...Organizational Focus and Goals HRM/326 July 14, 2014 Organizational Focus and Goals For any organization, training is the key to turning plans into results. The United States Army is no different in this aspect. This summary will discus the army’s struggle to balance their focus with the organization’s future goals in order to prioritize training. What is the organizations current focus? The current focus of the United States Army is to improve its ability to sustain stability operations at home and abroad. Currently the army finds itself facing fiscal challenges due to the worlds economic down turn in recent years. In spite of these challenges, the army must be able to maintain its readiness posture to be prepared for future conflicts, while simultaneously sustain stability operations in places around the world wear it is already conducting operations. What are the organization’s overarching goals? The overarching goal of the United States Army is to fight and win our nation’s wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict. What are the organization’s training needs? The United States Army’s training needs require multi-echelon, effective training, that addresses the organizations need to maintain its readiness posture while maintaining the stability it has currently achieved abroad, while using significantly less fiscal capital...
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...Organizational Focus and Goals HRM/326 June 2, 2014 Tracey Durden Organizational Focus and Goals The Marine Corps is a large organization with roughly 150,000 individuals. That is why the Marine Corps called in CB Consulting. CB Consulting first identified the current focus and overarching goals. They then identified how their training needs relate to their overarching goals. The next item they researched was the effect of the organizations focus and goals on the type and amount of training, followed by how to prioritize training based on organizational needs and current focus. Lastly, CB Consulting explains why businesses must consider organizations overarching goals when prioritizing training. Current Focus and Overarching Goals The focus of the Marine Corps has not changed since its foundation in 1775. They are America’s expeditionary force in readiness and the nation’s first line of defense (Marines, 2014). As for the overarching goals, there are three: make Marines, win the nation’s battles, and develop quality citizens (Marines, 2014). Training Needs and Relation to Overarching Goals The training needs of the Marine Corps directed towards their overarching goals. The 13-weeks of basic training meets the goal of making Marines, whereas the 4 to 12-week combat training, as well as primary military occupational specialty schools focus on the win the nations battles goal. Finally, the many types of leadership training prepare Marines to take on the responsibility...
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...Planning and Measuring Performance MGT/521 March 15, 2015 Instructor: Kimberly Roberts Planning and Measuring Performance “The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications and monitor organization” (balancescorecard.org/Resources/About-the-balanced-scorecard). The University of Phoenix website states the balanced scorecard isn’t just a focus on financial measures it uses segments of the organization and takes this into account. The balanced scorecard is made up of four aspects in the company performance that may consist of: customer, financial, internal processes, and people/innovation/growth assets. When a manager views the balanced scorecard they can set goals for these areas and can be used as a guide to measure the organizations process. Balanced Scorecard "The balanced scorecard shows the art department of Sherman Ceramics, a large corporation that manufactures collectible ceramic figurines based on comic book, television, and film characters. The company has an automated assembly line to manufacture the figurines, but most of the work done in the art department is by hand, since the figurines are produced in small runs and are considered to be exclusive collectibles. The employees of the art department hand paint the features...
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...A. Organization An organization is a consciously coordinated social entity with distinct boundaries which functions to achieve goals. It has an activity system linked to the external environment (it does not exist alone). An organization consists of people, things, knowledge and technologies. Modernists’ assumption of reality is objectivism and view organizations are real entities which exist in the objective world. Organizations are viewed as real entities driven by rationality to achieve efficiency and organizational objectives/goals. When organizations are well-managed, they are systems of decision and action driven by norms of rationality, efficiency and effectiveness for stated purposes. Similar to modernists, critical theorists’ ontology is also objectivism, and organizations are real entities which exist in the objective world. However, critical theorists view organizations as objects used by capitalists for the exploitation and alienation of workers and the environment. Symbolic interpretivists believe that reality is subjective, and only exists if we give meaning to it. As such, organizations are socially constructed realities which are constructed and reconstructed by their members through symbolically mediated interaction. Without its members giving meaning to it, an organization does not exist. Postmodernists suggest that reality is constructed through language and discourse. Organizations are ‘imagined’ entities whereby power and social arrangements are reinforced...
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...GROUP 1 THEORIES AND APPROACHES OF ORGANIZATIONAL DEVELOPMENT Classical Organizational Theory Four Principles: 1. Organization exists for economic reasons and to achieve productivity goal. 2. Scientific analysis will devise and orchestrate methods for production. 3. Specialization and strategic deployment of labor will maximize production. 4. Both employees and the organization act in accordance with rational economic principles. Bureaucracy Fundamentally the exercise of control on the basis of knowledge Division of Labor - each position has its own set of responsibilities Traditional Organizational Hierarchy - represents a top down organizational structure. Delegation of authority - work is distributed to a defined responsible participant. Span of Control- neutralizes workforce delegation in equal basis. Humanistic Organization Theory The theory of organizational humanism emphasizes the use of intrinsic motivation to grow personnel qualifications, thereby increasing the economic efficiency of an organization. This theory stresses the need to formulate management goals, which incorporate humanistic values. Open System Theory This theory drives a constant feedback cycle of lessons learned to drive continuous improvement efforts. - Open system is also known as constant volume system and flow system - A system which continuously interacts with its environment or surroundings. The interaction can take the form of information, energy, or material transfers...
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...Organizational Focus and Goals HRM/326 Organizational Focus and Goals Every organization has a unique set of goals that influence its overall culture. In my case, I work for a company that was recently formed in 2010 and they are working towards establishing firm corporate values. As the company grows and hires new employees, it will have a profound impact on culture. Therefore, the company will need to be very agile and adaptable when it comes to an organizational focus. The goal of this paper is to analyze the employee training needs of my company and determine the implications of overachieving these goals. Because the company has limited financial resources, it will need to keep careful balance between employee development and profitability. Organization’s Current Focus and Overarching Goals The overall focus of my organization is to the future considering that we made it through the first two years, and the future is to get more of the market share not by lowering pricing but to show better customer service and improve are ordering processes. My organization is focusing on educating, developing, to be able to grow the company in all aspects of business, but most of all is to enhance the customer experience and how we order product and what should be kept in stock at all times which will help us grow and evolve. When looking at our overarching goals we as an organization understand that they can give us a broader vision for the entire organization to grow. As an organization...
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...the organization’s goals • Establishing an overall strategy for achieving those goals • Developing plans for organizational work activities. – Types of planning • Informal: not written down, short-term focus; specific to an organizational unit. • Formal: written, specific, and long-term focus, involves shared goals for the organization. 2 Why Do Managers Plan? • Purposes of Planning – Provides direction – Reduces uncertainty – Minimizes waste and redundancy – Sets the standards for controlling 3 Planning and Performance • The Relationship Between Planning And Performance – Formal planning is associated with: • Higher profits and returns on assets. • Positive financial results. – The quality of planning and implementation affects performance more than the extent of planning. – The external environment can reduce the impact of planning on performance, – Formal planning must be used for several years before planning begins to affect performance. 4 How Do Managers Plan? • Elements of Planning – Goals (also Objectives) • Desired outcomes for individuals, groups, or entire organizations • Provide direction and evaluation performance criteria – Plans • Documents that outline how goals are to be accomplished • Describe how resources are to be allocated and establish activity schedules 5 Types of Goals • Financial Goals – Are related to the expected internal financial performance of the organization. • Strategic Goals – Are related to the...
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...Organisational Capability Analysis Dr. M. Thenmozhi Professor Department of Management Studies Indian Institute of Technology Madras Chennai 600 036 E-mail: mtm@iitm.ac.in ORGANIZATIONAL APPRAISAL Internal Environment - strength & weakness in different functional areas Organization capability - Capacity & ability to use distinctive competencies to excel in a particular field - Abilty to use its µS¶ & µW¶ to exploit µO¶ & face µT¶ in its external environment Organization resources - Physical & human cost, availability - strength / weakness ORGANIZATIONAL APPRAISAL Organization behaviour Identity & character of an organization leadership, Mgt. Philosophy, values, culture, Qly of work environment, Organization climate, organization politics etc. Resource Behaviour Distinctive competence - Any advantage a company has over its competitor - it can do something which they cannot or can do better - opportunity for an organization to capitalize - low cost, Superior Quality, R&D skills etc. METHODS & TECHNIQUES USED FOR ORGANIZATIONAL APPRAISAL Comprehensive, long term Financial Analysis - Ratio Analysis, EVA, ABC Key factor rating - Rating of different factors through different questions Value chain analysis VRIO framework METHODS & TECHNIQUES USED FOR ORGANIZATIONAL APPRAISAL « BCG, GE Matrix , PIMS, McKinsey 7S Balanced Scorecard Competitive Advantage Profile Strategic Advantage profile Internal Factor Analysis Summary SWOT ANALYSIS Identify & classify...
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...Alan Mulally, CEO, Ford Motor Company Dr. Daniel C. Frost Leadership and Organizational Behavior- BUS 520 November 16, 2011 Strayer University-Allentown Campus Alan Mulally, CEO, Ford Motor Company 1. Discuss the role of leadership and how it can impact organizational performance. Answer: Leadership is the process of developing ideas and visions, living by values that support those ideas and that vision, influencing others to embrace them in their own behaviors, and making hard decisions about human and other resources (Hellriegel & Slocum, 2011, p. 290). Whereas according to Richard et al. (2009), organizational performance comprises the actual output or results of an organization as measured against its intended goals and objectives. Effective leadership is a personal role that requires the blending of motivational, strategic and management skills to align focus, energy and drive while creating a culture that encourages individual thinking and attainment. For a leadership to impact organizational performance positively, said leadership has to posses the four leadership traits of intelligence-successful leaders tend to have somewhat higher intelligence than their subordinates; maturity and breadth-successful leaders tend to be emotionally mature and have a broad range of interests; achievement drive-successful leaders are result oriented; when they achieve one goal, they seek another and integrity-successful leaders, over the long term, usually...
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...Chapter 2 CHAPTER 2—STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS MULTIPLE CHOICE 1. The chief of one police force emphasizes the number of arrests while another police chief emphasizes community outreach. Which effectiveness value is the second police chief most likely using? a. human relations b. open-systems c. rational-goal d. internal-process ANS: B PTS: 1 REF: 73 BLM: Apply 2. Top managers have a number of roles in the achievement of organizational effectiveness. Which of the following is included in an examination of the internal environment? a. opportunities b. weaknesses c. uncertainty d. resource availability ANS: B PTS: 1 REF: 52-53 BLM: Understand 3. Top managers have a number of roles in achieving organizational effectiveness. Which of the following is included in an examination of the external environment? a. threats b. mission c. production technology d. strengths ANS: A PTS: 1 REF: 52-53 BLM: Understand 4. What do the choices top managers make about goals, strategies, and organizational design have a tremendous impact on? a. organizational profitability b. organizational efficiency c. organizational effectiveness d. organizational market share ANS: C PTS: 1 REF: 53 BLM: Remember 5. What is top management doing when looking for strengths and weaknesses? a. assessing the external environment b. analyzing the competition c. evaluating the internal situation in order to define its distinctive competence d. determining the effectiveness...
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...systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives. * Management by Objectives (MBO) was first outlined by Peter Drucker in 1954 in his book 'The Practice of Management'. In the 90s, Peter Drucker himself decreased the significance of this organization management method, when he said: "It's just another tool. It is not the great cure for management inefficiency... Management by Objectives works if you know the objectives, 90% of the time you don't." Core Concepts of MBO * According to Drucker managers should "avoid the activity trap", get so involved in their day to day activities that they forget their main purpose or objective. Instead of just a few top-managers, all managers should: * participate in the strategic planning process, in order to improve the implement ability of the plan, and * Implement a range of performance systems, designed to help the organization stay on the right track. Managerial Focus * MBO managers focus on the result, not the activity. They delegate tasks by "negotiating a contract of goals" with their subordinates without dictating a detailed...
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...WEEK 1 Individual Assignment, Organizational Focus and Goals Discussion Questions 1, 2, 3, 4, 5 WEEK 2 Individual Assignment, Training Key Areas Learning Team Charter Discussion Questions 1, 2, 3, 4, 5 Weekly Quiz WEEK 3 Learning Team Assignment, Needs Analysis Discussion Questions 1, 2, 3, 4 Weekly Quiz WEEK 4 Individual Assignment, Delivery Methods Discussion Questions 1, 2, 3, 4 Weekly Quiz WEEK 5 Learning Team Assignment, Professional Development Plan HRM 326 Employee Development Complete from Week 1 to 5 Purchase here http://homeworkonestop.com/HRM%20326/hrm-326-employee-development-complete-from-week-1-to-5 Product Description HRM 326 Employee Development WEEK 1 Individual Assignment, Organizational Focus and Goals Discussion Questions 1, 2, 3, 4, 5 WEEK 2 Individual Assignment, Training Key Areas Learning Team Charter Discussion Questions 1, 2, 3, 4, 5 Weekly Quiz WEEK 3 Learning Team Assignment, Needs Analysis Discussion Questions 1, 2, 3, 4 Weekly Quiz WEEK 4 Individual Assignment, Delivery Methods Discussion Questions 1, 2, 3, 4 Weekly Quiz WEEK 5 Learning Team Assignment, Professional Development Plan HRM 326 Employee Development Complete from Week 1 to 5 Purchase here http://homeworkonestop.com/HRM%20326/hrm-326-employee-development-complete-from-week-1-to-5 Product Description HRM 326 Employee Development WEEK 1 Individual Assignment, Organizational Focus and Goals Discussion Questions 1, 2, 3...
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...Organizational and Management Analysis Organizational and Management Analysis According to "Organization Theory" (2014), “Organization by its most basic definition, is an assembly of people working together to achieve common objectives through a division of labor” (1). Organizations are composed of individuals utilizing their strengths to achieve a goal. Primary focus of organizations is to deliver decent service to customers. A development of organizational theories and styles have been implemented which include adaption, efficiency, culture, and subordination. Within these organizations management theories and styles are incorporated to improve the quality of the organization. Reconstruction of organizations has initiated changes to management styles. Management styles include authoritarian, team leaders, counselors, and coaches. Additionally management theories support the management styles. Various types of management theories are discussed. A discussion of organizational theory, management theory, styles and explanation of the changes that can be implemented with the current employer are elaborated. Describe various organizational theories Classical theory evolved during the first half of this century. It represents administrative theory, bureaucratic theory, and the merger of scientific management. In which Frederick Taylor (1917) developed a scientific management theory at the beginning of the century it as often called Taylorism. Taylorism was made of four basic principles...
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...International Journal of Knowledge, Culture and Change Management Volume 4 Article: MC04-0051-2004 Personality and Culture Learning Goals and Their Impact on Performance of Global Firms Carlos J. Alsua, Assistant Professor of Business Administration (Management), College of Business and Public Policy, University of Alaska Anchorage, USA ‘Knowledge’ and ‘Culture’: Organisational Intangibles and their Tangible Value Proceedings from the Management Conference 2004 International Journal of Knowledge, Culture and Change Management Volume 4 www.ManagementConference.com www.CommonGroundGroup.com This journal and individual papers published at www.Management-Journal.com a series imprint of theUniversityPress.com First published in Australia in 2004/2005 by Common Ground Publishing Pty Ltd at www.Management-Journal.com/ Selection and editorial matter copyright © Common Ground 2004/2005 Individual papers copyright © individual contributors 2004/2005 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without written permission from the publisher. ISSN: 1447-9524 (Print) ISSN: 1447-9575 (Online) Cover design by Common Ground The International Journal of Knowledge, Culture and Change Management is a peer-refereed journal published annually. Full papers submitted for publication are refereed by the Associate Editors...
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...ASSIGNMENT “Organizational Performance & Organizational Development are Two sides of the same Coin” Submitted to: Mr. Muhammad Ather Submitted by: Ahmed Fazeel Ghumman Muhammad Omer Sher Rana Asif Sardar Muhammad Salim Qaz INTRODUCTION Charles Perrow in his article “ The Short and Glorious History of Organizational Theory ” talks about forces of light and darkness. The forces of darkness have been represented by the “Mechanical school of organizational theory” with characteristics like Centralized authority, Clear lines of authority, Specialization and expertise, Marked division of labor, Rules and regulations, Clear separation of staff and line. And forces of light represented as “Human relations school”. and enumerates their characteristics as: Delegation of authority, Employee autonomy, Trust and openness, Concerns with the whole person and Interpersonal dynamics. Now this describes the difference between the organizational perspective of 20th century and 21st century, Forces of darkness represents the “Organization as Rationale Systems” and Forces of Light represents “Organizations as Open systems”. These two concepts of organizational theory has been...
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