...Chapter 5: Culture and history The Chapter 2, 3 and 4 have considered the important influences of the environment, internal capabilities and stakeholder expectations on the development of an organization’s strategic. However, it is danger that mangers only take into account relatively recent phenomena without understanding how those phenomena have come about or how the past influences current and future strategy. Many well-established organizations such as Mitsui Group are strongly influenced by their historical legacies that have become embedded in their cultures (JSW, 2008). The business environment cannot be understood without considering how it has developed over time. The capabilities of an organization, especially those that provide organizations with competitive advantage may have historical roots and hove built up over time in ways unique to that organization. Therefore, such capabilities may become part of the culture of an organization which is difficult for other organizations to copy. However, they may also be difficult to change. So understanding the historical and cultural base of such capabilities also informs the challenges of strategic change. The powers and influence of different stakeholders are also likely to have historical origins that are important to understand. Thus, this chapter will explain the importance of history and culture in relation to strategy development in section 5.1 and 5.2; then followed by section 5.3 to address the challenges...
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...PAPER Theoretical and Practical Change in Strategic Organizational Leadership By: John King BSM 3-200 MGT 499 Capstone: Strategic Organizational Leadership Executive Summary The rationale or objective of this Capstone Paper is not to support or defend a particular type of strategic organizational leadership; but, to explore and analyze the theoretical and practical changes that cause organizational leadership to alter its goals and effectiveness, by way of strategic variables or necessity. The understanding and significance of theoretical and practical change in organizational leadership is fundamental to the nature and trends of business and government goals and their effectiveness. Organizational leadership is a planned social process that a person or persons in charge, lead or organize groups of people to achieve a common objective. This process may be orchestrated on a large or small scale and for profit or power. This strategic process is not normally the vision of a manager initially, but the dream or idea of the true leader. The strategies used by the leader of an organization often establish the culture of the organization (Flamholtz, & Randle, 2008). Theoretical and practical change in organizational leadership appears to be involved heavily with organizational culture or behavior. The history and background of organizational leadership has illustrated both fundamental and enlightening...
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...continues to be the advancement of Psychology as a science. ("Society For Industrial & Organizational Psychology, Inc.", 2012). The history of the APA Division 13 indicates that this organization was initially instituted by a very selective group of members, whom had achieved the highest qualifications of fellowship. As a result these members could practice as psychological examiners or consultants. In its origins, members writhed with operational organization and structure. Furthermore, extensive discussions were conducted regarding member qualifications requirements. According to "American Psychological Association" (2012), “The Society was eventually disbanded for about 20 years. Following World War II, in 1946, when APA re-organized, Division 13 was later established as one of 19 charter divisions in APA in 1946” (Division History). Division 13 is now a very financially stable organization that relies solely in the contributions of its volunteers while SIOP struggles with proper management, it continues to stay afloat through steady members dues. Even though the American Psychological Association (APA) was organized in 1892, it was in 1973 that a new division was formed. It was called APA Division 14 Industrial and Organizational Psychology or SIOP. In 1988 the SIOP joined the American Psychological Society as an affiliate ("Society For Industrial & Organizational Psychology, Inc.", 2012). Since then, the organization has undergone a series of structural...
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...Introduction to Organizational Psychology Liz Warren University of Phoenix PSY/435 Amanda Major June 27, 2011 Organizational Psychology Organizational psychology is the empirical study of the human side of industries (Spector, 2008). The science of organizational psychology differs from other disciplines of psychology because it is not centered on the individual, but rather how the individual and work place affect each other. The evolution of organizational psychology provides insight into current methods used today in organizational structures. The actions recommended by organizational psychologists originate from research founded on the scientific method (Spector, 2008). The evidence and statistics obtained through rigorous scientific investigation cause organizational psychology to be a unique discipline. Evolution of Organizational Psychology Hugo Munsterberg and Walter Dill Scott are considered founders of organizational psychology as they were both experimental psychologists and professors who applied psychology to industrial problems (Spector, 2008). The investigation of organizational efficiency and job performance in the 1880’s led to Frederick W. Taylor’s scientific management theory, which inspired the segregated study of organizational psychology (McCarthy, 2002). Taylor is...
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...Economic Terms & Healthcare History Economic Terms & Healthcare History This paper will entail the history as well as the development of healthcare economics, and health care funding. The significance and how it affects the world today. I will address how the history and development of health care economics and the timeline of health care funding has changed over the past years in the United States. What is the Meaning of Evolution of Health Care Economics? Development of health care economics, it is a changing system within the United States. It has become multifaceted and in the past two decades, the upheaval in health care in is largely in lieu of rising health care cost. It is a discipline that deals with the conception, distribution, and all intakes of goods and services. Over the past years, it has dealt with pricing of products and the structure of the economy, as the price-cost relationship of a whole medical firm. It relates to an uncaring conversion, when a demand fails to increase or decrease in percentage to a decrease or increase in price. The adjustment involves the total health care market price of all the goods and services created within the form of a country during an identified time ("Gross domestic Product, " 2014). However, the evolution of health care economics deals with a broad and general aspect of an economy income and investments of the United States as a whole. The history and development of health care economics have...
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...Appraising Performance Definition A performance appraisal, employee appraisal, or performance review is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. History The traditional level at which performance management is used in organizations is the individual level. Individual performance management is perhaps the level with the longest evolution in history, as it mirrors the level of organizational maturity. The precise origin of performance appraisals is not known but the practice dates back to the third century when the emperors of the Wei Dynasty (221-265AD) rated the performance of the official family members (Banner & Cooke, 1984, Coens & Jenkins, 2000). In early times, organizations were loosely defined and their performance management focus was based on individuals performing tasks as part of a group. Performance appraisals in industry were most likely...
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...of being a small organization with a single product line had strong technical capabilities, and a compelling marketing division whose core philosophy heavily relied on the importance of Voice of the customer, market research and competitive benchmarking, which was used in creating and submitting contract proposals. During the 1990’s, most companies such as Apple, Nike, McDonalds etc. were substantially dependent on the marketing departments that emphasized on face to face meetings with the customers, and employees pushing their sales numbers to increase revenue and business profits, which is similar to Acorn Industries’ approach of utilizing their marketing division to submit their proposals in order to obtain the government contracts (History: 1990s 2003). As the company was venturing into government contracts pertaining to the weapon systems and other diverse fields, it realized the significance of program management and brought in an individual with extensive knowledge and experience in the field of program management, which proved beneficial while changing the organization philosophy; and restructuring the organization and its various divisions. In order to remain competitive, profitable and maximize the return on investment, Acorn Industries continued the commercial product line which acted as a fail-safe in case of unfruitful government contracts. For example, both Microsoft and Apple have product lines such as phones, music players and other electronics, but continue...
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...History of performance technology Introduction Human performance technology (HPT) refers to the systemic and systematic identification and elimination of obstacles to organizational and individual performance. HPT is a body of techniques and knowledge that has been proved to be effective and useful in organizing the conditions of performance to enable targeted results to be achieved consistently. HPT uses many interventions from other disciplines which includes human resources management, instructional systems design, total quality management, behavioral psychology, process improvement and organizational development (Piersol & Paris, n.d). HPT is a maturing discipline and its development can be traced to the early 1900’s. The pursuit of accomplishing organization success dates back to when civilization began. All through history, leaders have had to improve their strategies in order to ensure organizational survival to the political and socioeconomic forces of their time. The death of an organization affects the livelihoods and well-being of employees and to an extension the geographical areas and the local economies which depend on an organization. Early responses to ensure organizational survival led to the pursuit of various psychological and economic theories of human behavior (International Society for Performance Improvement, 2013). These efforts provided understanding of human nature and organizations. This paper discusses some of the elements that shaped the historical...
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...530 Ford Motor Company believes it is one of the greatest automobile manufacturers of all time. One Ford, One team, One Plan, One Goal is the mission and vision for its company, which is an American diversified global automobile industry, and that was founded in 1903, by Henry Ford (“History of Ford Motor Company”, 2015). These vehicles have changed how the world view and drove automobiles. Their core values are putting people first, pursuing excellence, embracing the change, acting with integrity and serving our world. They have always worked on the base of founding principles and their heritage. Propose how you would ensure the HR strategy is in alignment with the business strategy. According to the OPM, HR (1999), alignment means to incorporate decisions about people with decisions about the results an organization is trying to obtain. Companies that successfully align HR with the business mission accomplishments do so by integrating HR with the planning process and activities that support the mission and goals of the company, while building a strong relationship. Aligning Human Resources (HR) Strategy with the Business Strategy, Ford is committed to ever changing upgrades and developments to help ensure the company can realize its goals. This company’s values and vision will provide the groundwork for everything it does to include its employees, what’s right for the customer, diversity, and its leadership. To ensure this alignment HR plays a significant role in the following;...
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...Organizational Psychology is the science of psychology applied to work and organizations. It is a field of enquiry that spans more than a century and covers and increasingly diverse range of topics as the nature of work continues to evolve. The Field of Organizational Psychology focuses on increasing workplace productivity and related issues such as the physical and mental well being of employees. Organizational psychologists perform a wide variety of tasks, including studying organizational culture, employee attitudes and behaviour, organization effectiveness, individual performance management, employee well-being and conducting leadership and Team Development programme. The overall goal of this field is to study and understand human behaviour in the workplace. industrial-organizational-psychology-88 There are two elements to Organizational Psychology. The first element is often referred to as personnel psychology, which involves looking at how to best match individuals to specific job roles. Work in this area might include assessing employee characteristics and then matching these individuals to jobs in which they are likely to perform well. Other work would include training employees, developing job performance standards, and measuring job performance. The second element of Organizational Psychology is the organizational and is more focused on understanding how organizations affect individual behaviour. Organizational structures, social norms, management styles...
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...Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively...
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...paper examines the growing phenomenon of organizational culture. What is it? Why is it important? How has it changed and why? How can an organization establish or change their culture? I hope to answer all of these questions and leave people with a better understanding of the concept and what factors create a strong organizational culture in today’s workforce. What is Organizational Culture? Organizational culture is not a new concept. It has been in existence since the emergence of the business world. However, it is only relatively recently that it has been identified, and executives have taken notice and made it a priority. The culture of an organization can be compared to the personality of a human being (Chegini, 2010). Culture is the essence of what an organization represents, who they are, what they stand for, what they believe in, and what is important to them. One of the better, and simpler, definitions of organizational culture I found is “the shared values and assumptions that guide behavior in an organization” (Çakar, 2010). The fundamentals of corporate culture can include a company’s values, employee expectations, customs, factual or mythical organizational history, language, climate, etc. In some cases, organizational culture is designed and employees are encouraged and expected to achieve it. On the other hand, culture may also develop over time from the attitudes and mentalities of employees. An organizational vision and mission statement may also...
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...THE CONGRUENCE MODEL The Congruence Model A Roadmap for Understanding Organizational Performance The critical first step in designing and leading successful large-scale change is to fully understand the dynamics and performance of the enterprise. It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organization’s problems. Yet, all too often, senior leaders– particularly those who have just recently assumed their positions or joined a new organization– react precipitously to a presenting set of symptoms. They quickly spot apparent similarities between the new situations they face and problems they’ve solved in the past, and leap to the assumption that what worked before will work again. The imperative to act is understandable but often misguided. Leaders would be well advised to heed the advice of Henry Schacht, who successfully led large-scale change as CEO of both Cummins Engine and Lucent Technologies: Stop, take a deep breath, give yourself some time, and “get the lay of the land” before leaping to assumptions about what should be changed, and how. That’s easier said than done. Without a comprehensive roadmap – a model – for understanding the myriad performance issues at work in today’s complex enterprises, leaders are likely to propose changes that address symptoms, rather than causes. The real issues that underlie an organization’s performance can easily go undetected by ...
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...History of Organizational Development Organizational Development A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being. OD Values: 1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation History of OD Relatively new field of study – 50’s & 60’s No unifying theory – just models of practice Emerged from study of group dynamics & planned change. Late 40’s T-groups – training groups, behavioral skills and individual insight into problem solving Kurt Lewin at MIT – RCGD, Teachers College/Columbia Four Trunk Stems of OD Laboratory Training Survey research and Feedback Action Research Sociotechnical Approaches How does OD Work? Lewin’s 3 Phase OD Model UNFREEZING Resistance to change lessened, need for change created (Equilibrium disturbed) MOVING From old behaviour to the new (Changes) REFREEZING Change made permanent Laboratory Training NTL – Nat’l Training Laboratory T-Group L-Group RCGD Other universities set up training labs Invention of flip chart Next 10 years were tough – frustration at inability to transfer NTL to real world – began to train teams. Major Contributors Kurt Lewin (T-Group) Kenneth Benne, Leland Bradford and Ronald Lippitt.(L-Group) Chris Argyris 1957, Yale, First to conduct team building sessions with CEO’s. Douglas McGregor...
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...The Role of Product Lifecycle Management Systems in Organizational Innovation Hamzeh K. Bani Milhim, Xiaoguang Deng, Andrea Schiffauerova, and Yong Zeng* Concordia Institute for Information Systems Engineering, Faculty of Engineering and Computer Science, Concordia University, 1455 Maisonneuve West, Montreal, Quebec, Canada, H3G 1M8 yong.zeng@concordia.ca Abstract. Innovation is a critical ingredient of today’s organizations. Innovativeness helps organizations to maintain their success and position in the market. Numerous research studies examine the factors that impact successful organizational innovation, for example organizational learning capability, organizational structure, etc. Product Lifecycle Management (PLM) systems have been widely implemented to support organizational innovation as well. In this paper, we will discuss the role of PLM systems in fostering the organizational innovation success. Moreover, future trends based on the current PLM systems that would provide further support to the organizational innovativeness will be explained. Keywords: organizational innovation, PLM systems, fostering innovation. 1 Introduction Innovation is considered as the major engine of organizational success. Organizations need to adopt and develop new products and services, and to improve their processes in order to maintain their goals such as profit, growth and continuous development. In addition, they are constantly required to increase their effectiveness...
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