...basic of organizational behavior (OB) is how individual behave in an organization related to its work settings (McShane, Olekalns and Travaglione, 2013). In a shifting business environment, managing of workforce has been of huge concerned and OB has offered contributions in managing workforce over the years. Globally workforce is changing rapidly for reasons such as the labour force is growing older, workforce are becoming diverse, changers in workers attitudes and labour shortages (Weick and Quinn, 1999). As stated above one of the main causes of the changing workforce is the ageing population. As baby boomers are getting older and starting to retire, it is important that employers understand the needs and motivation of the younger generation (generation Y) who will soon be replacing the older generations (Anderson and Hussey, 2000). Moreover companies feel the need to recruits and retains younger workforce to replace an estimated amount of 75 millions of departing older workforce (Humphrey, Costigan and Pickering, 2003). The generation Y people are known to be disinterested and selfless about the welfare of others. In order to attract and retain them, companies have to be aware of their work values (Twenge and al, 2010). A consequence for the organization of this change is that older generations were fulfilling their job with the potential of a lasting relationship between the employee and the organization than the younger generations. The latter showed little interest in...
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...laissez-faire economics (as theorized by Adam Smith, David Ricardo, and John Maynard Keynes) at the international level would “promote more equal access to scarce resources, attract foreign capital and expertise, and foster competition – which generates pressure for increasing efficiency to lower production costs” (Kegley 305). Opening the world’s markets would create interdependence, increase communication, and states would want to solve their problems diplomatically, instead of with war, to avoid a loss in their investments. The nations at the Bretton Woods conference agreed to create three “pillars” for this new strategy: the World Bank for Reconstruction and Development, the International Monetary Fund, and the International Trade Organization (ITO). The ITO would be the engine for expanding world trade. The ITO became ensnared in negotiations, and states decided that they needed a temporary solution until the ITO could be established, so they signed the General Agreement on Tariffs and Trade (GATT), fulfilling the push towards commercial liberalism (Kegley 146). One of the clearest ways that GATT changed international policy is that it altered the basic nature of trade agreements themselves. Before the GATT treaty was signed, trade agreements were bilateral, or between two states. A nation would have individual agreements with each of its trading...
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...Topic: How does transformational leadership help to shape the vision mission and objectives of a changing organization? The name transformational leadership is sometimes meant to denote the transformation of team members from a focus on individual goals to a commitment to the goals of the organization. A transformational leadership is one that does have the objective, mission and vision of the organization in mind. A transformational leader is effective because she/he is visibly undergoing his/her own transformation. Leadership as this take full responsibility for their self. They recognize they are imperfect and will make mistakes-this person can forgive him/herself and is free from any burden of guilt or shame. Transformational Leader accepts the humanity of others, that even when people try their hardest they will also make mistakes. This leadership has no interest in blaming or personal judgment. Transformational Leadership provides such positive examples they do not have to look for followers or persuade others, followers find them because they can learn from them. When you have a transformational leadership setting then the organization objective, vision and mission is the starting point of managerial actions. Mission statement defines the organization’s purpose and primary objectives. Mission statement, vision and objectives are the starting points of an organization strategic planning and goal setting process. The strategic plan goals are what a transformational...
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...UNIT 5 INDIVIDUAL PROJECT MGMT310 Management and Leadership of Organization by Juan Andrade AIU Online 24 April 2015 Abstract Understanding the three Management Models by Lewin’s is the first process someone must understand, when to apply the changes, so the company could run easily. This isn’t an easy task for all managers. In today’s business world all managers have to recognize why they need to change the way they conduct business in their perspective companies. We live in a fast eloquent world that is changing so rapidly that organizations must also change expeditiously. Companies that handle the changes fast will thrive and the others will struggle (MindTools.com, 2015). Changes Management Models In order to describe the Lewin’s Change Management Model one must have to understand how his management model works. Most companies have been utilizing his management model technic for many years and were able to strive, and for others that didn’t they just struggle to survive. For some organizations and management to say its time to reevaluate and come up with a solution to change things around it’s hard. At the beginning all organizations like the people that run the business don’t like the idea of change. But this must have to be done in order to survive and continue with the business. With the creation of the World Wide Web everything has to change the way business is being conducted. Nobody knew how far this was going to takes us, to how start thinking...
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...There are many challenges facing working today. First you have to look at talent. Talent can mean several different things. Talent is what you know, what you learn and what you do with it. Competency is your capabilities while commitment is your willingness to work hard and achieve successes. Second challenge is technology. Technology is forever changing our world and how we think and deliver messages. Technology seems to change every day or at least as soon as something new comes out, there is another new update or better version right behind it. Technology keeps employers and employees on their toes with the updates and changes that are being implemented daily. Next is globalization. Globalization processes affect and are affected by business and work organization, economics, cultural resources and the environment. Job migration is also becoming more and more popular as companies are seeing it is possible to have someone overseas in a foreign country do the same work for less money than someone in the United States. Ethics is also a challenge that is facing our work today. Ethics is about doing what is right and good. More now than ever, employees are trying to get a “leg-up” on their fellow co-worker and will do anything to get that step ahead. Ethics is also integrity to me. It is how I conduct myself in a professional manner and doing the right thing. Diversity is probably the most challenging challenge that is facing the working world that we live in today...
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...plays a large role in how things will get accomplished by employees within the structure. “The process of design must be complementary with the objectives. This means the design and implementation process is critical.” (Smith, n.d.) If you want flexibility, responsibility, etc. then these elements must be involved in the design of the organization’s structure. “We do not get participative highly effective organizations by fiat.” (Smith, n.d.) There are many positive and negative effects that a structure can have depending on how it is implemented in an organization. “Task and organization design has to be oriented toward improving both the technical and the human components of the organization. The process of design must address the need for variation and meaning in work. It has to take into account the needs for continuous learning, involvement in decision-making, help and support between colleagues, and meaningful relationship between work and outside society, a desirable future.” (Smith, n.d.) The key to any changes and flexibility within the structure of an organization requires constant training of employees in order to maintain relevant skill sets. Everyone from management to employees have to be adaptive to any and all changes required by the shifting dynamics of the work environment. To be completely successful, it starts with management modeling the behavior that they wish their employees...
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...Organizational Change management for competitiveness edge in Safaricom Kenya limited Introduction: In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They are needed to react quickly to the global revolution while at a local and national level have to keep up with new technology and competition if they want to stay ahead of the game. In an ever-changing global economy, Johnson and Scholes (2003) notes that organizations must find ways for operating by developing new competences as the old advantage and competences gained is quickly eroded owing to environmental changes. Because of the fact that changes are a necessity in private as well as public sector, every organization must change with the environment otherwise, it would become irrelevant. Kotter (2007,p 101) observes that changes in the service institutions arise out of the need for efficiency, economy, effectiveness, performance evaluation ethics and market concerns. Rising demand for services and expectations of quality of those services have placed extreme pressure on managers and their organizations, depicting change as a continuous episode in the life of corporations. This implies that an organization that fails to introduce their planned change successfully pays a high price. Failure leads to loss of market position and credibility with stakeholders as well as decreased morale among management and staff resulting in a de-motivated workforce...
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...Computer was a new firm, having been created just eight months earlier. Since the corporation was still in the start-up phase, managers decided that it 2 6752 would be timely to create and instill the type of culture they thought would be most appropriate for their organization. After several weeks of brainstorming, writing, debating, and rewriting, the management group eventually produced a document called “Falcon Values” which described the culture of the company as they saw it. The organisational culture statement covered such topics as treatment of customers, relations among work colleagues, preferred style of social communication, the decision-making process, and the nature of the working environment. Peter Richards read over the Falcon values statements shortly after he was hired as a software trainer. After observing managerial and employee behaviours at Falcon for a few weeks, he was struck by the wide discrepancy between the values expressed in the document and what he observed as actual practice within the organization. For example, the Falcon values document contained statements such as this: “Quality: Attention to detail is our trademark; our goal is to do it right the first time. We intend to deliver defect-free products and services to our customers on the date promised”. However, Richards had already seen...
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...flexibility and change readiness. Change management is the modern phenomena, where organization decides to make an evolution from its present position to some preferred future position. Now a day’s majority of the companies are going to change their business activities and culture, due to the expansion of latest technology, changing behavior of the customer, changing production techniques, economic change and the change in the business environment that forced organizations to bring change in their organization. Companies may bring change in business structure, employees, technology that business employ, administration and management change. Change is not only beneficial for the organization but it is also vital for the survival of the organization in a competitive business environment. Change management has proved different organization when they adapted became the successful organization. Change management plays a vital role in the development of the organization, because it provides strength and stability to the organization by analyzing the internal and external changes. It also gives a solid base for the credibility and reputation of the organization. Change management not only increases the profit of the business concern but also provides a sound working condition and a good business culture in the organization. Pressures for change, which is arising inside as well as outside of the organization force companies to change their business environment. There are two types of pressures...
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...Functions of Management John Veal XMGT/230 ALLAN BARDOS Within an organization executives develop a structured environment in order to perform and execute task and goals to run a successful business that will generate profit. When doing so, the company will implement four functions that will help in managing a smooth business which are planning, leading, controlling, and organizing. Management is the process of working with people and resources to accomplish organizational goals where managers do this both effectively and efficiently. Although the context of business and the specifics of doing business are changing, there are still plenty of timeless principles that make great managers, and great companies, great. In the business world today and with constant changing, the great executives not only adapt to changing conditions but also apply—fanatically, rigorously, consistently, and with discipline—the fundamental management principles. These fundamentals include the four traditional functions of management as mentioned earlier which remain as relevant as ever, and they still provide the fundamentals that are needed in start-ups as much as in established corporations but their form has evolved. First function of management is planning which is the management function of systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue. Planning activities include analyzing current situations...
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...Change is an inevitable part of any organization. Organizations are faced with the challenge of choosing how to correctly handle the organizational change process. Establishments have two options when it comes to the change process they can choose to handle the change with organization and proper planning or they can choose to implement the change without ensuring proper planning or implementation. Many theoretical models have been established to ensure that organizations have references to use when implementing change in an organization. Below Kurt Lewin’s change model will be explained and used to analyze the change that occurred several years ago at successful independent bookstore called Concord Bookshop. The Concord Bookshop is a 64-year-old independent bookstore in New England that underwent big changes. Kurt Lewin was a psychologist who studied change implementation. Lewin’s change model includes three phases the unfreezing, changing, and refreezing stage. The first stage in Lewin’s model is the unfreezing stage. In this stage the individual or individuals are proposing a process to change and have to provide the individuals affected with an understanding of why this change is necessary. Nancy Borkowski (2005) states that the unfreezing stage is when the, “workers involved in perpetuating resistance acquire an understanding of variances that exist between current practices and behavior and desires activities and behavior” (p.384). This stage did not occur during the...
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...In recent times, driven by the momentum of connectivity and cognitive technology the nature of work is changing. Cognitive technologies and artificial intelligence are making consistent progress and growing in sophistication. This emphasizes the crucial need for Enterprises and their HR leaders to design and manage the future of work, workforces, and workplaces accordingly. Technologies such as mobility, cloud computing, web conferencing and tele-presence are powering connectivity across the globe and allowing people to work remotely. Thus, increasing the opportunity to utilize people capability without requiring people to move, today employees are not bound by four walls or to an office to do their work, they can obtain and share knowledge easily 24/7. And this exchange is happening at a fast rate as mobile and internet devices are becoming more accessible in emerging markets and from remote locations. The right technological competence liberates us from any confines, be it geography or time. Work has become complex and is changing at a much higher gear. Today, work is conducted across an increasingly broad range of settings, geographies,...
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...human resources within the organization * Structural factors - organizational controls, such as policies and procedures * Employees factors - any type of equipment or processes that assist organization members in the performance of their jobs For an organization to maximize its effectiveness, appropriate people must be matched with appropriate technology and appropriate structure. THE KIND OF CHANGE TO MAKE: Most changes can be categorized into one of the 3 kinds: * Technological * Structural * People These 3 kinds of change correspond to the 3 main determinants of the organizational effectiveness – each change is named for the determinant it emphasizes. STRUCTURAL CHANGE: Structural change emphasizes increasing organizational effectiveness by changing controls that influence organization members during the performance of their jobs. Structural change is aimed at increasing the organizational effectiveness through modifications to the existing organizational structure like: * Clarifying and Defining Jobs * Modifying Organizational Structure to fit the communication needs of the organization * Decentralizing the organization to reduce the cost of coordination, increase the controllability of subunits, increase motivation, and gain greater flexibility. Although structural change must take account of people and technology to be successful, its primary focus is obviously on changing organization structure. Managers choose...
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...areas in which pressures for change are most powerful are people, technology, information processing and communication, and competition. A. People Some population-related pressures for change include the increasing numbers of senior citizens and people born after 1960. The large number of senior citizens is affecting part-time employment practices, the marketing of everything from hamburgers to packaged tours to the Orient, and service areas such as health care, recreation, and finance. B. Technology. The rate of technological change is increasing. Advances in information technology mean that more information is generated within organizations and that it circulates more quickly. Consequently, employees are able to respond more quickly to problems, which enables the organization to respond promptly to demands from other organizations, customers, and competitors. New technological...
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...Organizational Restructuring | Organizations are human systems and their system structure includes the worldview, beliefs, and mental models of their leaders and members. Changing organizational behavior requires changing the belief system of its personnel. This process of changing beliefs is called learning. Effective learning requires clear, open communications throughout the organization. Organizational performance ultimately rests on human behavior and improving performance requires changing behavior. Therefore organizational restructuring should have as a fundamental goal the facilitation of clear, open communication that can enable organizational learning and clarify accountability for results. Since the world is continually changing, continuous organizational learning is necessary to stay up to date. Organizations that cannot or will not learn will become obsolete. Leaders should periodically examine the organizational structure of their enterprise to assure that it continues to provide an environment for organizational learning. A non threatening, development focused performance appraisal process can be an effective organizational learning tool. The points of leverage in organizations are the beliefs and worldview of their leaders and decision makers. The sense of purpose, vision and commitment of an organization's leadership play a critical role in the results it can accomplish. | Symptoms indicating the need for organizational restructuring....
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