ethics, leadership, globalization, economics, and information systems.

Organizational Strategy

Organizational strategy is defined as the sum of the activities or initiatives a company or business seeks to undertake in order to…

References

"Business-Level Strategy." (n.d.). Lecture 4. Retrieved from University at Albany -- State University of New York website:  http://www.albany.edu/faculty/es8949/bmgt481/lecture4.html 

"Corporate Strategy." (n.d.). Institute for Strategy and Competitiveness. Retrieved from Harvard Business School website:  http://www.isc.hbs.edu/strategy/pages/corporate-strategy.aspx 

Gutterman, A.S. (2011, November 7). Functional-Level Strategy. Retrieved April 20, 2016, from  http://alangutterman.typepad.com/files/mdc_11.07.2011.pdf 

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front line of defense and the first line of offense of American might, the United States military plays an essential role in maintaining the integrity of the nation's interests at home and abroad. In sharp contrast to the highly motivated and professional armed forces that are in place today, though, the U.S. military struggled to overcome the legacy of its conscription-based approach to maintaining adequate manpower during the Vietnam War where relatively short enlistment periods and high attrition rates resulted in diminished combat readiness and dangerously low levels of troop morale. This paper examines how the U.S. armed forces overcame this legacy to emerge as the preeminent military power in the world today. A summary of the research and important findings are presented in the conclusion.

Organizational Behavior in Today's Military

Introduction

Over the past half century, the United States armed forces have experienced a number of changes to their…

References

Gates, R.M. (2008, September 29). National Defense University. U.S. Department of Defense

Speeches, 37.

Greenberg, J. (2003). Organizational behavior: The state of the science. Hillsdale, NJ:

Lawrence Erlbaum Associates.

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/

Organizational Behavior

How New Practices at Sodexho Align with the Essentials of Performance Management

Performance management, in basic terms, has got to do with an organization's involvement of employees with an aim of enabling them to achieve objectives and, hence, further enhance performance at both the individual and organizational level. Quite a number of changes have taken place at Sodexho since the entry of Ms. ohini Anand, the Senior Vice President and Global Chief Diversity Officer at Sodexho. To what extent do these changes and new practices align with the essentials of performance management?

To begin with, Sodexho has been able to not only define, but also clarify performance expectations. This, as will be indicated below, has been more so the case when it comes to identifying the exact performance expectations of various groups or categories of employees. As Ms. Anand points out, interviewers at Sodexho are trained on cultural…

References

Sims, R. (2002). Managing Organizational Behavior. Westport, CT: Greenwood Publishing.

Organizational Motivation

I have worked in the information technology department of a small cosmetics company in Ohio for the three years the company has been in existence. During this period I have encountered tough situations - but so far, none matches a situation three years ago, when the company was just beginning, that made me almost quit my job. A discovery was made that the company was making huge losses as a result of some of the soap boxes coming off the lines of production empty. Such had to be returned to the production line and this was costing the company dearly both in terms of time and finances. Owing to its significance, the issue was isolated to the assembly line which was responsible for transporting packaged soap boxes to the delivery compartment - but some boxes still went through empty.

We, in the IT department, were tasked with the…