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According to the authors, this can be done if employees are given a sense of importance in the organizations. Knowledge workers are already short in supplies and most competing rivals also compete to get the best human resource in terms of knowledge workers. It is therefore essential for any organization to retain this highly skilled part of their workforce and in order to do that organizations must eliminate the autocratic elements and give the employees more say in the organization.
The shortage in supply of specialized knowledge workforce has not only made this type of labor more expensive but also more immobile and difficult to acquire. High employee turnovers with this type of labours can therefore be threatening to organization's sustainable management and long-term success. The company should be more flexible with its bureaucracy. It should allow more decentralization as far as functional and regional departments are concerned (Ireland &…
Macht, J. (1993). Special education's failed system: A question of eligibility. United States of America.
Kalat, J. (2007). Introduction to Psychology. United States of America: Thomson
Kaufman, A. (2009). IQ testing one hundred one. New York: Springer Publishing Company
Kline, P. (1991). Intelligence: The psychometric view. London: Routledge.
organizational leader responsible for developing policies related to managing diversity through looking at: age, gender, race, ethnicity, religious and spirituality and the organizational functions of human resource, marketing, customer service.
Over the last several years, human resources (HR) has been playing an increasingly evolving role in dealing with a host of different challenges ranging from: employee satisfaction to helping the firm adapt with changes in the marketplace. These factors have meant that there has been a shift in the kind of tools that are being used by firms. Part of the reason for this, is because globalization has caused a transformation in the way businesses are competing against each other. This means that they have been seeking out any kind of strategic advantage to help increase their overall bottom line results. At the heart of this basic strategy, is having HR work closely with management and stakeholders to deal with…
Work Place Diversity. (2010). Braun Consulting. Retrieved from: http://www.braunconsulting.com/bcg/newsletters/winter2004/winter20042.html
Farndale, E. (2010). The Role of the Corporate HR Function. Journal of World Business, 45 (2), 161 -- 168.
Anderson, A. (2011)> Managing Diversity in the Workplace. Small Business. Retrieved from: http://smallbusiness.chron.com/manage-diversity-workplace-3038.html
Harrington, P. (2010). College Labor Shortage. The Journal. Retrieved from: http://www.nebhe.org/thejournal/college-labor-shortages-in-2018/
Disintegrating elationships Between Organizational Leaders and Employees
Organizational leadership behavior towards employees can significantly affect their perception of the workplace, and contribute to the organization high performance and most essentially create and maintain a proper organizational culture that lead to the success of the organization . The good health of the organization depends greatly on the relationship between leaders and employees. However, the relationship that exists between organizational leaders and employees are failing at a high rate in today's workplaces and the reasons for this are not clear. Leaders in organizations have a tendency to use employees in the time of the organizational needs and them to simply ignore the employee's commitment and their potential. Committed employees should be rewarded with committed organizational leadership. Critical in organizational leadership interaction with employees is communication. Communication keeps employees informed and results in a feeling of connectedness and inclusiveness in the organizational operations,…
Abrrow, H.A., Ardakani, M.S., Harooni, A. & Pour, H.M. (2013, July). The Relationship Between Organizational Trust and Organizational Justice Components and Their Role in Job Involvement in Education. International Journal of Management Academy, 1(1), 25-41.
Albrecht, S.L. (2010). Handbook of employee engagement: perspectives, issues, research and practice. Northampton, MA: Edward Elgar Publishing.
Broner, S. (2009). Employees' perceptions of leaders' attitudes and employee retention: a quantitative study on perceived attitudes. Ann Arbor, MI: ProQuest LLC.
Creswell, J.W.(2007). Qualitative inquiry & research design: Choosing among five approaches .(2nd ed.).Thousand Oaks, CA: SAGE.
The strategy has helped a limitation and a better control over the costs and it was subscribed by Neeleman himself, who only makes $200,000 a year in wages - quite low in comparison to other executives at international corporations.
The second feature in the successful corporate culture implemented by David Neeleman was that of an increased focus onto the full satisfaction of the customers' needs and wants. Instead of prospecting the market to identify the strategies implemented by the competition and trying to top them, the founder researched the market in order to identify the needs of the customers. "So instead of trying to beat the other airlines, he took a different angle. He's not in the aviation industry, Neeleman says, "e're in the customer service business" (Mount, 2007).
As such, by cutting costs while satisfying both his staff and his employees, David Neeleman was able to find a perfect…
Mount, I., 2007, America's 25 Most Fascinating Entrepreneurs, Inc.com, http://www.inc.com/magazine/20040401/25neeleman.htmllast accessed on May 20, 2008
It is important to note, from the onset, that organizational culture can be a rather difficult concept to comprehend for most. This is more so the case given that it has got to do with the interactions between individuals in an organizational setting and how these interactions and behaviors are governed by the prevailing beliefs, values, as well as shared assumptions. In an attempt to help in the evaluation as well as assessment of the relevant organizational culture elements, Edgan Schein came up with a model that we could utilize to assess organizational leadership effectiveness. According to Edgar, the culture’s visible elements are the artifacts. These include, but they are not limited to, the various workplace processes, art, dress codes, as well as structures. Individuals who are not necessarily part of the culture can be able to recognize artifacts (Elisabeth, 2010). Given that these are the…
.....leader in an organization is affected by various factors including organizational structure, culture, and values. While organizational leaders need to possess professional/technical skills, they also need to develop social skills in order to enhance their effectiveness in their respective positions. The list of sociopolitical skills categories suitably reflects the required skills that help to promote the success of an organizational leader in his/her new role or position. The suitability of this list is attributable to the fact that they help promote the leader's smooth transition to the new role or position. Without these skill categories, a leader is more likely to experience challenges with regards to effectiveness in their new roles and responsibilities in the organization. According to Pagon, Banutai & Bizjak (2008), leaders require several competencies in order to be effective in their roles and positions including interpersonal skills, communication, technical skills, and people skills among others. These skill…
How might researchers study the effectiveness of inclusive leadership with regard to overall organizational effectiveness and competitiveness? Why is this effective methodology?
Researchers may achieve this by combining longitudinal and cross-sectional technique. The sample for the research will be chosen from the whole economic sector or from maximum possible industries such as banks, telecommunication, the public sector, construction and building, hospitality, agriculture, and so forth. This way, generalization of extended and replicated study outcomes may be achieved more confidently for a bigger group of individuals. Respondents will be administered the following Likert scales: Inclusive Leadership, Personnel Creativity, Personnel Work Engagement, and Affective Company Commitment (Choi, Tran & Park, 2015). Also to be identified is company leaders' leadership approach, preferably making sure every approach is taken into account. This will help compare inclusive leadership with other approaches in terms of its competitiveness and efficacy.
Longitudinal as well as cross-sectional researches are…
Leadership in Organizations
Leadership refers to the process of influencing other people towards attainment of organizational or group goals. Leadership entails three key factors: first, leadership is a process of social influence. It is non-existent without followers and a leader. Second, leadership requires that the followers act voluntarily. The nature of compliance is voluntary thus differentiating leadership from other forms of influence based on formal authority. Finally, leadership elicits behavior in followers that are goal directed in an organized setting (Griffiin, 2010).
Most organizational sciences focus on the topic of leader-behavior approach. There is enough documentation showing that thousands of leader-behavior approach studies have undergone publication. However, the precise nature and correlation of leadership with key criterion variables such as commitment, subordinate satisfaction, and performance remains uncertain (Green & obinson, 2010). This paper focuses on leader-behavior research approach for studying leadership. It also incorporates the strengths and weaknesses…
Green. G., P. & Robinson, J.W. (2010). Introduction to Community Development: Theory,
Practice, and Service-Learning. Michigan: SAGE
Griffiin, R. (2010). Management. New York: Cengage Learning
" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture.
In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality of personnel. This implicitly brings us to consideration of the application phase in terms of learning organizational culture, which is inevitably associated to all actionable aspects of an organization's structure and operations. The correlation between recruitment, personnel makeup and leadership personalities is perhaps threaded by the common string of day-to-day responsibility within an organizational culture. And quite certainly, we see the stamp of organizational culture on so many of the most important applicable indicators. Schein, to this end, points…
Arnold, J., Cooper, C. & Robertson, I.T. (1995). Work psychology: Understanding human behavior in the workplace, Pitman Publishing, London.
Beer, M. & Walton, E. (1990). Developing the competitive organization: interventions and strategies. American Psychologists, 45(22), 154-161.
Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. Harper and Row, New York.
Bowditch, J.L. & Buono, a.F. (1994). A primer on organizational behavior. John Wiley and Sons Inc. New York.
Whereas poor leaders avoid choosing competent members of their inner circle to avoid losing control, superior leaders establish the most talented and effective inner circles as possible. The manager in this case had the benefit of several subordinates who were capable of becoming part of her inner circle.
Instead of inviting their contribution, she deliberately maintained the maximum possible distance from them and insisted on always reviewing their decisions after the fact. Meanwhile, her own decisions were always hers alone and simply announced to the entire team together. Instead of allowing her supervisors to relay her decisions, the manager routinely announced them to supervisors and line employees together, further highlighting the complete non-involvement of supervisors in any meaningful decisions.
Finally, the manager made absolutely no attempt to identify leadership qualities in her subordinates, mainly because she feared any competent leaders as rivals. Effective leaders realize that it is essential to…
George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational
Behavior. Upper Saddle River, NJ: Prentice Hall.
Gove, T. "The Art of Managing Up" the FBI Law Enforcement Bulletin, Vol. 77, No. 6;
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…
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-
Leaders must be able to avoid the temptation to revert to the status quo when no clear best alternative surfaces during the evaluation process. As Peter Drucker et al. (2001) advise, an executive -- or anyone empowered with decision making authority in an organization -- must "force [himself] to choose" instead of the worse action of defaulting to a status quo that has already proven itself inadequate.
There are many traps that can lead a decision making body away from following these five steps. A command-and-control type hierarchy where the executive or the executive team is not open to input from the lower levels of the organization (such as was present in the infrastructure of Scholar Unlimited) can severely hamper nearly every step of the process. In addition, poorly defined desired outcomes and assumption-laden approaches to alternative solutions can mire the process in conflict and confusion. Keeping these decision making…
Drucker, P., Hammond, J., Keeney, R. (2001). Harvard Business Review on Decision Making. Boston, MA: Harvard Business School Publishing.
Eisner, H. (2005). Managing complex systems: thinking outside the box. Hoboken, NJ: John Wiley.
Harvard Business School. (2006). Harvard Business Essentials: decision making: five steps to a better result. Cambridge, MA: Harvard University Press.
Lewis, P., Goodman, S., Fendt, P., Michlitsch, J. (2006). Management: Challenges for Tomorrow's Leaders. Mason, OH: Thompson Education.
Further, coercive and reward power are often highly distributed through the more agile organizations and as a result must be applied immediately to behavior to be effective.
In the context of Dr. Edgar Schein's (1983) analysis and presentation of results in his working papers referenced in this document, an industry's growth and culture is well defined in the following quote. In the working papers, Schein (1983) writes:
For an organizational culture to exist, there must be a definable organization in the sense of a number of people interacting with each other for the purpose of accomplishing some goal in their defined environment. The founder of an organization simultaneously creates such a group and, by force of his or her personality, begins to shape the culture of that group. But the culture of that new group is not there until the group has had its own history of overcoming various crises…
Azize Ergeneli, Guler Sag, Iam Ari, Selin Metin. 2006. Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research 60, no. 1 (December 1): 41. (Accessed December 6, 2007).
French, J.R.P., & Raven, B.H., 1959. The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor: University of Michigan.
Geert Hofstede, 2006 - Summary of Ideas about Cultural Differences. From Geert Hofstede's personal website: Accessed on December 7, 2007:
Effective diversity management, on the other hand, provides a means more than just the elimination of potential sources of revenue loss; it means actually increasing revenue through customer satisfaction that is known to generate increased patronage and brand loyalty (ussell-Whalling, 2008), especially in the restaurant services industry.
Organizational Dynamics and the ole of Managers in the etail Services Industry
The highly competitive nature of modern retail restaurant services makes traditional supervisory and management practices comparatively ineffective, especially in areas outside of direct operational dynamics. Traditional supervisor-subordinate relationships are sufficient to provide training in mechanical procedures and operations; they are comparatively ineffective at cultivating a commitment to becoming part of an organizational culture (George & Jones, 2008).
Especially with respect to inexperienced, part-time, non-career, and seasonal employees, it is preferable for organizational leaders (Bennis, 2009) and managers (Lencioni, 2009) to develop a more personal connection to their staff members. In fact,…
Armenakis a, Field H, and Harris S. "Making Change Permanent: A Model for Institutionalizing Change Interventions." Research in Organizational Change and Development. Vol. 12, (1999). Stanford: JAI Press.
Bennis W. "Acting the Part of a Leader." Business Week; September 14, 2009.
George JM. And Jones GR. (2008). Understanding and Managing Organizational
Behavior. Upper Saddle River, NJ: Prentice Hall.
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…
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 security reflects the need to protect the organization against theft, cybercrime, and other instances of criminal activity that can undermine a business' profitability, or in some cases even its viability. From cases like the Max Vision hacking case with CapitalOne (Poulsen, 2010) to cases of inside job theft at hotels (Partridge, 2014), there are many internal and external risks that an organization faces. Managing these risks is often thought to simply be the duty of security teams, but that is not at all the case. A cybersecurity team can handle the technical aspect of security, for example, but an employee not protecting a key password can be a bigger breach than anything embedded in the software. Organizational security is, ultimately, everybody's job, and optimizing organizational security is therefore something that should be embedded in the organizational culture.
Cultures emerge in organizations, but managers and leaders within the…
Poulsen, K. (2010) Record 13-year sentence for hacker Max Vision. Wired. Retrieved March 17, 2016 from http://www.wired.com/2010/02/max-vision-sentencing/
Partridge, E. (2014) Vegas hotel robbery an inside job, say police. Sydney Morning Herald. Retrieved March 17, 2016 from http://www.smh.com.au/nsw/vegas-hotel-robbery-an-inside-job-say-police-20140926-10mwjt.html
Cooke, R. & Rousseau, D. (1988). Behavioral norms and expectations. Group & Organization Studies. Vol. 13 (3) 245-273.
Guo, K. (2013). Security-related behavior in using information systems in the workplace: A review and synthesis. Computers & Security. Vol. 32 (Feb 2013) 242-251.
The connection between effective strategic leadership and a company's success has long been understood by studies in the last years. However, theoreticians chose to emphasize different aspects of how this connection appeared and why it was important. Some pointed to the fact that effective leadership is best applied in human resource management, giving way to efficient personnel, while others pointed out to financial organization.
Yukl (2008) offers a comprehensive study, looking at the influences of strategic leadership in different areas of an organization. He proposes relationships between strategic leadership and an effective organization in areas such as innovative adaptation, human capital, performance determinants, tradeoffs and synergies and distributed leadership.
Two particular aspects of interest from Yukl are worth a further investigation. The first is human capital, one of the key assets in an organization. Yukl emphasizes the role that effective leadership can play in underscoring this type of…
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…
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
, 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…
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.
The organization also seems to be rather adept at evaluating employee performance regularly and fairly. The organizational leaders have, on the whole, established culture of trust, in which employees feel free to speak their minds and express their ideas without apprehension.
CHA is not perfect, however. There are definitely some weaknesses in the organization as well. For example, some of the organization's leaders are not as skilled as they could be at handling conflict and negotiation. There is sometimes a lack of effective communication from the top down which results in problems that resonate throughout the company. When this happens, the conflict that ensues is not always handled as diplomatically as it could be. The "blame game" seems to be a popular pastime in the organization, which ultimately just serves to reduce morale.
My suggestion for overcoming this weakness is to send managers to training sessions on effective communication. In…
Bell, M.P. (2007) Diversity in organizations, Thomson Southwestern
Civilian Human Resource Agency (CHRA). (2010) "About Us." Retrieved from http://www.cpol.army.mil/employment/benefits_compensation.htm
Dessler, G. (2005) Human resource management. Prentice-Hall, 10th ed
Gilley, a., McMillan, H.S., and Gilley, J.W. (2009). Organizational change and characteristics of leadership effectiveness. Journal of Leadership & Organizational Studies, 16, 38-47
Dell Computer Organization Problems
Dell Computer Organizational Problems
There are a few big names in computing everyone seems to know: Apple, IBM, Dell. And many people are also aware that all of them have had problems from time to time, in one area of their business or another. Apple had trouble in virtually all of its business functions for a while after one of the founders left. In fact, the introduction of the iMac is arguably the thing that saved the company. IBM is a behemoth, and much of its income is derived from corporate business, not selling to consumers. Dell, on the other hand, serves primarily consumers. According to the Financial Times, desktop computer systems accounted for 53% of revenues in 2003, with notebook computers accounting for 27% and enterprise systems for 20%. hile corporations may certainly be supplying their personnel with desktops and laptops bought from Dell, the…
Flynn, Laurie J. "Dell to stop using prison workers." The New York Times on the Web, July 4, 2003.
Flynn, Laurie J. "Dell Moves Some Customer Service Operations Back to the U.S." The New York Times on the Web, December 8, 2003.
Louriero, Maria L., McCluskey, Jill J. And Mittelhammer, Ron C. (2002) "Will consumers pay a premium for eco-labeled apples?" Journal of Consumer Affairs, 36 (2), p. 203+
Mohr Lois A. And Webb, Deborah J. (2001) " Do consumers expect companies to be socially responsible? The impact of corporate social responsibility on buying behavior. Journal of Consumer Affairs, 35 (1), p. 45.
Management of Organizations
Significance of Managers in Achieving Organizational Success
Organic vs. Mechanistic Organization
Process of Formulating Corporate Strategy
Meaning of Organizational Culture
Management of Organizations
Organizational management is one of the most crucial components for organizational success and productivity. This is primarily because the process entails handling various aspects that are geared towards achieving the organization's overall objectives. Some of the most important issues in organizational management include effective decision making and conflict resolution. These important aspects are usually handled by the organization's top management, which play a vital role in ensuring organizational success. For managers, the process also entails formulating corporate strategy and creating a suitable organizational culture that helps in realization of the overall goals and objectives.
Significance of Managers in Achieving Organizational Success
As previously mentioned, organizational managers play an important role in the success of an organization, especially in relation to decision making. Actually, organizational…
Cohen, S., Eimicke, W. & Heikkila, T 2008, The effective public manager: achieving success in a changing government, Jossey-Bass, New Jersey.
Gitman, L & McDaniel, C 2007, The future of business: the essentials, Thomson Higher
Education, Mason: Ohio.
Hill, C & Jones, G 2012, Strategic management theory: an integrated approach, Cengage
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
company was formed in 1978 in Atlanta, Georgia by Bernie Marcus and Arthur Blank, and expanded quickly, with sales exceeding a billion dollars annually by 1986. From the moment of its foundation, HD has expanded consistently by concentrating on potent markets like New Orleans that had a mix of new homeowners and younger generation people. Home Depot could grow fast by responding to changes quickly and maintained its success by adhering to the values and culture of the organization.
The consistent updation in work and culture to produce quality products, employees, and clients has helped Home Depot retain its edge and be on the top of the retail building market space. The management of the organization gives a lot of importance to welfare of its employees, encourages spirit of entrepreneurship, due respect to all, and commitment to quality. All stores and merchandize are similar in appearance and functionality. Operational productivity…
Barling, J. (2014). The science of leadership: Lessons from research for organizational leaders.
Bianchi, C.C., & Arnold, S.J. (2004). An institutional perspective on retail internationalization success: Home Depot in Chile. The International Review of Retail, Distribution and Consumer Research, 14(2), 149-169.
Charan, (2006, April 1). Home Depot's Blueprint for Culture Change. Retrieved January 24, 2015, from https://hbr.org/2006/04/home-depots-blueprint-for-culture-change
Dransfield, R. (1998). Human resource management. Oxford: Heinemann.
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 is defined as the sum of the activities or initiatives a company or business seeks to undertake in order to…
"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
Johnson, S. (n.d.). What is the Meaning of Organizational Strategy? Retrieved April 20, 2016, from http://smallbusiness.chron.com/meaning-organizational-strategy-59427.html
ole Of Leadership And Employees In Organizational Innovation
Organizational success in the current global environment characterized with significant challenges is highly dependent on innovation and creativity. Innovation and creativity contribute to the success of organizational interventions, thereby, contributing to its competitiveness. The current global environment is characterized by rapid adoption of new technologies, reduction in the life cycle of products, and globalization. As such, it implies the need for the organizations to become creative and innovative to compete, survive, lead, and grow in the wake of these challenges. Similarly, significant evidence shows that leadership and the employees play an important role in driving innovation and creativity within the organization. For instance, studies have shown that leadership styles such as transformational and transactional leadership styles, influences innovation, and creativity within the organization positively. However, limited knowledge on the contextual factors under which the effect occurs exists.
Similarly, empirical evidence…
Eisenbeiβ, S.A., & Boerner, S. (2010). Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management, 19(4), 364-372.
Gumusluoglu, L., & Ilsev, A. (2009). Transformational Leadership, Creativity, And Organizational Innovation. Journal of Business Research, 62(4), 461-473.
Hu, H., Gu, Q., & Chen, J. (2013). How and when does transformational leadership affect organizational creativity and innovation?: Critical review and future directions. Nankai Business Review International, 4(2), 147-166.
Liao, S., & Wu, C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert Systems with Applications, 37(2), 1096-1103.
Provide a background analysis about the organization's internal and external environment (SWOT AND PEST)
Organization -- W.A. Police Communications (24/7 police operations call center)
SWOT Analysis (Sheriff Grady Judd, 2013)
Education & Training
Technology & Equipment
Hiring Process and Standards
Promotional and Transfer Opportunities
The Economy and the Budget
Unchanging Pay Scales
Loss of Experts to etirement
Loss of Experts to Other Law Enforcement Agencies
Morale Succession Strategy
Inadequate Overtime Pay
Loss of Grants
Training and Educational Opportunities Multi-Agency Collaboration
Prospective Candidate Diversity
The Economy and the Budget
Issues with etirement System
Workforce Shortage/ Large Vacancies
Crime ate ise Because of Economic Factors
Growth of Inmate Population
Comparison of etirement Agency Pay to that of Other Agencies
Lost Grants Sponsoring…
Elizabeth Bakken. (2006). Making the Transition to Management. Ceridian Corporation.
Anthony W. Batts, Sean Michael Smoot, & Ellen Scrivner. (2012). Police Leadership Challenges in a Changing World. Washington DC: U.S. Department of Justice.
Edward Connors, & Barbara Webster. (2001). Transforming the Law Enforcement Organization to Community Policing. Institute for Law and Justice.
Fayetteville Police Department. (2016). Police Department - Written Directives and Operating Procedures. Fayetteville Police Department.
Organizational culture theory and the role and impact of both formal and informal groups on the functioning of modern day organizations.
Organizational culture is the way organizations conducts its business transactions. It also refers to the different perspectives that a company sees things. An organization builds its own organizational culture through structure, history and the traditions of the company (Shafritz 2005). Theories of organizational culture suggest that culture gives an organization a sense of identity and defines what the company stands for. It also tells us what the company is. Culture also gives details to the principles of the company. Organizational culture in broader terms is the collective behavior of humans and the meaning of the actions that people do.
It involves the vision, norms, systems, beliefs and the organization values. Organizational culture contains values accepted by the employees of an organization. There are four main categories of organizational culture.…
Men and women perform different tasks in the society. There are tasks that women cannot do whereas the men are competent. Other tasks are hard for men to perform while the same tasks are easy for the women. The changing world enables women to work in the fields that many people regarded as belonging to the men. Women are now working in construction companies as a form of employment. The tasks affect positively in a bureaucratic performance since women incorporate their skills with that of men to work towards the achievement of an organization's goal. Strong and good working relationships between the employees in a bureau are beneficial (Gormley 2008). The strong relationships ensure that there is competence and effectiveness in performance of the employees.
Political support is crucial for any bureaucracy to thrive. Political stability and support are the main determinant factor that will enable a bureaucracy to thrive in its activities. Political support enables the bureaucracy to work without any hurdles. This ensures that the bureaucracy works with ease. Political support enables the bureaucracy to receive help and assistance from politicians (Gormley 2008). Political interference is the main factor that leads to the collapse of bureaucracy. Negative working relations between a bureau and politicians are a negative factor that will make the bureau not to function accordingly.
Good leadership helps bureaus to work effectively. Good leadership ensures that there are no corruption cases in many bureaus (Gormley 2008). Bad leadership results in the misappropriation of funds and corruption in the bureaus. Good leadership is a motivator to the junior staffs who look up to the leaders and follow the examples set up by the leaders. This enables the employees in the bureau to perform excellently in all sectors. Good governance and leadership by the officials enable the organization to get funding from the government that helps it in carrying outs its tasks.
Organizational Change in the Public Sector
This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major step in transforming public organizations. This proposal further hypothesis that establishment of long-term and productivity advantages are crucial throughout the organization.
SCOPE AND PURPOSE
Factor 1: Need for change
Factor 2: implement a Plan for change
Factor 3: create political internal environment for Change
Factor 4: Support and Commitment from managers
Factor 5: enhancing External Support
Factor 6: Provide Resources for change
Factor 7: establish Change
Factor 8: ascertain comprehensive Change
Determinants of implementing…
Abramson, Mark A., and Paul R .Lawrence .2001. The Challenge of Transforming
Administration and its influence on organizational change. Management Decision,
50(10), 1843-1860, Review 62: 555-67.
Armenakis, Achilles A ., and Arthur G .Bedeian .1999 .Organizational Change: A Review of Associates.
"Performance Management" and "People Performance"
Performance Management and People
"Performance Management" and "People Performance"
The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over the world. The major focus of the paper is to discuss the implications of these models for the success and prosperity of an organization. The main body of the paper discusses these models from a critical perspective and explains their major components in detail.
The most important strategies which are recommended by Performance Management model include performance appraisal and reviews, training and skills development, Management by Objectives (MBO), the techniques to manage the low performers,…
Armstrong. M, 2012, Armstrong's Handbook of Human Resource Management Practice, 12th edition. U.S.: Kogan Page
Becker, B. & Gerhart, B. 1996, "The impact of human resource management on organisational performance: Progress and prospects," Academy of Management Journal, 39 (4): 779-801.
Becker, B. & Huselid, M. 2006, "Strategic Human Resources Management: Where do we go from here?," Journal of Management, 32 (6): 898-925.
Boselie, P., Dietz, G., & Boon, C. 2005, "Commonalities and contradictions in HRM and performance research," Human Resource Management Journal, 15 (3): 67-94.
Organizational Behavior Case Study
esidential care facility's staff plays an important role in the daily lives of residents; unfortunately these facilities are usually faced with organizational obstacles and lack of information that prevents them from taking proper care of residents (Smith, 1998). This organizational behavioral case study is about a residential care facility which is part of a parent company that runs six different residential care facilities. The management of the company observed, this residential care facility facing serious problems. Turnover rate was high, performance was poor and economic losses were high.
In order to diagnose and solve the problem; parent company conducted a culture survey in all of its residential care facilities in which each member was bound to participate. The results were satisfactory for all residential care facilities except this care facility which showed totally negative results.
Looking at this serious situation; management hired a new…
Atchison, J. (1998). Perceived job satisfaction factors of nursing assistants employed in Midwest Nursing
Homes. Geriatric Nursing.
Cunningham, J.B. & Eberle, T. (1990). A Guide to Job Enrichment and Redesign. Personnel, Feb 1990,
p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work.
The Walt Disney
The Walt Disney Company
The Walt Disney Company
An organization is any social entity that has a well-designed structure to coordinate its functions, and the organization has to have a specific goal. Most organizations hardly work internally alone, but rather involve the external environments. Some organizations are profit oriented, like the business organizations, while others are non-profit making (Daft et al. 2010). In this context, a contemporary focus is overlooked towards the Walt Disney Company, a profound firm dealing with mass media and affiliated industrial operations.
Brief Company Profile
Walt Disney Company was founded in 1923, and has always kept the reputation in providing quality and extremely creative products, which consumers have loved ever since. The organization specializes in providing quality entertainment, services of media communication, broadcasting, television programs and live performances. The company, which is located in California (United States), exemplifies exponential characteristics that…
Barry, L. (2009) Think Like an Iconoclast: The Principles Of Walt Disney's Success: Rotman Magazine, Pg 108-110.
Daft, R.L., Murphy, J. & Willmott, H. (2010) organization Theory and Design: New York, Cengage Learning EMEA.
Forester, M. (2002) Table-Talk Perspective: Chain Store Age, 10870601, Vol.78, Issue 11.
Gershon, R.A. (1996) The Transnational Media Corporation: Global Messages and Free market Competition: New York, Routledge.
Organizational Theory #1
Create a code of ethics for an organization of your choice. For each point in the code of ethics, describe an ethical dilemma that would be resolved using the code of ethics.
All employees will conduct business honestly and ethically. We will constantly improve the quality of our services, products and operations and create a reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business judgment. (Provides a clearly stated, over-arching business philosophy for honesty and fair dealings that every employee can follow).
No illegal or unethical conduct on the part of company employees or affiliates is in the company's best interest. All are expected to adhere to high standards of personal integrity -- not allowing their personal interests to conflict with the interests of the company, its clients or affiliates. We will not compromise our principles for short-term advantage. (Encourages all employees to seek the…
Beauchamp, L., & O'Connor, A. (2012). America's most admired companies: A descriptive analysis of CEO corporate social responsibility statements. Public Relations Review, 38(3), 494-497. doi:10.1016/j.pubrev.2012.03.006
Jones, G. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall.
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
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…
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.
Within the correctional system there are three different organization models which apply and are used in administrative and management purposes. These models include the authoritarian model, bureaucratic model and participative model. The paper will give a description of each of these three models as they apply to the correctional environments. It will also discuss the intended goals of the correctional administrations that utilize these models and the specific time period the models were developed as well as finding out if these models were effective during the period which they were developed. The information the paper will give the foundation of the correctional systems as well as the models that are found within in and if these models are still in effect now. The operations of a correctional facility are under these models in order to provide the in mates with a particular type of security and care. With…
Baunach, PJ.(1981). Participatory Management - Restructuring the Prison Environment. Retrieved February 18, 2014 from https://www.ncjrs.gov/App/publications/abstract.aspx?ID=76572
Lancefield, K, Lennings, C, J. & Thomson, D. (1997).Management style and its effect on prison officers' stress. Retrieved February 18,2014 from http://link.springer.com/article/10.1007%2FBF02765325
Carlson P.M,, Garret S, J. & Christopher.(2010). Prison and Jail Administration: Practice and Theory.pg 272.Retrieved February 18,2014 from http://books.google.co.ke/books?id=hW0rAQAAQBAJ&pg=PA272&lpg=PA272&dq=Participative+model+in+correctional+environments&source=bl&ots=BhslBxRktE&sig=-B5MbbBXyE1YRWJnSYf3T2IPuPk&hl=en&sa=X&ei=fkwDU_zuKc-p0AWd64GADw&redir_esc=y#v=onepage&q=Participative%20model%20in%20correctional%20environments&f=false
The sanctuary model.(2010).Authoritarianism. Retrieved February 18,2014 from http://www.sanctuaryweb.com/authoritarianism.php
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
Strategic Management of Human esources
Human resource is considered as the most precious asset for business organizations. The financial performance and growth in the industry heavily depends upon the way an organization's employees perform at the workplace (Edwards 2003). A dedicated and committed workforce contributes towards a high level of operational excellence and market competitiveness. Therefore, it should be among the top priorities for an organization to manage its human resource in an effective and efficient way (ose 2004).
Strategic Human esource Management deals with formulating policies and procedures for getting the best work from employees, implementing different techniques to motivate them, and assessing the future human resource requirements at the workplace (Saxena 2009). This paper explains the strategic human resource management policies of one of the World's Top software companies -- Adobe Systems Incorporated. These policies are required to meet the current human resource requirements of the…
Ashamalla, M., H., 1998, International Human Resource Management Practices: the Challenge of Expatriation. CR, Vol. 8, Issue 2, pp. 54-63
Adobe, 2012, Adobe Fast Facts 2011, Available from
Adobe, 2012, Commitment to Employees, Available from
Adobe, 2012, Professional Development, Available from [Accessed January 24th, 2012]
Organizational Cultures: Annotated Bibliography and Summary
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
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 Issues from the Responsibility Project (Liberty Mutual)
The video chosen from the Responsibility Project was "omen in the orld: Erin Ganju." Her story is meaningful for a number of reasons that will be reviewed in this paper. Ganju is the CEO of "Room to Read," an organization that seeks to help educate children (through reading and other skills) in order that today's children can grow up with the power to change the world for the better.
omen in the orld: Erin Ganju -- hat are the Important Issues? Ganju begins her video by explaining how "passionate" her parents were -- when she was just a child -- about sharing information with her regarding different cultures. A sense of "wanderlust" was "instilled" in her, Ganju explains. Importantly, Ganju's parents not only took their daughter to many interesting places, but the family read about each place they visited, encouraging both reading…
Deen, Thalif. (2011). UNESCO reveals huge secondary education gap worldwide. One World
South Asia. Retrieved November 12, 2012, from http://southasia.oneworld.net.
Foster, Wayne A., and Miller, Merideth. Development of the Literacy Achievement Gap: A
Longitudinal Study of Kindergarten Through Third Grade. Language, Speech, and Hearing
Organizational Environment Starbucks
In-depth Analysis of Organizational Environment - Starbucks
Starbucks Organizational Culture and Environment
Global Perspectives of Starbucks
Social esponsibility embraced by Starbucks
Starbucks Planning Process
Decision Making Process of Starbucks
Starbucks Corporate Strategy
Organizational Structure of Starbucks
Starbucks uses a mechanistic structure as a contemporary design
Starbucks Organizational Culture and Environment
Starbucks Corporation is considered as one of the leading coffee house chains that offer best quality coffee to its customers. This retail corporation is based in the United States, initiated in the early years of the decade of 1970. Due to its popularity, the company rapidly expanded to various locations around the globe. The vision, goals and strategies designed clearly indicated the fact that the owners did not believe in having growth that can abate the corporate culture, therefore, the corporate culture was considered to be one of the integral aspects for the company. The mission statement…
Anthony, W.P., Gales, L.M., & Hodge, B.J. (2003). Organization Theory: A Strategic Approach. 6th Edition. Upper Saddle River, NJ: Pearson Education, Inc.
BCG. (2012). Howard Schultz on Global Reach and Local Relevance at Starbucks - An Interview with the CEO. bcg.perspectives. Retrieved from: https://www.bcgperspectives.com/content/videos/leadership_management_two_speed_economy_howard_schultz_global_reach_and_local_relevance/
Behar, H. (2007). It's Not About the Coffee: Leadership Principles from a Life at Starbucks. USA: Portfolio.
SeaZone. (2012). Successful Application of Organizational Behavior: Starbucks - Achieving Success the Starbucks Way. Yahoo Voices. Retrieved from: http://voices.yahoo.com/successful-application-organizational-behavior-2435551.html?cat=3
Organizational Theory #2
What core competences give an organization competitive advantage? What are examples of an organization's functional-level strategies?
Core competencies are those capabilities that are critical to a business achieving a competitive advantage in the marketplace. Typically, core competencies can be identified by certain common characteristics -- offering a benefit to the customer, difficult to imitate, uniquely identify the organization and easily leveraged to create many products or operate in many markets (Kern, 2010). The organization that is best able to use its resources to create value is in an ideal position to outperform the competition, thus creating advantage (Jones, 2010). Core competencies tend to change in response to changes in the environment. They are flexible, evolve over time and enable the company to enter apparently different markets with a clear and distinctive brand proposition. Examples of core competencies include manufacturing, research and development, new technology or organizational design…
Jones, G. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Terry, L.D., & Hoefer, R.A. (1995). Making politics and power respectable. Public Administration Review, 55(3), 298.
"Change implementation within an organization can…be conceptualized as an exercise in social influence, defined as the alteration or an attitude or behavior by one actor in response to another actor's actions… [and] one important dimension along which they vary is the extent to which they break with existing institutions in a field of activity…" (Battilana, et al., 2012).
hen companies need to make major changes -- do to the emerging trends in the marketplace, new products being produced, or simply because the old ways are not profitable anymore -- how do they go about it and how do they deal with employees' resistance to change? This is one of the most common problems that organizations face, and there are reasonable answers as to why they face those problems. This paper points out the need for change and the resistance to change. There are also solutions to resistance to…
Battilana, J. And Casciaro, T. (2012). Change Agents, Networks, and Institutions: A
Contingency Theory of Organizational Change. Academy of Management Journal, 55(2),
Denning, Steve. (2011). How Do You Change An Organizational Culture? Forbes. Retrieved June 30, 2013, from http://www.forbes.com .
Organizational Motivation Leadership
Effective and positive leadership is a basic foundation for any administrative institution to yield good results and therefore cause a great impact.
In this study we base our focus on a critical organization which is the infant daycare.
Infant daycare organization
Infant daycare centers are organizations that focus on the welfare of the child by providing care while the parent goes to work or gets engaged in other activities that may not allow the mother of father to be around the child during the day. The state requires that such organizations meet certain standards of safety, health and that the staff should have proper training. These institutions are normally equipped with fun toys and learning materials with the qualified caregivers trying as much as they can to make the life of infants as comfortable as possible. With the many challenges that infants face including having to master…
Bob Whipple, (2012). Leaders Creating Meaning. Retrieved April 4, 2012 from http://leadergrow.com/articles/105-leaders-create-meaning
CEO Flow, (2008). CEO Flow, (2008). The Four Rewards of Intrinsic Motivation. Retrieved April 4, 2012 http://www.ceoflow.com/2008/08/the-four-rewards-of-intrinsic-motivation/
David McCelland, (2012). Human Relations Contributors. Retrieved April 4, 2012
Intermountain was started as a small healthcare nonprofit organization, situated in Salt Lake City. With its well-crafted mission, a clearly stated vision, patient's oriented philosophy and a strategy to manage the organization effectively; it was soon able to manage over 32,000 employees. Helping the acute healthcare needs of Southeastern Idaho and Utah's residents, Intermountain's well-managed system of about 23 hospitals, clinics, physicians and health strategies; deliver clinically exceptional medical care and at an affordable rate.
Intermountain health care has a properly drafted and well-communicated mission. Intermountain understands that a mission lays the basis of an organization and is a pre-requisite for its ultimate success. It explains the reason of an organization and identifies the type of business that it intends to engage in. Understanding these basic requirements, Intermountain has setup a mission which promises:
"Excellence in the provision of healthcare services to communities in the Intermountain…
Business, E. o. (2012). MISSION AND VISION STATEMENTS. Retrieved from http://www.referenceforbusiness.com/management/Mar-No/Mission-and-Vision-Statements.html#b
Datamonitor. (2006). Health care industry. Retrieved from http://h20247.www2.hp.com/PublicSector/downloads/HP%20blade%20sols%20in%20hc%20-%20final%201%20case.pdf
Healthcare, I. (2012). Strategic Partnerships. Retrieved from http://intermountainhealthcare.org/about/overview/Pages/partnerships.aspx
Healthcare, I. (2012). Vision and Mission. Retrieved from http://intermountainhealthcare.org/about/overview/pages/mission.aspx
Organizational behavior refers to the psychological and sociological habits and patterns evident in specific groups of people. It is often defined formally as "the study of individuals and groups in organizations," ("Organizational Behavior Today," p.2). The study of organizational behavior includes elements such as leadership traits and behaviors; the use or abuse of power, and the politics that characterize people's behavior within the organization. Because each organization functions according to different goals and missions, organizational behavior varies widely from sector to sector. Organizations which have as their primary aim to make profit will for instance behave differently than non-profit organizations; the individuals that comprise those organizations will demonstrate certain character traits that make them valuable to the organization as a whole. On the other hand, all organizations will demonstrate certain similar characteristics that are essential for the smooth functioning of any group of people. For example, the leaders in most…
Clark, Donald. "Leadership: Organizational Behavior." Big Dog's Leadership Page. .
'Organizational Behavior Today."
Wertheim, Edward G. "Historical Background of Organizational Behavior." .
The organizational climate is a friendly one, albeit a traditional one. Supervisors treat their employees with respect, parties are held regularly, and when managers like Levine initiate new projects their ideas are treated as valuable to the organization. Coworkers are friends and sometimes socialize outside of work.
In spite of the warmth of the overall environment, leadership is somewhat lacking at Brockton Oval Enterprises. Managers like Levine are rewarded for their commitment and contribution, especially as productivity levels are maintained. The problem, according to Levine, is that senior leaders rarely implement the ideas that are brought up by the younger members. Newcomers are welcomed warmly but are expected to conform to company traditions and standards. Thus, senior management listens with respect but do not follow through. This has not caused interpersonal conflicts but has prevented the company from growing as fast as it could have during this time.
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus on facilitating learning, not imposing training." (Chapman, p. 1) It is conceivable that an appeal to this approach might have spared much of the uncertainty that permeated Cutting Edge Paper during and after the changeover in ownership.
Another recommendation is for the opening of dialogue during the process of transformation so that leadership can become more attuned to the needs of personnel. It is conceivable that during this transformation and Cutting Edge Paper, some ambiguity might have been reduced if leadership…
Chapman, A. (2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
Eustis, J. & McMillan, G. (1997). Technology Initiatives and Organizational Changge: Higher Education in a Networked World. CAUSE '97.
Political leaders in charge of this decision will not take into consideration only the effects that a possible bailout might have on the automakers. They will take into consideration the macroeconomic effects and challenges that are expected to emerge in case the bailout is approved.
The symbolic frame probably has the least importance regarding this subject. In case the bailout will not be approved, the cultural or symbolic aspects related to the big automakers affected by this situation will not have the strength to clarify the situation.
2. The important lesson provided by the organizational behavior consists in improving organizational effectiveness. This lesson should be important for all the managers or aspiring managers and it should always be taken into consideration when deciding upon important aspects that affect the organization in case.
Effectiveness and efficiency must characterize all types of organizations, private, profits oriented ones, but non-profit and governmental organizations…
1. U.S. Automakers Bailout - a Bridge to Bankruptcy or a Road to Salvation. Saving to Invest. Retrieved December 12, 2008 at http://www.savingtoinvest.com/2008/11/us-automakers-bailout-bridge-to.html .
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…
Organization Decision Making
Within an organization, there have to be many changes taking place at all times, without which the organization may stagnate and start to decline. These changes would have to be organization-wide, rather than small changes like changing the program, adding a new person, and so on. Some examples of organization-wide change are a change in the mission of the company, or a restructuring of operations, or maybe an addition of a new technology, or a merger, etc. In general organizational change is provoked by a need for accomplishing some preconceived goal, or it is caused by some outside force like for example, a need for cutting costs within the organization, or a need to increase declining productivity. Although it is a fact that organization wide change is difficult to accomplish, primarily for the reason that many people are afraid of change of any kind, even though it…
Are You a Good Decision Maker? Retrieved From
http://www.onlinewbc.gov/Docs/manage/decisions.html Accessed on 14 July, 2005
Best Corporate Change Resources. Retrieved From
Building Using Power Organization Start reading Harvard Business eview (HB) article: Pfeffer J. (2010). Power Play. Harvard Business eview, July-August, Vol 88 Issue 7/8, p. 85-92. Based HB article Jeffry Pfeffer (2010), write a paper answer questions: Why gaining power organization important? Does author gaining power workplace a good bad thing? Please support answer evidence article.
Power in the organization: The Pfeffer model
Power has long been viewed as a synonym for something negative in the workplace. Today, the rhetoric of 'teamwork' tends to be favored more than the rhetoric of power. But according to Jeffery Pfeffer, power is a necessary component of doing business. The question is: is the manager using power for the right reasons? Managers may use power with many different motivations, including the need for affiliation (to be liked); for personal satisfaction, or the desire to influence others in a positive way to achieve…
Pfeffer J. (2010). Power play. Harvard Business Review, 88 (7/8): 85-92.
In terms of the organizational development style to be used throughout the change process, this should best be the pathfinder style. Despite the complexity of this approach, fact remains that it combines the benefits of other styles, while reducing their limitations. The pathfinder style virtually focuses on both high levels of organizational effectiveness, as well as high levels of member satisfaction (Harvey and Brown, 2001). This means that the approach will focus on improving senior-junior communications, for the satisfaction of the employees, as well as the increase in the performances of the overall entity.
Given that the process of change cannot be structured onto a strict plan, but that the plan has to be tailored to the unique features of the Mobile Mine Assembly Group, the levels of formalization at this stage are reduced. Nevertheless, throughout the actual implementation, or the time in which the change strategy comes into direct…
Ewing, P., 2009, U.S. Navy Readiness Flaws Exposed, Defense News, http://www.defensenews.com/story.php?i=4058309 last accessed on December 2, 2009
Harvey, D.F., Brown, D.R., 2009, An Experiential Approach to Organization Development, 6th Edition, Prentice Hall
Kieschnick, F., 2008, Mine Warfare "Shifts Colors" to Southern California, Pentagon Brief, http://pentagonbrief.wordpress.com/2008/12 / last accessed on December 3, 2009
McNamara, P., 2008, Organizational Performance Management, http://managementhelp.org/org_perf/org_perf.htm last accessed on December 3, 2009
In other words, the emphasis is on effective leadership and increased revenue for the company as a whole, which ultimately benefit individual managers as well.
Like cross-functional teams, self-managed teams also need specific models to ensure success, not least because of the collective leadership these teams display. The potential for conflict and misunderstanding could result in ineffective group work. To mitigate this, Silverman and Propst (n.d.) proposes a specific model according to which such teams can function optimally. There are various roles inherent in the model that is suggested. These roles include: 1) upholding organizational and personal values and principles; 2) accomplishing the work assigned to the team; 3) organizing the work environment; 4) managing work processes; 5) participating in organization-wide systems; 6) participating in organization-wide strategies; and 7) managing team processes.
The model therefore indicates that some leadership and management are essential in helping the team to achieve its…
Armstrong, R.V. (2005). Requirements of a Self-Managed Team Leader. Leader Values. Retrieved from: http://www.leader-values.com/Content/detail.asp?ContentDetailID=1004
Merritt, E.A. And Reynolds, D.E. (n.d.) The Effect of Self-Managing Teams on Manager Commitment and Organizational Tenure in Private Clubs. Retrieved from:
Myshko, D. (2006, Sep.) Cross-Functional Teams: Models of Success. PharmaVoice. Retrieved from: http://www.skila.com/Downloads/Cross%20Functional%20Teams.pdf
Pragmatic Marketing (2011). Enabling Cross-Functional Teams: A Leadership Role for Product Managers. Retrieved from: http://www.pragmaticmarketing.com/publications/topics/09/enabling-cross-functional-teams-a-leadership-role-for-product-managers
It provides health-related advice on its website that all readers can benefit from, not simply those who use its services. As well as reaching out to the wider population of patients, it honors those within its fold who serve the organization with nights such as its "Celebrating Our Talent" ceremony designed to honor organizational members who have shown excellence in their duties (Boyd 2012).
The climate at the organization stresses valuing employees as well as clients, and serving the needs of its employees is included in the organization's statements of its critical functions. This acknowledges the need for caregivers to be cared for as well as patients. There is also a commitment to technological change to facilitate care: the organization was praised in 2003 for completely reconfiguring the way in which it kept track of patient data, switching to an entirely online system, to comply with changes in regulation and…
Boyd, Tracey. (2012). VNSNY home care agency praises nursing talent. VNSNY. Retrieved:
Mission and vision. (2013). VNSNY. Retrieved:
Furthermore, the change leader should have developed a more universal approach, showing how it would benefit all departments and be the correct fiscal procedure as well, thereby including all member of the organization as a team.. (Patterson, Grenny, Maxfield, McMillan & Switzler, 2008) by including more of the directors in on her original thinking she would have been able to develop more support before going in front of the management team. She lacked a more encompassing vision. This would have helped get the project moving more quickly and would have had everyone engaged in the action. This would have had more directors proactive and positive when discussing it with their staff, going a long way towards outweighing the resistance to change.
Brenneman, G. (1998). ight away and all at once. Harvard Business eview, 76;(5), 162-173.
Demings, W.E. (2005.). The w. edwards demings instate.http://www.deming.org/
etrieved on September 17, 2005
Brenneman, G. (1998). Right away and all at once. Harvard Business Review, 76;(5), 162-173.
Demings, W.E. (2005.). The w. edwards demings instate. http://www.deming.org/
Retrieved on September 17, 2005
Hirschhorn, L. (2002). Campaigning for change. Harvard Business Review, 80(7), p98-104
Organizational Change and the Lessons Learnt Process
Change is often inevitable. Indeed, in today's increasingly competitive marketplace, businesses must embrace change or perish. Change in this case could assume various dimensions including the implementation of various cost cutting measures, adoption of new technology, etc. Change for me came knocking when I was appointed team leader. Although this provided me with a unique opportunity to further enhance my leadership skills, it did bring along some unique challenges. The very first challenge I faced was transitioning from an individual contributor to a team leader. As an individual contributor, all that was required of me was cooperation and professionalism in the accomplishment of tasks assigned. As a team leader, my responsibilities expanded to include setting the team agenda. I suddenly came to the realization that leading a team required a new set of skills. I had to learn how to lead. Secondly, relating…
Smith provided the appropriate managerial direction which struck the right balance between creativity, performance and productivity. His farsightedness which encompassed a wide vision was long-term, ambitious and the same time entirely practical and feasible. (Section 7: Leadership and Management, p. 243)
Having earlier steered a floundering company towards a successful path, Smith's work was uphill. He had to drastically change the organizational culture and structure while reducing conflict within the very talented set of employees and provide them with a collective direction. He was also expected to reduce the atmosphere of uncertainty prevailing in the organization and use the "countercultures" of the earlier two companies to foster innovation and creativity and thus get a competitive advantage for the new organization. (Section 2: Organizations & Culture, p. 64)
d. Organizational goals, vision, mission, objectives and values
Organizational mission defines the very reason for its existence. It basically refers to a general…
Banerjee, M., 1995. Organization behaviour. Allied Publishers Limited.
Bryan, Lowell. L; Joyce, Claudia I., 2007. Better strategy through organizational design. McKinsey Quarterly, no. 2, pp: 22-29.
De Laurentis, Giacomo., 2004. Strategy and organization of corporate banking. Springer.
Gitman, Lawrence J; McDaniel, Carl. 2009., The Future of Business: The Essentials. South Western Cengage Learning.
Organizational Diagnosis and ecommendations
Imagine studying an organization in more depth in order to determine what needs changed. This is not an easy task because it could take days or months to achieve success. Businesses also have to stay up with current technology, and this means staying present with various leadership theories in order to make the business better. Systems thinking is used as a means in which to fully understand what needs monitored. Through using transactional leadership theory, one is able to grasp what one can do as a means of making recommendation for improvement.
One needs to perform a preliminary review to ensure that he or she obtains information related to organizational leadership, culture, effectiveness and productivity. "Synergy Technical Solutions Corp. (Syntechs) is a leading national technical service solutions provider with over 1,500 highly skilled professionals" (Syntechs, 2011). Many of these individuals work on "desktop and notebook computers…
Aronson, D. (2011). Targetted innovation: Using systems thinking to increase the benefits of innovation efforts. Retrieved May 20, 2011, from Thinking: http://www.thinking.net/Systems_Thinking/st_innovation_990401.pdf.
Changing-Minds. (2011). Transactional leadership. Retrieved May 20, 2011, from Changing-Minds: http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm .
Management Study Guide. (2011). Transactional leadership. Retrieved May 20, 2011, from Management Study Guide: http://www.managementstudyguide.com/transactional-leadership.htm .
Mattke, J. (2011, May 20). Syntechs Employee. (E. Mattke, Interviewer)
Since long the necessity for quality health care for veterans is considered to be a critical issue with widespread implications in respect of health care system of the nation. Irrespective of the incessant pressure on converting the Veteran Administration into a business model it has been alleged vehemently on the ground that the approach is not conducive to the satisfaction of most veterans, the legislators and even the providers of the health care. The problem of extending acceptable quality health care for the veterans of the nation is to be resolved by constituting public consensus on the issue. Irrespective of its increasing challenges it is believed that the provision of quality health care for the veterans of the nation is considered to be an appropriate objective for this country to maintain. Acknowledging the sacrifices of the veterans, the death of millions of Americans in service, 1.5 million returning…
Alqarni, Abdul Rahman. "The Managerial Decision Styles" A dissertation submitted to the School of Information Studies in partial fulfillment of the requirement for the degree of Doctor of Philosophy. School of Information Studies: The Florida State University. http://etd.lib.fsu.edu/theses/available/etd-11242003-215328/unrestricted/Alqarni.Dissertation.pdf Accessed on 25 February, 2005
'Leadership Challenges in Non-Governmental Organisations" (2004) Organisational
Profile of a Community Organization: The Kiwanis Club of Ocean Beach San Diego
There are many different ways that a social organization can influence and impact a community, and a great many moral and ethical implications and effects on society of the existence of these organizations and the actions that these organizations take. From gathering and consolidating funding towards various charitable causes to actually engaging in direct service to the community, these organizations are often more important in providing for the basic needs of some of the most disadvantaged members of a community than the governmental organizations in that community. Exploring one such organization in the San Diego community, and more specifically in the Ocean Beach neighborhood of San Diego, will help to illuminate the importance of these community organizations generally.
The Kiwanis Club of Ocean Beach, San Diego meets twice a week in order to plan a…
Kiwanis Club. (2012). Accessed 6 May 2012. http://www.oceanbeachkiwanis.org/index.php
Minkler, M. (2005). Community Organizing and Community Building for Health. Piscataway, NJ: Rutgers University Press.