...Essay question: Why do we have organizations Simply put, we could theorize we have organizations to accomplish a unified goal – we have organizations to get things done. From the first time a man met a woman and they had a family, we had an organization. The family unit has a unified goal of, at least, survival. Two or more family units together in the earliest age of Earth, had a goal of survival and, perhaps, comfort and company or society. Each organization going forth from this simplest structure exist for at least one reason, to get things done. From our earliest days, we are a part of or impacted by organizations every day. We are born into a family, as noted previously the simplest organization and with at least one unified goal. We may attend daycare and a public school. These organizations are more complex with multi-faceted goals. As we graduate high school and consider going to college, joining the military, or starting our careers, we will always be part of an organization, and likely multiple organizations. Each of these organizations exist to achieve a common goal. Society is a type of organization, so it is perhaps redundant to say we live in an organizational society. They, organizations, permeate every aspect of our lives. If we have a medical need, an educational need, a work need, there will be an organization that fulfills that need. They are the structures we move within day in and day out. From year 0 until we are here no longer; from our waking...
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... START WITH WHY – HOW GREAT LEADERS INSPIRE EVERYONE TO TAKE ACTION Publisher PENGUIN GROUP (USA) INC. Place of Publication: NEW YORK, NEW YORK. USA “Start with Why - How Great Leaders Inspire Everyone to Take Action” by Simon Sinek Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. Penguin. Word count : 1,566 Executive Summary of paper: This report provides an analysis of the key points developed in Simon Sinek’s book “Start with Why” – How Great Leaders inspire everyone to take action”. Sinek studies the great leaders who have the ability to motivate people by inspiring them to act. The report also highlights the ideas that have strategic significance for the Human Resource profession. In particular, how managers can provide a positive organisational environment in which employees are inspired and motivated to achieve a high level of work performance through the understanding of WHY. Why Start with WHY? Start with Why: How Great Leaders Inspire Everyone to Action by Simon Sinek (2009) is a book about how some organisations and leaders have been able to inspire those around them. Sinek explains in his opening chapter that “there are leaders and there are those who lead” (p.5). This book has been written as a guide to augment a naturally occurring way of thinking that some great leaders have, so that we can all learn from this blueprint. Sinek allows us to imagine what it would be like if we could all communicate...
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...Bangladeshi Organization. A study on BANK ASIA LIMITED Organizational Behavior in the perspective of management in Bangladeshi Organization. A study on BANK ASIA LIMITED Prepared for Cource Teacher of Human and Organizational Behavior (HRM-501) Prepared by Sajjad Mahmud Sajed Topic : Organizational Behavior in the perspective of management in Bangladeshi Organization. Purpose : This report is prepared as a partial fulfillment of Human and Organizational Behavior (HRM-501) course assigned by Mr. Asaduzzaman Chowdhury, Course Teacher, The University of Asia Pacific. Objective : To study a labor intensive Bangladeshi organization, find out and give a general idea about OB model, Leadership, Participation, Formation of informal groups, Conflict, Stress at work place etc within that organization. Date: FEBRUARY 26 2007 To The Managing Director Bank Asia Limited Rangs Bhaban (4th Floor) Bijoy Soroni Dhaka Dear Madum, We are the student of BBA of The University of Asia Pacific. For the partial fulfillment of Human and Organizational Behavior course, we have to prepare and submit a report on Organizational Behavior in the perspective of management in Bangladeshi organization. So, we have to visit an organization and collect information from the management of that organization. We selected your...
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...Personal Name(s) : Helin Contact Telephone Number 0420860306 Assignment Title Student Journal Course Coordinator Barry McIntyre Date Due Date Submitted 1 SEP 2014 This statement should be completed and signed by the student(s) participating in preparation of the assignment. A. Declaration and Statement of Authorship: 1. I/we hold a copy of this assignment, which can be produced if the original is lost/ damaged. 2. This assignment is my/our original work and no part of it has been copied from any other student’s work or from any other source except where due acknowledgement is made. 3. No part of this assignment has been written for me/us by any other person except where such collaboration has been authorised by the lecturer/teacher concerned and is clearly acknowledged in the assignment. 4. I/we have not previously submitted or currently submitting this work for any other course/unit. 5. This work may be reproduced, communicated, compared and archived for the purpose of detecting plagiarism. 6. I/we give permission for a copy of my/our marked work to be retained by the School for review and comparison, including review by external examiners. I/we understand that 7. Plagiarism is the presentation of the work, idea or creation of another person as though it is your own. It is a form of cheating and is a very serious academic offence that may lead to expulsion from the University. Plagiarised material can be drawn from, and presented in, written, graphic and visual form, including...
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... Introduction Organizations Culture Why do we have a problem with our departments understanding each other and working together? Why do we have such low employee morale? Why does our maintenance staff regard their jobs as useless and unimportant with in the development of the company? As an organization we need to understand where change is needed and where something should be created based on that change. We use the organizational culture inventory to understand why we have these issues and how we can change our organization to be better. The OCI indicates that the Augusta Housing Authority primary style is aggressive defensive, secondary style passive/defensive, and lowest ranking style to be constructive. This shows a major reason why the organization is not effective when handling employees and customers. By understanding the descriptions of these styles we can see why these styles were more or less dominant in or organization. Associated Culture Behaviors The organizational culture inventory states that the Augusta Housing Authority management departments’ primary style profile is listed as aggressive/defensive. According to the OCI, aggressive/defensive cultures work on tasks based on protecting their job status and security. It has been seen in this organization that most managers are working on building their own careers. They are not focused on helping each other. Most...
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...leadership. What could Radio Shack have done differently? In this world some people crave money and power. To benefit these two things always, people choose the wrong paths. David Edmondson is one of them, because he cheated on his resume. David Edmondson is a fraud that means he is not an ethical leader at all. Because of Edmondson’s cheating his company RadioShack faced losses, so he didn’t do ethical leadership in his workplace. If a manager cheats, lies, steals, manipulates, take advantages of situations, or treat others unfairly that is not an ethical behavior. That is called unethical behavior. We can see lying on David Edmondson’s case, so we can say that he didn’t behave as an ethical leader. According to the text, “Ethical leadership is known as our core values and having the courage to live them in all parts of our life in service of the common good.” Before entering to a company a manager should know what is ethical leadership. If a manager doesn’t know what ethical leadership is, then he/she will never fulfill their job properly. If a manager doesn’t have knowledge about ethical leadership, then he will do unethical things in a company. Also, unethical leadership can create many problems, such as ethical lapses and social irresponsibility. To prevent all of these things in an organization we have to give ethics training, independent social audits and also give knowledge about formal protective mechanisms. Radio Shack could have fired Mr. Edmondson, but before...
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...Strategy and Planning Paper Introduction In this Strategy and Planning Paper we will explain the three types of goals that are very important to the strategy of any organization. Also will explain why the many different types of planning and organizing are very important to any business and or organization. Also we will thoroughly examine all of the elements and or factors that are involved in creating an effective strategy for an organization. Hopefully all questions will be answered. Explain why the three types of goals are important to the strategy of an organization. Strategic goals are set by and for top management and on objective for the organization as a whole. (Pg., 143) Strategic goals and planning would be important to any business or organization because it gives the organization or business a direction and what goals are reachable in the set amount of time and which ones are not reachable in that time period and why they are not. But as any business or organization they to give thought about the outlines and are they realistic? There are many steps that need to be set out and followed like they are supposed to be followed. If not followed correctly something major could go wrong. Also when you are working on a strategic goal for your business or organization make sure are financially ready for this and make sure all of your employees are well aware ahead of time of what will be going on. Tactical...
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...Patrick Lencioni: 5 Behaviors Healthy Organizations Master Written by Molly Gamble | May 11, 2013 At the Becker's Hospital Review Annual Meeting in Chicago on May 9, Patrick Lencioni, president of The Table Group and author of multiple management books, including "The Advantage" and "The Five Dysfunctions of a Team," discussed the behaviors of healthy and successful organizations. Mr. Lencioni began the discussion by noting that any successful organization must be smart and healthy. Usually, the "smart" side of the equation takes up 98 percent of leaders' attention, not devoting as much energy to maintaining the organization's health, which includes minimal politics and confusion, high degrees of morale, high productivity and low turnover. "Most CEOs say they would give a left leg to have healthier organizations, but it's hard to measure," said Mr. Lencioni. It's more emotional and behavioral, and many leaders find it safer and more objective to improve the "smart" side of things. Unfortunately, it's the often-ignored health aspects of an organization that determine its success. "I have yet to go into an organization and say, 'This could be a great organization, if only those executives weren't so dumb.' Every one is smart enough to be successful, but they're not healthy enough to tap into that knowledge," said Mr. Lencioni. Here are four things Mr. Lencioni said healthy organizations do: 1. They build and maintain cohesive leadership teams. 2. They create clarity by answering...
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...2,491 The Obstacle Course for Getting Buy-in for Analytics Why is the adoption rate for applying analytics so slow? Technology is no longer the impediment. It once was, but software capabilities are proven. The barriers involve resistance to change and unfamiliarity. These are social, behavioral, and cultural issues; and few analysts are trained in behavioral change management. What is involved with these barriers, and how can analysts overcome resistance and get organizational buy-in? Organizations that achieve competency with analytics are able to sustain a long-term competitive advantage. Careers sometimes have more to do with luck and circumstances than being smart and competent. I have been fortunate in having luck to meet opportunity. My 1960s high school love for mathematics led to degrees in industrial engineering and operations research at Cornell University and an MBA from Northwestern University’s Kellogg School of Management. After ten years in CFO and operations line manager roles, I enjoyed fifteen years in management consulting on enterprise performance improvement projects with Deloitte, KPMG, and Electronic Data Systems (EDS, now owned by HP). During my consulting years I worked with the academic luminaries Professors Robert S. Kaplan and David Norton on balanced scorecards and also with Dr. Tom Davenport on analytics. This led to my authoring six business books. What I have learned through observation is that passion along with curiosity drives...
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...field of change management). In many cases, the guiding principles and lessons-learned are not even discussed as part of the model or tools. The result: you learn the how but not the why. The years of practical experience and knowledge that formed the basis for these processes are not readily available to a person trying to make them work in a specific situation. This new tutorial series goes beyond the activities and tasks of managing change for one simple reason: understanding the “why” makes you better at doing the “how.” Change management is not a matter of simply following steps. No two changes are exactly alike, nor are any two organizations. Following a recipe for change management is insufficient to drive business results. The right approach will be specific to the situation. If you do not understand the why behind your actions as a change management practitioner, changes can fail even when reputable change management processes are followed. In this tutorial series, we will examine some common activities and strategies that are used by change management professionals, and uncover “why” these activities or strategies are used. For example: • Why do business leaders need to communicate directly with employees instead of using the “communication cascade” or the normal chain of command? • Why are change management practitioners...
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...Love Is Dangerous How can man live without love? We can only exist, and existence without love is control, confusion, and pain -and that is what most of us are creating. We organize for existence and we accept conflict as inevitable because our existence is a ceaseless demand for power. Surely, when we love, organization has its own place, its right place; but without love, organization becomes a nightmare, merely mechanical and efficient, like the army; but as modern society is based on mere efficiency, we have to have armies and the purpose of an army is to create war. Even in so-called peace, the more intellectually efficient we are, the more ruthless, the more brutal, the more callous we become. That is why there is confusion in the world, why bureaucracy is more and more powerful, why more and more governments are becoming totalitarian. We submit to all this as being inevitable because we live in our brains and not in our hearts, and therefore love does not exist. Love is the most dangerous and uncertain element in life; and because we do not want to be uncertain, because we do not want to be in danger, we live in the mind. A man who loves is dangerous, and we do not want to live dangerously; we want to live efficiently, we want to live merely in the framework of organization because we think organizations are going to bring order and peace in the world. Organizations have never brought order and peace. Only love, only goodwill, only mercy can bring order and peace, ultimately...
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...Business Environment Lecturer: Tabian Ambang Why International Businesses are expanding their operations into less-developed countries? Today, the world is becoming smaller and smaller and it is more now like a one community. The force behind how the world is going today is because of technology and globalization. Rapid changes in technology have caused communication to be faster through internet, email and telecommunications. Through technology, faster means of transportation has also been developed. Globalization on the other hand is breaking cultural, political, social and country boundaries which presents opportunities for international businesses to go global, thus weaving national economies together (McFarlin &Sweeney, 2003). To continue, this essay is going to outline some factors on why international businesses are moving into and establishing and carrying out their business operations in less- developed countries. The reasons or factors given in this essay are from my own view, but I am supporting them with case studies and some other reasons from different authors. For a start, I believe that the reason why international businesses expand to other parts of the world outside of their domestic environment, especially to less developed countries is because of two things. It is the pull and push factors that causes them to move and expand to other countries. By push factors, I mean that there may be some reasons an organization is forced out of its their domestic environment...
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...personal responsibility? Why does it seem the only thing people know how to do anymore is point the finger elsewhere, blaming something or someone else for their problems, their actions, their feelings? In one form or another, we often hear, “it’s not my fault,” “it’s not my job.” Or “it’s not my problem.” The lack of personal accountability is a problem that has resulted in an epidemic of blame, complaining, and procrastination. No organization or individual can achieve goals, compete in the marketplace, fulfill a vision, or develop people and teams without personal accountability. Who is this book for? Anyone who’s ever heard questions like these; “when is that department going to its job?” “why don’t they communicate better?” “Who dropped the ball?” “Why do we have to go through all this change?” “when is someone going to train me?” These questions seem innocent enough, but they indicate a lack of personal responsibility. Miller prefers the term “personal accountability,” which he believes goes right to the heart of many of the problems we face today. He believes that turning our thinking around and asking more personally accountable questions is one of the most powerful and effective things we can do to improve our lives and our organizations. The question behind the question (QBQ) is a tool that’s been developed and refined over the years that helps individuals practice personal accountability by asking better questions. Each day as we journey into the unexplored...
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...Discussion Questions Chapter 2 1. Why is it important to understand the different perspectives and approaches to management theory that have evolved throughout the history of organizations? Management is constantly changing. It changes over time to meet new needs. if we know what happened in the past (WHAT WORK/ WHAT DIDN'T) WE WILL be able to understand the present and plan for the future. Some ideas from the past (stock ownership, open book management) are still relevant to management today. it is also important for us to understand the evolution of management because it allows us to learn from the mistakes made by others, so as not to repeat them and use the success in order to use them at the appropriate time. 2. How do societal forces influence the practice and theory of management? Do you think new management techniques are a response to these forces? Social forces deal with the society. The people in the society their beliefs, culture and needs. so new management techniques are a response to these factors because management is always evolving to meet new needs of society. 3. Based on your experience at work or school, de-scribe some ways in which the principles of scientific management and bureaucracy are still used in organizations. Do you believe these characteristics will ever cease to be a part of organizational life? Discuss. Scientific management and bureaucracy are still use in organization today, for example we are still operating in a bureaucratic way...
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...Questions You Will Ever Ask About Your Organization Peter F. Drucker Jim Collins, Philip Kotler, James Kouzes, Judith Rodin, V. Kasturi Rangan, and Frances Hesselbein 5 “Nobody, not even Socrates, has ever asked better questions than Peter Drucker. All the personality, all the wisdom is here to make your work dramatically more effective. There’s nothing better. It’s like having Peter at your side.” —Bob Buford, author, Halftime and Finishing Well, and founding chairman, Peter F. Drucker Foundation for Nonprofit Management “Peter Drucker’s penetrating and profound insights are more relevant and needed today than when he originally produced them. This helpful revision of his classic Self-Assessment Tool offers managers and leaders in every sector—nonprofit, business, and government—a useful guide to figuring out what’s needed, why it matters, and how to make it work. At a time when the need for more effective management and more ethical leadership are the moral equivalent of global warming, Drucker’s common sense and courage should be modeled by everyone who cares about doing things right and doing the right thing.” —Ira A. Jackson, dean, Peter F. Drucker and Masatoshi Ito Graduate School of Management, and board member, The Drucker Institute “Peter Drucker’s Five Most Important Questions continue to be the indispensable questions that an organization must ask itself, regardless of size or sector, if it is determined to be an organization of the future. When these questions...
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