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Organizational Success, Performance Management and Motivation and the elationship between Performance Management and eward
A landmark in the successes of an organization is to fulfill the incessant changing needs of organization and workers; grave responsibility falls on top management to develop strong associations between them. Organizations expect workers to follow the rules and regulations, work according to the principles set for them; the workers expect good working conditions, fair pay, fair treatment, secure career, power and involvement in decisions. These expectations of both parties differ from organization to organization. For organizations to address these expectations, an understanding of workers' motivation is necessary (Zaidi & Abbas, 2011).
It is important for the organizations to meet and initiate new motivational needs of workers in today's organizations. The reality is that organizations today have completely changed; consequently it is more important for the top management to carry out new methodologies of developing sturdy…
Lucica, C. (n.d.). Performance Management. The Relationship between Evaluation and Reward in the Pedagogical Activity of the Romanian Secondary Education. Retrieved from http://conference.ubbcluj.ro/mccs/RePEc/bbu/wpaper/115-121.pdf
Pulakos, E.D. (2004). Performance Management. Retrieved from http://www.shrm.org/about/foundation/research/Documents/1104Pulakos.pdf
Role of Motivation in Employee Relationship. (2012). Retrieved from http://www.managementstudyguide.com/role-of-motivation-in-employee-relationship.htm
Zaidi, F.B., & Abbas, Z. (2011). A Study on the Impact of Rewards on Employee Motivation
The last two generations of enterprise system architectures have increasingly relied on role-based data representation and advanced analytics. This is a direct result of how often public and private organizations rely on these systems for more than just activity-based reporting; there is instead a need for predictive analytics and the ability to define potential strategic scenarios for growth, which has long been a concern of private and public organizations (Bajjaly, 1998). The role-based approach IT systems development aligns with these increasingly demanding aspects of how information is used throughout a business.
The need for perspective on how IT systems are a strategic asset that unifies an organization to its served constituents is also critically important as well. These factors taken together must be relied on for continually creating a solid foundation of communication, collaboration and trust with key constituents over time to ensure an organization stays relevant to their needs…
Bajjaly, S.T. (1998). Strategic information systems planning in the public sector. American Review of Public Administration, 28(1), 75-85.
Strategy for Maximizing Human esources
In the current business environment, companies have increasingly used performance appraisal methods to align their human resources activities and policies in ensuring promoting the realization of organizational goals and objectives. Practice and research have shifted from their narrow focus on psychometric evaluation of issues to the developmental performance appraisal. Performance appraisal promotes the performance of a business by enriching the employees with experiences, attitudes, and skills. This contributes to the performance of a business by improving the effectiveness and efficiency within a business/organization. Performance appraisal aligns the efforts of employees with that of the organization. This forms the basis of designing organizational activities that focus on employee growth and development alongside enabling the business/organization to realize its objectives (Atwood, 2007).
Structure of this essay paper
This essay is divided into three sections. The first section discusses the benefits of performance appraisal to an organization. It…
Atwood, C.G. (2007). Succession planning basics. Alexandria, VA: ASTD Press.
Berke, D., & Center for Creative Leadership. (2005). Succession planning and management: A guide to organizational systems and practices. Greensboro, N.C: Center for Creative Leadership.
Edwards, M.R., & Ewen, A.J. (1996). 360 Feedback: The powerful new model for employee assessment & performance improvement. New York: Amacom.
Eeckhout, L. (2010). Computer architecture performance evaluation methods. San Rafael, Calif.: Morgan & Claypool Publishers
H Strategies on ecruitment and Selection
This following study identifies the necessary steps followed in carrying out recruitment and selection of employees in an organization. It is a consultancy work done Traci Goldman at Atwood and Allen Consulting for Bradley Stonefield's business. The main work at hand is to select and recruit the appropriate workers for the company concerning the occasioning of better terms of service delivery. Besides, the series of advice from human resource management is essential in every organization: turnover should be a reason for worry among the management.
ecruitment and Selection Strategies
In an organization, recruitment of employees is a lengthy and detailed process. This is because it considers both the experience and the passion of the employees before being recommended for work. This was witnessed in the work of Traci Goldman concerning the task assigned to it by the client, Bradley Stonefield. This conduct bordered on…
Dessler, G. (2010). Human Resource Management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Goss, D. (2012). Principles of Human Resource Management. London: Routledge.
Leadership - Central Core of Organizational Success
Effective Leadership in Corporations
you didn't mentioned anything about (For each theory explain how it might benefit a named organisation as well as how it could be incorporated effectively into the organisation.
Introduction to Leadership
What is leadership? A leader could be interpreted as someone who sets direction in an effort and influence people to flow the direction, helps them to establishment to goal, guides them towards achieves these goals, thereby allowing them to be effective. A leader is one who influences others to attain goals. he greater the number of followers correlates to the greater the influence. Additionally, the more successful the attainment of worthy goals, the more evident is the leadership. However, one must explore beyond this bare definition to capture the excitement and intrigue that devoted followers and students of leadership feel when they see a great leader in action.…
Transactional leadership was described by Max Webber in 1947, and then by Bernard Bass in 1981. The transactional leadership theory is widespread and commonly used inorganizations (e.g. military). It is based on transactions or deals made between an employee and an organization or between followers and leaders. A transactional leadership is based on a military like clear chain of command with a 'Carrot and Stick' philosophy. In short, it is a proven method of running an organization wherein, through reward and punishment, things are done! The main motivation behind transactional leadership is taught to be in the self-interest of the subordinate. There is an exchange process that is meant to affect a subordinate's behaviour in a positive way.
Transactional leadership works well in organizations that have a need for absolute and immediate response to authority, and where innovation is not a valued variable. A good example of this theory applied to an industry is the type of country-rebuilding that occurs after a war. The operations of the mercenary army company of Blackwater USA. It is not an accident that Blackwater USA leadership mirrors that of the military, since the company is, in effect, an army.
If one is familiar with Maslow's hierarchy of needs, then one will understand that this transactional leadership theory will work on people, whose needs in the bottom half of the
Performance Management at the National Institute of Management
The Central India Campus is a university established in the 1980 by the National Capital egion of India. The university is operated independently as a business school alongside the North India Campus. The campus started a top quality management institute with the core aim of upgrading the educational infrastructure of the Indian economy. The NIM (CI) campus's mission is to become the premier technology and management institution and focused student-learning community recognized globally for teaching and research. The mission of the Central India Campus is to enhance excellence in the management and technology fields of education alongside shaping the students to become better leaders to shape the future of the country.
Therefore, this essay will analyze some of the perspective of the NIM (CI Campus) including the advantages and disadvantages associated with the current system of management as compared to the intended…
Hopkins, W.E., Hopkins, S.A., & Mallette, P. (2005). Aligning organizational subcultures for competitive advantage: A strategic change approach. New York: Basic Books.
Nambudiri R. & Jayasima J. (2008). Performance Management at the National Institute of Management (Central India Campus) A. Ontario: Ivey Management Services
For any company or organization to function smoothly, there must be some elaborate management system in place. This is crucial as proper leadership would focus on guiding the company or organization through teamwork projects and is needed to keep everyone in the team motivated and willing to keep working no matter what. Understanding the leadership concepts and the different leadership theories makes those in charge better leaders. Some of these notable theories include:
The Leadership Exchange (LMX) theory
This theory focuses on the building of individual one on one relationship between the leader and every employee in the team rather than leading the team as a whole (Lunenburg, 2010). Since each relationship is bound to vary in quality, the leader will always have a good relationship with majority of the team regardless of the few bad relationships. These relationships (commonly referred to as dyads) give the leader a better…
Komives, S., & Dugan, J. (2010). Contemporary Leadership Theories (pp. 111-119). Sage Publications.
Lunenburg, F. (2010).Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business, and Administration, 13(1), 2-4.
Malloch, K. (2014). Beyond Transformational Leadership to Greater Engagement. Inspiring Innovation in Complex Organizations, 60-62.
Russell, E. (2011). Leadership Theories and Style: A Transitional Approach. Military Leadership Writing Competition.
According to Henry Fayol's (1841-1925) theory of management, leadership should possess an array of personal attributes that creates a positive environment for work and empower each employee. Notably, the theory encourages the managers and leaders in the enterprise world to promote employee independence, bestow responsibility and authority to junior staff in order to enhance their professional growth and responsibility (Morden 2004). Sadly, some leaders possess traits that are improper, discourage employee independence, and are a gross abuse of power.
Some of the undesirable leadership traits include dictatorial leaders, anti-social tendencies, non-cooperative, poor communicator and egocentric among many others. In the wake of modern business management, employee motivation is derived from the ability to perform activities on their own (Deming & Orsini 2013). They value independence and authority, with dictatorial leaders and management style, employees feels, threatened, intimidated, and often work to impress the bosses. Certainly, through dictating what,…
Deming, W.E., & Orsini, J.N. (2013). The essential Deming: leadership principles from the father of quality management. New York: McGraw-Hill.
Morden, T. (2004). Principles of management (2nd ed.). Aldershot, Hants, England: Ashgate.
Evolution Of Business Ethics
The success of any organization largely relies on the adoption of strategies that ensure conformity to the stated organizational and legal requirements. The adopted strategies should also focus on promoting the realization of the mission and vision of the organization. A significant proportion of organizational decisions often aim at ensuring enhanced production, competitiveness, and heightened visibility of the organization. It is beyond doubt that business ventures of all the organizations globally aim at allowing the organizations to realize profits, improve their performance, and achieve their stated objectives. However, as organizations strive to achieve the above, they must consider the adoption of actions that uphold their social responsibility to their stakeholders such as the customers, employees, and lenders, as well as, the environment. For organizations to be act in ways considered social responsible, they should apply business ethics, as they determine the constituents of their…
Moon, C. (2001). Business ethics. London: Economist.
Paliwal, M. (2006). Business ethics. New Delhi: New Age International.
Snoeyenbos, M., Almeder, R.F., & Humber, J.M. (2001). Business ethics (3rd ed.). Amherst, N.Y.: Prometheus Books.
"They [standards] can be inflexible and force producers to make products a certain way when other options are just as good, sometimes better, than what a standard dictates." (Pros and cons of standards, 1999) Organizational success may also be measured against company's business plan. Business plan is a blueprint of business's potential future and success. If it has not been met or if the reality is not as good as the plan had originally envisioned, there may actually be a problem with organization's performance. But business plan is the least realistic or reliable method of measuring success because when a firm steps in the market and actually starts performing, it's a whole different ballgame. A firm can also measure success by checking its targets and goals. If all objectives were met and all goals achieved, the firm can consider itself a success and has reasons to be satisfied with its…
Stephanie Carlin, Standardizing Benchmarking to Achieve, Results
http://www.sdcexec.com/article_arch.asp?article_id=7350 [Accessed 22nd September 2005]
Pros and Cons of Standards" January 1999, http://www.supplementquality.com/stdregs/proscons.html [Accessed 22nd September 2005]
"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 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.
Competitive Advantage through Human esource Management Practices
Human esource Management Practices
Competitive Advantage through Human esource Management Practices
HUMAN ESOUCE Management
Human esource Management involves all those activities which are related to the management of workforce or employees of an organization. It is also one of the core functions which managers perform at the workplace. Human esource Management entails activities like recruitment and selection, training and development, performance assessment, compensation, leadership, and motivation at large (Chadwick & Dabu 2009). Basically, Human esource Management focuses on recruitment, management, guidance, and motivation of employees in an organization. In the past, HM was just restricted to two core functions: employee management and motivation. Now, it has emerged as one of the biggest strategic issues in the business world (Kandula 2007).
With the passage of time, the scope and functions of Human esource Management have also increased. Now, it also involves employee…
Armstrong, M. 2007, A handbook of Human Resource Management Practice, 10th Edition. London: Kogan Page
Baudler, C.R. 2011, Employee Engagement: Through Effective Performance Management by Edward M. Mone and Manuel London, Personnel Psychology, 64 (3): 813-816.
Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D., & Wood, S.J. 2008, The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study, Personnel Psychology, 61 (1): 467-501.
Browning, V., Edgar, F., Gray, B., & Garrett, T. 2009, Realizing Competitive Advantage through HRM in New Zealand Service Industries, The Service Industries Journal, 29 (6): 741-760.
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
A second change that has occurred and will continue to transform is that, regardless of the motivation, many employers have begun to experiment with flextime, telecommuting, and voluntary reduced-load work arrangements to give employees more discretion and personal flexibility in how they integrate work demands with other life roles such as family, community, and leisure. This increase in flexible work arrangements has further blurred the boundaries between work and home for many employees. Effectively switching and managing multiple work and non-work roles has never been more complex. Findings from individual, family, and organizational perspectives are mixed in terms of the success and social acceptance of alternative work arrangements (Kossek & Lambert, 2005, p. 6)
Though the criminal justice system is known for what they do and have been around for centuries, it is important to note that every organization has a plan, a vision, and successful mixed with failures. This…
Kossek, E.E. & Lambert, S.J. (Eds.). (2005). Work and Life Integration: Organizational, Cultural, and Individual Perspectives. Mahwah, NJ: Lawrence Erlbaum Associates.
Miner, J.B. (2002). Organizational Behavior: Foundations, Theories, and Analyses. New York: Oxford University Press.
Sims, R.R. (1994). Ethics and Organizational Decision Making: A Call for Renewal. Westport, CT: Quorum Books.
Sims, R.R. (2002). Managing Organizational Behavior. Westport, CT: Quorum Books.
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-
The strategy allowed better communications between the hotels and their culturally diverse customers.
Communication is the key to any success, but even more so to a business triumph. The process is understood as the mechanism by which people exchange information. This is pivotal within any economic entity in order to transmit the most adequate data at the required time. Additionally, it is compulsory that the information transmitted be accurate and reliable and as such able to support the decision making process.
d. Business Ethics
As mentioned in the introductory part, the role of business ethics has significantly grown throughout the past decades. The concept is generically defined as the set of norms and regulations which help the individual make the right decision in a context of raised morality issues. Business ethics refers to all types of relationships and actions undergone by the company and it is obvious at…
Clark, D., 2008, Organizational Behavior, http://www.nwlink.com/~donclark/leader/leadob.html last accessed on June 22, 2009
McNamara, C., 2008, Organizational Culture, Management Help, http://managementhelp.org/org_thry/culture/culture.htm last accessed on June 22, 2009
2007, Organizational Culture Guidelines, Organizational Culture 101, http://www.organizationalculture101.com/sample-organizational-culture.html last accessed on June 22, 2009
2009, What Is Business Ethics? University of Illinois at Chicago, http://jobfunctions.bnet.com/abstract.aspx?docid=81249 last accessed on June 22, 2009
ABC Aviation has managed to capture the attention of international organizations and NATO members due to the high quality of their helicopters. However, to be able to complete the signed contract, the organization must first resolve their internal disputes and must implement a strong organizational culture which embraces and promotes cultural diversity.
Aghazadeh, S. (2004). Managing workforce diversity as an essential resource for improving organizational performance. International Journal of Productivity and Performance Management, 53, 521-531.
Ayoko, O.B. (2007). Communication openness, conflict events and reactions to conflict in culturally diverse workgroups. Cross Cultural Management: An International Journal, 14, 105-124.
Chuang, Y.T., Church, ., & Zikic, J. (2004). Organizational culture, group diversity and intra-group conflict. Team Performance Management, 10, 26-34. etrieved February 28, 2008, from Emerald database.
Elmuti, D. (2001). Preliminary analysis of the relationship between cultural diversity and technology in corporate America. Equal Opportunities International, 20, 1-16.…
Aghazadeh, S. (2004). Managing workforce diversity as an essential resource for improving organizational performance. International Journal of Productivity and Performance Management, 53, 521-531.
Ayoko, O.B. (2007). Communication openness, conflict events and reactions to conflict in culturally diverse workgroups. Cross Cultural Management: An International Journal, 14, 105-124.
Chuang, Y.T., Church, R., & Zikic, J. (2004). Organizational culture, group diversity and intra-group conflict. Team Performance Management, 10, 26-34. Retrieved February 28, 2008, from Emerald database.
Elmuti, D. (2001). Preliminary analysis of the relationship between cultural diversity and technology in corporate America. Equal Opportunities International, 20, 1-16. Retrieved February 28, 2008, from Emerald database.
But al-Mart has been more successful where Kmart has failed. The author of the study explains this difference with the treatment, importance and role played and offered to the human resource. "Kmart and al-Mart are virtually identical, right? Yet most people prefer to shop at al-Mart. Kmart recently declared bankruptcy. Could the reason for this be as fundamental as leadership style and the resultant employee attitude? I believe so. Kmart has been said to use the "control" method of leadership, while al-Mart has used an "empowerment" model. Thus, there is a subtle, yet big, difference between the customer relationship with employees of each corporation" (ork Motivation Incentives, 2004-2005).
Otherwise put, al-Mart allows its staff members to make their statement and to voice their opinions. And this often proved beneficial for the organizational well-being. For instance, Tim Gebauer was once talking to an employee who suggested putting an extra product line…
Kliger, M., Tweraser, S., Motivating Front Line Staff for Bottom Line Results, McKinsey & Company, Retrieved at http://www.mckinsey.com/practices/retail/knowledge/articles/Motivatingfrontlinestaff.pdfon May 16, 2008
Miner, J.B., 2002, Organizational Behavior: Foundations, Theories and Analyses, Oxford University Press
Robbins, S.P., 2005, Organizational Behavior, 11th Edition, Prentice Hall
2008, Official Website of the Wal-Mart Stores, http://www.walmart.com/,last accessed on May 16, 2008
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;
Organizational Case Analysis
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.…
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.
The IG decided to apply a uniform approach to all investigation and audit planning so that all independent regional procedures and organization would mirror one another the same way they did anytime they participated in IG-assigned work.
Organizational Problem #2 -- egional Leadership Style and Organizational Culture
The problem in Trenton was resolved by the direct intervention of the egion II IG. Specifically, he identified the problem as being caused by the toxic nature of the rivalry between the two Trenton managers in conjunction with the prevailing custom within the OIGs that audit teams always be assigned to one manager for the long-term. Generally, that is a beneficial arrangement because it promotes long-term relationships between supervisors and subordinates and enhances their efficiency as teams. In this particular case, the IG realized that the prevailing custom leant itself to well to the climate of antagonism and to a competition between the…
Cornell University Law School. (2011). U.S. Code Title V. Inspector General Act of
1978. Accessed 31 Jul 2011 from the CULS Legal Information Institute website http://www.law.cornell.edu/uscode/html/uscode05a/usc_sup_05_5_10_sq2.html
Damp, D.V. (2007). Take Charge of Your Federal Career: A Practical, Action-Oriented
Career Management Workbook for Federal Employees. Reston, VA: FEND, Inc.
Organizational ole as a Nurse Leader
A nurse leader is an individual engaged in direct patient care and who regularly enhances the care given to patients through influencing the treatment provision delivered by others. This implies that leadership is not merely a matter of skills but an attitude which informs behavior. This essay develops a detailed leader profile based on the transformational theory, as this is the most relevant theory for this leader. Moreover, the essay will analyze the leader's role and philosophy as a nurse administrator. The final section will present the role of nursing leadership.
Leader's Profile: Lee Moldowsky
Lee Moldowsky started off as a volunteer EMT in the early 70s since then nursing has struck interest. In 1983 he joined the army at age 25 and became a sergeant in charge of operating services. Moldowsky went to Farmingdale and also worked in a burn unit at Nassau…
Ledlow, G. R., & Coppola, M. N. (2011). Leadership for Health Professionals: Theory, Skills, and Applications. Sudbury, Mass: Jones And Bartlett.
O'Brien, M. E. (2011). Servant Leadership in Nursing: Spirituality and Practice in Contemporary Health Care. Sudbury, Mass: Jones And Bartlett Publishers.
business organizations and environment facilitates a complex flow of information through each segment of the business corporation. It is therefore advocated that efficient and timely management of information is the backbone of all business organizations. So for the sake of acquaintance of effective information management of business records the organizations are now taking more technological approaches rather than manual ones. For that many organization have installed business software than offer customizable tools for different business and even various departments of the same organization. These customizable features have offered a great deal of satisfaction to the entrepreneurs and cooperation who basically seek for authenticity and accuracy.
Role of Information Technology in Business Organizations and Its Structure
As a matter of fact information technology is the core determinant of the contemporary organizations. The business landscape has been exposed to a wide variety of information management tools that offers instant solutions to…
Dawe, Richard L. "An Investigation of the Pace and Determination of Information Technology Use in the Manufacturing Materials Logistics System." Journal of Business Logistics 15.1 (1994): 229+. Questia. Web. 2 Mar. 2012.
Delmonte, Anthony J. "Information Technology and the Competitive Strategy of Firms." Journal of Applied Management and Entrepreneurship 8.1 (2003): 115+. Questia. Web. 2 Mar. 2012.
Edwards, Sebastian. "Information Technology and Economic Growth in Developing Countries." Challenge 45.3 (2002): 19+. Questia. Web. 2 Mar. 2012.
"The Information Technology Revolution." World Economic Outlook: 105. Questia. Web. 2 Mar. 2012.
Organizational Human Resources Awards Program
The objective of this study is to respond to the following scenario: The writer of this work is charged with the role of the director of Human Resources in a fictitious company. The vice president of the Human Resource department has requested that you develop an organizational reward program for your company. All departments will adhere to the program. Included in the issues to be addressed are the type of rewards, reward criteria, the reason each criteria is necessary, distribution criteria, desired outcome, pay for performance and risk and benefits of the program.
The development of an organizational award program involves seeking support and commitment from the appointing authority and using input from employers for program development. The organizational mission and values are incorporated for the purpose of determining what accomplishments and behaviors will be rewarded and a motivation survey utilized for the determination of…
Guide to Motivating Employees (nd) University of Boulder Colorado, Department of Human Resources. Retrieved from: http://hr.colorado.edu/es/recognition/Documents/Motivation%20Guide.pdf
Schusteer, M. And Kisler, G. (nd) Aligning Rewards Systems in Organizational Design: How to Activate the Orphan Star Point. Retrieved from: http://c.ymcdn.com/sites/www.hrps.org/resource/resmgr/knowledgecenter_home/hrps_ps34-4_schusterkesler.pdf
Total Rewards Model (2011) Work at Work. Retrieved from: http://www.worldatwork.org/waw/adimLink?id=28330
Management of Organizations
Significance of Managers in Achieving Organizational Success
Organic vs. Mechanistic Organization
Process of Formulating Corporate Strategy
Meaning of Organizational Culture
Management of Organizations
Organizational management is one of the most crucial components for organizational success and productivity. This is primarily because the process entails handling various aspects that are geared towards achieving the organization's overall objectives. Some of the most important issues in organizational management include effective decision making and conflict resolution. These important aspects are usually handled by the organization's top management, which play a vital role in ensuring organizational success. For managers, the process also entails formulating corporate strategy and creating a suitable organizational culture that helps in realization of the overall goals and objectives.
Significance of Managers in Achieving Organizational Success
As previously mentioned, organizational managers play an important role in the success of an organization, especially in relation to decision making. Actually, organizational…
Cohen, S., Eimicke, W. & Heikkila, T 2008, The effective public manager: achieving success in a changing government, Jossey-Bass, New Jersey.
Gitman, L & McDaniel, C 2007, The future of business: the essentials, Thomson Higher
Education, Mason: Ohio.
Hill, C & Jones, G 2012, Strategic management theory: an integrated approach, Cengage
The Importance of Motivation as a Company Strategy
The literature abounds with evidence supporting the efficacy of employee motivation as a means of stimulating innovation, productivity, and organizational performance. For example, a survey of over 300 employees in one major organization found that employee empowerment in their respective roles was positively correlated with organizational agility, with empowerment being defined in terms of knowledge access, trust, motivation, and communication. Research on the relationship between employee motivation and organizational outcomes therefore begins with operationalization of the definitions of motivation and empowerment, as well as defining the terms of organizational success. Empowerment and motivation will manifest differently for different people, just as different organizations will define their success or outcome objectives differently depending on overall mission and vision.
Communication as a Component in Employee Motivation
If motivation is defined in terms of empowerment via access to pathways of knowledge and information, then employee…
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.
Leadership and Change," Burns & By (2012) examine the relationship between leadership ethics and effective organizational change. In "Coping with Job insecurity," Loi, Lam & Chan (2012) examine the relationship between procedural justice (or injustice) and job security (or insecurity). In "Gender Differences in Leadership ole Occupancy," Schuh et al. (2014) examine the relationship between power motivation and being in positions of leadership to show why women are underrepresented in positions of power. Each of these studies examines some aspect of leadership to show how individuals and organizations can approve their overall effectiveness in key measurable or qualitative areas. Each of the studies provides a strong case with reference to prior literature. However, Burns & By (2012) only analyze existing studies, whereas Loi, Lam & Chan (2012) and Schuh, et al. (2014) conduct original research using an experimental design. The studies are all important in their own ways, with Burns…
Ahmed, B., et al. (2012). Organizational ethics and job satisfaction: Evidence from Pakistan. African Journal of Business Management 6(8): 2966-2973.
Burnes, B. & By, R.T. (2012). Leadership and change. Journal of Business Ethics 2012(108): 238-252.
Carter, M.Z., et al. (2013). Transformational leadership, relational quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior 34(7): 942-958.
Loi, R., Lam, L.W. & Chan, K.W. (2012). Coping with job insecurity. Journal of Business Ethics 2012(108): 361-372.
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.
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 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.
OGANIZATIONAL PHILOSOPHY AT WOK: TECHNOLOGY & ETHICS
Digital and information technology allows for new opportunities for education, including at the professional level. More and more, human resources use technology to assist in the modification and development of company culture. 21st century organizational leadership can be characterized by the realization that a clearly defined and strongly present organizational culture is key to success. Some of the most successful organizations are ones wherein their culture is adaptable and flexible. These same companies understand the importance and value of smooth transition and effective implementation of organizational change as well as promotion of organizational culture. Human esources is a department that is integral in the development and sustainment of the organizational culture. Human esources is additionally a depart that can facilitate organizational change(s). Human esources professionals should take the time to educate themselves and learn the ways in which technology can supplement…
Dewett, T., & Jones, G.R. (2001) The role of information technology in the organization: a review, model, and assessment. Journal of Management, 27, 313 -- 346.
Heracleous, L., & Barrett, M. (2001) Organizational Change as Discourse: Communicative Actions and Deep Structures in the Context of Information Technology Implementation. The Academy of Management Journal, 44(4), 755 -- 778.
Jin, K.G. (2007) Information Technology Professionals' Perceived Organizational Values and Managerial Ethics: An Empirical Study. Journal of Business Ethics, 71(2), 149 -- 159.
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.
This report focuses on the study of organizational behaviour in the hotel industry and most especially in the food and beverage department. Focusing on the organization I am attached to, the aspect of groups and group dynamics is widely explored. The paper first introduces with an introduction in which a brief explanation of the discussion is established. Part of the factors addressed in this section includes the aim and scope of the study. Additionally, the methodology of the research, the assumption, the limitations within the organization and the background of the problem are explored within the discussion. The paper then goes ahead to focus on the literature review. Here, definitions of organizational values and individuals values are provided. Also demonstrated is the manner in which organizational and individual values intersect. Further, the relationship between individual values and organizational structure is established. The report goes further to demonstrate how…
Bilsky, W & Jenh, K (1998) Organizational Culture and Individual Values: Evidence for a Common Structure, Personal Communication
Black, Richard J. (2003) Organizational Culture: Creating the Influence Needed For Strategic Success, London UK
Dean, KW (2011) Value-Based Leadership. How Our Personal Values Impact the Works Place, the Journal of Value-Based Leadership, Valaparaiso University College of Business Management
Kimbro, M, (2012) Organizational Behaviour in the Hospitality Industry, Retrieved From: http://voices.yahoo.com/organizational-behavior-hospitality-industry-13137.html
Organizational eframing Program
Four Frames of Organizational eframing
Human esource: -
Structural Contingency Theory
Structural Contingency Theory in Human esource Management:-
Social Network Analysis
Impact of reframing plan and ethical issue's
Impact on the department being reframed:-
Impact of reframing on other departments:-
The study shows an organizational plan of a department. The aim of the study is to emphasize on how the theory of organizational life is applicable with the help of utilization of the action research process.
eframing means to redirect or change the way of thinking and look at things with a complete different mindset. In simple terms reframing is change of plans or basic details of an idea. Looking at events from a complete different mindset helps you to avoid individual biases. It also emphasizes the importance of adjustments and flexibility in the organization. The process of reframing suggests finding out…
Hatch, M.J. (2006), "Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press
Kanigel, R. (1997). The One Best Way, Frederick Winslow Taylor and the Enigma of Efficiency. London: Brown and Co
Robbins, Stephen P. (2004) Organizational Behavior - Concepts, Controversies, Applications. 4th Ed. Prentice Hall
Fredric M. Jablin, Linda Putnam (2000). The new handbook of organizational communication: advances in theory. p.146
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.
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]
Analysing Organisation: Using relevant theoretical perspectives frameworks, critically analyse organisation choice.
Analyzing organization is the process of assessing the organizations systems, functionality and capacity so as to increase the organizations performance, efficiency and overall output. This is done by using various theories and models whose aim is to understand the structure of the organization, technology and behavioral relationships Bate, Khan, & Pye, 2000.
This should be a periodic and detailed activity that assists the organizations management to identify any inefficiency or problems that may have risen and have not been dealt with the management will then come up with strategies to deal with them.
Compulyzed Telecommunications is a telecommunications company dealing with telephone, cabling, and internet provision services for both home and corporate clients. Compulyzed Telecommunications had an increase of 1.7% operating profit in the fiscal year 2011 as compared to the previous year this was…
Barney, J.B. (1995). Looking inside for Competitive Advantage. The Academy of Management Executive (1993-2005), 9(4), 49-61.
Bate, P., Khan, R., & Pye, A. (2000). Towards a Culturally Sensitive Approach to Organization Structuring: Where Organization Design Meets Organization Development. Organization Science, 11(2), 197-211.
Becker, I., & Flaxer, E. (2008). Analysing the Hierarchical Organization of Text by Using Biologically-Inspired Statistical Methods. [Article]. Journal of Quantitative Linguistics, 15(4), 318-339. doi: 10.1080/09296170802326657
Bloodgood, J.M., & Bauerschmidt, A. (2002). Competitive Analysis: Do Managers Accurately Compare Their Firms To Competitors? Journal of Managerial Issues, 14(4), 418-434.
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.
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.
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 Strategic Plan eview
The plan currently under review is that of the uth K. Broad Bay Harbor K-8 Center and its implemented Florida Differentiated Accountability Program developed and put into use during the 2009-2010 school-year in hopes of improving the school's functioning and overall mission. The school at hand has consistently sought to discover and identify the individual strengths of each child in its facility in order to promote enthusiasm and the desire to learn, and to assist students in achieving academic success. The mission of the school, and its implemented plans, aim to provide a secure, innovative, and challenging environment that affords academic achievement and a technologically-rich program for students in order for them to develop a strong, firm foundation from which to succeed and meet the challenges of the 21st century. The plan at hand sets in motion distinct goals for teacher involvement, parental involvement, and for…
Fege, A. (2000). From fund raising to hell raising: new roles for parents. Educational Leadership, 57.7: pp. 39-43. Web. Retrieved from: ProQuest Databse. Accessed on 23 November 2011.
Florida Department of Education. (2011). Florida elementary school rankings: 2010-
2011. National Center for Education Statistics, 2011.1: pp. 1-9. Web. Retrieved from: LexisNexis. Accessed on 23 November 2011.
Greenlee, B. (2009). When school advisory councils decide: spending choices for school improvement. Planning and Changing, 38.3-4: pp. 222-251. Web. Retrieved from: ProQuest Database. Accessed on 23 November 2011.
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…
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
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
Culture must not simply be inclusive to an organization. Organizational internal culture must shift with the larger national cultural context in light of the needs posed by globalization.
Chapter 12: Strategic Competency and Organizational Design
IBM, showed a constructive ability to engage in organizational learning. Despite facing political obstacles such as 9-11 and prejudice against technology companies after the dot-com bust it has remained a huge, complex technological powerhouse. IBM's longer-term outlook is bright today, despite the obstacles it has faced, because the infrastructure within the organization allows growth. It has sound decision making chain of command that has stood it well over the years. Firms need to adjust to their environments and contexts as well as to influence them, and IBM has shown itself capable of doing so in terms of the firm's environment, size and…
The chosen case studies are those of Pfizer and Intel. The two case studies are much similar because they are founded on the basis of organizational capability being improved through better H practices. They show that H practices are important in ensuring success in organizations and ensuring better performance. As stated by Ulrich et al. (2009)
, the case studies show that it is important to think about organizational capability and H practices and how they impact performance and not the other way around. Organizational capability as a source of competitive advantage is also highlighted in the case studies which show that by looking at the organization from an inside-out perspective, rather than an outside-in perspective is important in ensuring sustainability of change and that the change is based on effective reasoning Zhang, 2010()
In the case of Pfizer, the organization's capabilities are seen in how it organizes…
CASCIO, W.F. 2003. Managing human resources: Productivity, Quality of work, life, profits, New-York McGraw Hill Higher Education.
GOMEZ -MEJIA, L.R., DALKIN, D.B. & CARDY, R.L. 2006. Managing human resources, New Jersey, Pearson Prentice Hall.
ULRICH, D., ALLEN, J., BROCKBANK, W., YOUNGER, J. & NYMAN, M. 2009. HR Transformation: Building Human Resources from the Outside In, New York City, The RBL Institute.
ZHANG, J. 2010. Employee Orientation and Performance: An Exploration of the Mediating Role of Customer Orientation. Journal of Business Ethics, 91, 111-121.
Instead, they must be focused on different strategies that they can use to: help the company increase their bottom line and address the growing list of social causes. The only way that this can be accomplished is to: ensure that you understand what kinds of factors could be influencing the individual and making certain that you are communicating ideas that will help to improve motivation. Once this occurs, it will allow the company to maintain its lead, while making sure that no one is becoming complacent.
This solution is better than the individual alternatives, because we are using both to understand and improve motivation. As, we are focused on using the two together to: build the levels of enthusiasm within the organization. The management principal that is being used to achieve these objectives is: McGregor's Theory Y This is when you are helping to motivate and provide individuals deeper meanings…
Fisk, G. (2010). I Want it All and I Want it Now. Human Resource Management Review, 20 (2), 102 -- 114.
Cohen, D. (1993). Creating and Maintaining Ethical Work Climates. Business Ethics Quarterly, 3 (4), 343- 358.
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Organizational Behavior. (n.d.).
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
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…
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Organizational diagnosis is mandatory before projecting the company's future and establishing the strategy. The diagnosis study must be accompanied by market studies, prognosis studies, and ecologic studies.
The organizational diagnosis is important due to its contents. The global or general diagnosis study must emphasize certain basic elements, like: identifying the company's position and role in the macro environment (characteristics, history, specific market), the dynamics of the company's economic and financial situation, the management system and its components (methodological, decisional, informational, and organizational), economic situation analysis, management situation analysis, strong points and their causes, weak points and their causes, strategic and tactic recommendations.
As described above, the organizational diagnosis is of extreme importance for the success of any change process. Therefore, the elaboration of the diagnosis study is very important. The steps in such a process are: preparing the diagnosis, preliminary documentation, economic and managerial situation analysis, emphasizing the strong points…
Dutta, Roy (2001). Organizational Diagnosis. Indian Institute of Technology. Retrieved September 4, 2008 at http://www.isical.ac.in/~ddroy/odiag.html .
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The Group Behavior Model is a framework for conceptualizing how various aspects of the external and internal environments of a work group influence the group's performance of its task(s) and the group members' level of satisfaction with the experience of group work. External conditions include an organization's authority structure, rules and regulations, corporate culture, resources, setting, and market competition. Internal factors include the individual skills, talents, and experiences each member brings to the work group; the nature of the group's structure; and the dynamics of the group's work processes. The model helps one understand how the interplay of these four components -- external conditions, group member resources, group structure, and group processes -- determine how the group performs its task and how much satisfaction the members of the group derive from the experience of doing performing the task and the outcome of their efforts (Henderson, n. d.).
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Performance: A Group Effectiveness Perspective. Journal of Product Innovation
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Organizational Change and Development in Public Sector
Additional points are in red per
Rewrite Edition April 6, 2012
Organizational Change and Development in the Public Sector
One of the most challenging aspects of organizational change is defining a compelling enough vision for associates and employees to concentrate on so they see the value of changing how they work and why. Empirically-based studies indicate that transformational leaders are the most effective at clearly defining and executing a compelling vision that leads to long-term change in an organization (Pardo-del-Val, artinez-Fuentes, Roig-Dobon, 2012). The following proposal for a capstone project focuses on the qualitative factors that contribute the most to successful change management strategies that lead to long-term, permanent change occurring throughout an enterprise. Transformational leadership is essential for the development of an organizational culture that values long-term learning, which is the foundation of long-term productivity gains in an enterprise (Pardo-del-Val, artinez-Fuentes, Roig-Dobon,…
Change management is inherently qualitative in nature as it is often an internalized aspect of behavior in organizations (September, McCarrey, Baranowsky, et. al., 2001). Translating these inherently qualitative aspects of organizational behavior into quantitative measures of performance requires a research method that captures the quantitative, external perceptions and actions of respondents throughout an organization. The research method is therefore predicated on attitudinal measures of perception and performance. The research method therefore includes the research design based on random sampling and Likert scaling to quantify attitudinal
The advantage on the other hand is of the retrieval of relevant and solid findings based on which the adequate strategies can be implemented.
4. The congruence model
According to the Mind Tools website, the "congruence model is based on the principle that an organization's performance is derived from four elements: tasks, people, structure, and culture. The higher the congruence, or compatibility, amongst these elements, the greater the performance" (Mind Tools, 2010). The advantage of the model is that of simplifying the issues promoted by the previous models and revealing an analysis structure constructed onto four elements alone. This implies lower task complexities and leads to more efficiently retrieved results. However, it could also lead to sometimes irrelevant findings as it does not take into consideration elements outside the organization, such as the socio-economic climate. In other words, this model is highly applicable when conducting an internal audit, but its…
Burton, R.M., Obel, B., 2004, Strategic organizational diagnosis and design: the dynamics of fit, 3rd edition, Springer, ISBN 1402076843
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A causal model of organizational performance and change (Burke & Litwin model), Reflect and Learn, http://www.reflectlearn.org/discover/a-causal-model-of-organizational-performance-change-burkes-litwin-model last accessed on July 29, 2010
Organizational diagnosis, The College of St. Scholastica, http://www.google.com/url?sa=t&source=web&cd=1&ved=0CBIQFjAA&url=http%3A%2F%2Ffaculty.css.edu%2Fdswenson%2Fweb%2FPowerpoints%2FOrganizationalDiagnosis.ppt&ei=uYdRTKSkMYqUOMy-4cME&usg=AFQjCNGTL9ElrN8D8QlJeGZvTwHnunMKeA last accessed on July 29, 2010
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
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However, according to this model, what can be termed as the best way is defined by how the decision made marries with the content and context of the matter at hand. The contingency model establishes that a decision that is made for a particular context may not be applicable in another, even though the contexts may be similar. It also establishes that a unified role is played by the managers who have the decision making capacity. When faced with a particular issue, the managers must find the best way to deal with the situation and they have to create an effective decision process which minimizes conflict. Whatever the situation, the management has the obligation to analyze it and evaluate the assumption that need to be drawn to align the organization with the changed environment. The conclusion must be evaluated on the basis of the effectiveness, efficiency and the solution it…
To avoid such legal problems, comprehensive diversity training programs must be developed and zero tolerance for discrimination must form the core of organizational policies.
Another important aspect of today's corporate world is conflict. Conflict management has thus come to occupy as important a place in organizational policies as diversity training. In fact we must understand that diversity and conflict are inter-linked since it is usually because of the former that latter arises. When people with diverse viewpoints, cultural and social influences enter the workplace, they are bound to clash with each other resulting in conflicts. . oosevelt Thomas Jr. (1996) explains: "With workforce diversity, you have a mixture of people who can vary along an infinite number of lines: age, tenure, lifestyle, sexual orientation, education, experience, geographic origin, race, gender - just to name a few possibilities. If globalism is your immediate concern, you have to deal with a mixture…
R. Roosevelt Thomas Jr., Redefining Diversity, Amacom, 1996
Marc Bendick, Mary Lou Egan, Suzanne M. Lofhjelm: Workforce Diversity Training: From Anti-Discrimination Compliance to Organizational Development. Human Resource Planning. Volume: 24. Issue: 2. 2001.
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