...A strong organizational culture is one in which there is a deeply held consensus on values, symbols, beliefs, and assumptions among the organization’s people. The first is that people tend to be attracted to work, and more likely to stay in an organization when there is a good fit between their patterns od behaviors, value, and assumptions, and those of the organization. The second is that employees become enculturated as they work in the organization, tending to adopt the behaviors, values, and assumptions of the mainstream organizational culture. A strong organizational culture is not simply characteristic of some organizations, but is an asset that leads to success. Since sales and marketing director noticed that Pace plc had an inflexible and unresponsive organizational culture which was restricting business performance by 2006. The business lacked customer focus, the culture was weak and management was remote to the rest of the business. The Set Top Box industry is highly competitive, and Pace was reliant on only a few key customers. A transformation of the culture and operations of the business, putting the customer at the heart of the business, was needed to make Pace a market leader, being the first to market with the new technologies demanded. Organizational culture change focuses on two of these: artefacts and values. By removal of four of the eight layers of management, it achieved the goal of jointly accountable and close enough to know what they wanted. The...
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...learning the company’s business model so government can use parts of the model to help the countries social needs. Before the company makes the decision to become a greater presence in Kava, the company’s management team will have to evaluate if the benefits are greater than the negatives. Also Alex and Chris have made it clear the company and government will both have to prosper from the decisions made. The decisions cannot benefit one party and not the other. The growth and larger presence has to be a win-win for the parties involved. Alex gave Nik the responsibility of putting a plan together on how the company can have a greater presence in Kava and how human resources, ethics, and organizational processes will play a role in meeting the company’s goal of have a greater presence in Kava. There are three key reasons that Nik can use when putting his analyze together for Alex. The first reason is the success the company has had developing, managing, and growing the...
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...Mr. Billings, the crisis brewing between the water products division and the solutions division requires careful consideration and a plan that addresses each aspect of the conflict. Within Stone Finch, the drivers of the recent rapid growth drain have severely threatened your company's long-term stability and sustainability, representing the paradox before you. To address this paradox, you must focus on rebuilding relationships within your organization. Healthy working relationships between employees within your company act as the cornerstone to success. Begin by emphasizing the importance of personal relationships within your organization (Whitener, & Stahl, 2004, 466), and addressing your employees' needs and concerns (Cohen & Bradford, 1989, 572). Together these actions will produce a virtuous spiral of success (Lawler, 2003, 587). In order to help Stone Finch, you must become a leader as a teacher and steward (Senge, 1990, 102), which points the way towards the vision that can bring the future paradox into the present (Nanus, 1996, 462). Having an appropriate vision allows you to see the actions taking place within the company, bringing change to improve the efficiency of your organization (Kotter and Cohen, 2002, 701). Employees usually respond positively to rewards based on certain tasks they complete. When talking about the proper ways of rewarding an employee you must know their preference of rewards (Kirkman & Hartog, 2004, 615). Additionally, employees must have the...
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...we shall examine how Microsoft has implemented the organizational concepts of Organizational Structure, Organizational Culture and Human Resources Practices in achieving its mega-success. Introduction to Microsoft Microsoft Corporation is a large American multinational company that develops, licenses, markets and supports software products for different computing devices especially the Personal Computer. Bill Gates and Paul Allen founded it in 1975 in Albuquerque, New Mexico. It is presently headquartered in Redmond, Washington. It has over 76,000 employees in 102 countries. Its best-selling products at present are Microsoft Windows Operating System and the Microsoft Office Suite consisting of Word (for word processing), Excel (for spreadsheets), Powerpoint (for presentations), Outlook (email client), Access (database management system). These two products enjoy 90% of the market share in their categories. An original Windows advertising blurb says "Windows will instantly deliver you a more productive present. And a leap into the future." (Microsoft timeline). History of Microsoft : In 1975, Bill Gates and Paul Allen set to work to adapt the BASIC (Beginner’s All-Purpose Symbolic Instruction Code) computer programming language to the first Personal Computer named “Altair 8800”, launched by MITS (Micro Instrumentation and Telemetry Systems) of Albuquerque, New Mexico. After successfully licensing BASIC to their first customer MITS, Gates and Allen set up Microsoft in Albuquerque...
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...Position Power and Personal Power A View of Leadership vs. Management owner 12/18/2020 GM:591: Leadership and Organizational Behavior Instructor: INTRODUCTION In the past twenty to forty years, the face of corporate America has changed drastically from family owned businesses to conglomerates that absorb smaller businesses by the dozens. Those days where a person works for a single company until retirement are long gone. Retirement funds, 401k’s, investment accounts, and high efficiency technology dominate lunch counter conversations, versus our parent’s conversations about family matters and how the kids are doing. Something has been lost from those days where people actually cared about coworkers and each other. I’m sure if you would ask ten people for a reason for the lack of concern, you would get different responses. According to what I have learned through this course in Organization Behavior, all the case studies, and the research on personal and position power, I have concluded that people are not put first. This has lead to and lack of success in business as well as failures. In most recent times, Enron Corporation comes to mind, along with other companies that accepted government bailout money in order to avoid massive layoffs or closing altogether. My group in this course chose to do the group project on position power and personal power. My individual subtopic deals with how a manager with only position power affects his/her subordinates...
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...out from the others. Five Guys’ stance on quality and satisfying the customer has gotten them many awards and recognition over the years. They have proven to be a grade above most of their competitors. From day one Five Guys has stayed simple by sticking with the basics. The company was founded on the principles of quality, great customer service, and cleanliness. The company wants the place so clean the floor could be eaten off of. As reviewed in “Five Guys Burgers and Fries: Ingredients for Success”, they take pride in cooking fresh meat and having their fries grown in Idaho which is considered the best. Putting customers first has been the focal point from the very beginning and still is to this day. These guiding principles are what started Five Guys on its journey to being one of the best fast food restaurants. Becoming successful does not happen overnight. With any entrepreneurial business there has to be a plan in place to succeed. The core of Five Guys success stems...
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...At first glance, SAS Institute looks like the perfect organization. It boasts an incredibly low turnover rate, amazing facilities and a work environment that is fun, egalitarian, and reliant on trust and intrinsic motivation. Although the case itself states no obvious organizational problems, it does not mean problems within the organization do not exist. Potential Cognitive Traps at SAS SAS has such a strong company culture that an observer went as far as to call it “the Stepford software company.” This robot-like behavior and high retention rate suggest that SAS does not have a very diverse employee group and is likely to fall into cognitive traps, such as groupthink and selection bias. In the Columbia Accident Investigation Board case (Chapter 7: The Accident’s Organizational Causes), NASA, like SAS, possessed a strong culture and optimistic organizational thinking. At NASA, this groupthink undermined their ability for effective decision making and led to the oversimplification of the threat of the foam debris, and ultimately, the disintegration of the Columbia upon re-entry. It is unlikely that SAS’s cognitive traps will lead to the catastrophic loss of human lives, but it is more than possible it could lead to complacency and lack of innovation, which would destroy its business model. SAS will need to be sure their culture is working for them instead of against them. SAS is the largest privately owned software company in the world. Employees spend their time working...
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...HR Professionals as Strategic Partner in Marriott’s Talent Management Table of Contents Introduction………………………………………………………………………………………3 Executive summary………………………………………………………………………............3 Organizational Profile……………………………………………………………………..3 Organizational Vision……………………………………………………………………..4 Organizational Mission……………………………………………………………………5 Human Resource Profile…………………………………………………………………..5 Economic context………………………………………………………………………….6 Political and regulatory context…………………………………………………………...8 Competitor analysis……………………………………………………………………….8 Operations Infrastructure………………………………………………………………….9 Organizational Perspective...……………………………………………………………………9 Key Performance Indicators and Analysis..………………………………………………9 Core Values……………………………....………………………………………………10 Measurement..…………………………....………………………………………………10 Cultural Perspective..…………………………………………………………………………..12 Cultural Categories and Analysis...……………………………………………………...12 People First……………………………....………………………………………………12 Pursue Excellence..……………………....………………………………………………12 HR as strategic partner………………………………………………………………………...11 Talent management is all about putting people in the right jobs………………………...13 The talent pipeline is only as strong as its weakest link…………………………………15 References……………………………………………………………………………………….16 Introduction Marriott is a leading lodging company based in Bethesda, Maryland, USA, with more than 3,900 properties in 72 countries and territories and reported revenues...
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...British Airways Case Leading Organizational Change British Airways Case Introduction British Airways (BA) was created in 1979 by public law allowing the “British Airways Board to assume control of two state-run airlines, British European Airways (BEA), and British Overseas Airways Corporation (BOAC) under the name British Airways” (Jick & Peiperl, 2006, p 26). Many problems arose from the combination of the two companies. Structures, culture, and systems had to be combined and improved to help BA become a viable company and prepare itself for the move from a government owned entity to a privatized corporation. Problems Macro The two airlines served different markets and were run as services rather than as businesses. Efficiency and customer service were not part of the organizational structures or design. Each had its own hierarchy of personnel who functioned independently of the other group. Leadership style was heavily task centered rather than service centered. Much of this can be attributed to the history of the companies and their creation following World War 2. At the time of inception, each company was tasked with making commercial airline travel possible by creating the airline infrastructure, designing routes, and proving commercial travel a viable means of transportation for the public. As a government run institution, layers of bureaucracy separated most employees from the idea that they were serving the public interest and should keep quality...
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...art of management is “the process of working with people and resources to accomplish organizational goals.” Understanding the goals of management given the four functions of management is one of the foundations to ensure success as a manager. Although management positions change hands while organizations continue to grow and develop, the fundamentals of management remain the same. The four functions of management include, 1. Planning 2. Organizing 3. Leading 4. Controlling. 1. Planning The first function in management is planning. According to McNamara (2008), examples of planning include: “strategic planning, business planning, project planning, staffing planning, advertising and promotions planning.” During the planning stage, management must first develop specific goals for the organization to achieve. Having set goals will ultimately keep an organization focused on mission accomplishment by knowing what they are working for. In addition to setting the goals for an organization, management must also consider in advance the necessary steps and resources required to achieve these goals. In order to properly plan out and take steps in the execution of organizational goals, one must consider the current and future objectives of the organization while developing strategies to overcome any obstacles that may arise. With a solid foundation built from proper planning, the next step is to start putting the plan into action. 2. Organizing The next...
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...through his change management leadership, the chairman gave the company the reasons for the restructuring and privatization of the company in order to prepare them for the upcoming change. Thus, through leadership and communication, he directed his company through a difficult time that could have been disastrous without effective change management resistance communication Organisational Change Sample Paper Abstract An organization that has great strategies but does not have a culture that can allow it to put the strategy into action seizes to be a prosperous organization. The purpose of this paper is to look into how organizational culture influences success in change strategies. The paper will expound on what a culture in an organization is and explain the impacts of a company with a solid culture and one with a weaker culture on change. Introduction Organizational culture has various definitions according to different scholars. A company should change just as the environment does. That is according to management literature. In the course of globalization and internationalization, there came up technological advancements and the growth of scarcity of resources. The companies and organizations therefore escalate towards rivalry against each other (Alvessonl & Sveningsson, 2007). This therefore triggers the desire for change in an organization. According to Peter Drucker, change is inevitable....
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...APOLLO .W. MBOGO ( MOI UNIVERSITY)------- Organizational behavior Organizational behavior refers to the study of people and their behavior in the organization and their work place. Organizational behavior is an aspect that deals with great range of disciplines which includes management sociology, psychology, and communication. Organizational behavior brings about achievement of highest performance and good results due to the application of knowledge about how people, individuals, and groups act in organizations and workplaces. Through the study of organizational behavior, managers are able to know the problems affecting the employees in the organization and come up with solutions to solve these problems. As a result it brings they work harmoniously together as a family thereby bringing high achievement If a manager is assigned to manage an organization, it is necessary for him or her to understand how the organization operates. Organization may refer to the combination of science and people. While science and technology can be predicted, human behavior in an organization cannot be predicted. This is because human behaviors arise from needs and value systems of people. Organizations refer to people this means that without people organizations would not exist. This means that if managers want to understand the organizations in which they work, they must first understand the people who are the constituents of the organizations. People are the most valuable assets of the organisation...
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...occasionally produce unwanted results, which were not expected or planned for. By monitoring organizational behavior unwanted or negative results can be minimized so change can be effective within an organization. Organizational behavior, organizational culture, diversity, communication, business ethics, and change management are all factors within an organization. Managers should clearly define these terms to create a more efficient and effective work environment. Any company ensures growth and success by establishing strict guidelines and procedures, which include these factors of organizational behavior. Every organization in the world today is putting a lot of efforts, time, and resources in the human management. In order for an organization to be successful, it has to invest substantially into the domain of people skills, and their behavior. Due to stressful working environment, many organizations loose employees due to lack of motivation, stress, lower employee job satisfaction and other contributing factors of behavioral sciences and psychology. All these factors have negative effects on the organization and organizational behavior simultaneously. Many experts are in concord that all these factors create disoriented and unmotivated employees and affect the organizational overall targets and higher dissatisfaction of the employees. Perhaps the single most important technique for motivating the people you supervise is to treat them the same way you wish to be treated: as responsible...
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...Running head: VALUE ALIGNMENT PAPER Value Alignment Paper University of Phoenix Value Alignment Paper The first paragraph of this paper will give a brief introduction of my company, Coffee and Tea Beyond Retail, followed by an analysis of the individual values and organizational values reflected by the organization. Then, the rest of the paragraphs will examine the degree of alignment between the organization's stated and actual plans as well as the differences in individual and organizational values. Coffee and Tea Beyond Retail is a small business I want to start and will be a profitable private retailing company which will provide the finest and qualitative coffee and tea products sourced from all over the world and packed in a friendly environment. The coffee and tea will be sold in the retail and will be sourced from the finest and premium coffee and tea plantations across the world and will adhere to best practices in environment protection in the sourcing and procurement activities. The mission and vision statement of my company will focus on putting people before products and have a long established and passionately large and diverse loyal retail coffee and tea customer base. The company will strive to provide the highest quality products in the coffee and tea retail industry, at competitive prices to consumers and attain the highest possible customer satisfaction levels, by displaying highest standards in customer service, quality and professionalism...
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...Organizational Culture of Ann, Inc. An Organizational Culture Profile (OCP) can be used as a tool to measure the culture of an organization through seven distinct values. Those values include detail-oriented, team-oriented, people-oriented, outcome-oriented, stable, aggressive and innovative. The sum of these values characterizes an organization’s culture. By identifying values that make up a company’s culture, managers can steer the principles, values and beliefs of the company more effectively. At Ann, Inc., the parent corporation of Ann Taylor and Loft stores, the culture of the corporation is described as follows, “our high-performance culture offers rewarding possibilities that fit perfectly into your own version of success.” (Ann, Inc., 2013). More specifically, the culture of Ann, Inc. can be discovered by delving into some of the specific dimensional values of the OCP framework. According to Carpenter, Bauer and Erdogan (2013, p. 210), “companies that have innovative cultures are flexible, adaptable and experiment with new ideas.” Customers that shop at Ann Taylor and Loft stores on a frequent basis notice that new clothing is introduced when the seasons change and when trends change. As further evidence of this cultural value, Ann Inc.’s website mentions “innovation is constant” (Ann, Inc., 2013). In fact, in 2010, Ann, Inc. launched a move to replace its outdated large Ann Taylor stores with smaller stores that make women feel like they are at home, walking...
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