...Organizational Management WGU JFT2 Task 1 June 4, 2014 Task 1A1 Adam’s equity theory stresses the importance of maintaining a balance between an employee’s inputs and outputs. Common inputs can include hard work, tolerance and enthusiasm and common outputs can be salary, benefits and recognition or rewards. The maintenance of this balance between inputs and outputs results in more productive, efficient and content workforce. A good way to look at this is that a worker will feel equal if he or she perceives that the reward received for their hard work is the same as that of an employee of the same level. If the reward received by the second employee ends up being greater or if the second employee receives the same reward for less work, the first employee may feel neglected and may even become less productive to match the second employee’s performance level. Looking at the merger scenario between the Utah Symphony and the Utah Opera we can see that Bill Bailey, the chairman of the board of the Utah Symphony organization should use the Adam’s equity theory to stress his opposition to the merger. Currently the opera is financially stable while the symphony is not. The opera has also been utilizing funds wisely, while the symphony has been acting to the contrary. If a merger should occur, the opera employees may perceive that this is an inequality and that the symphony will be making out since the merger will surely put the symphony in a better position financially...
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...Deana Lawrence, 70211 Organizational Management JFT2 Task 1 A. Analysis Document A1. Bill Bailey Bill Bailey’s position in the decision of whether or not the merger should happen is not simply a business decision. With these different aspects to be considered with the merger, utilizing Vroom’s Expectancy Theory will help to guide his very difficult decision. This theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their funding so it would have to be taken into account that the public was opposed mostly due to the fact that the opera and symphony were so different in nature and they were concerned that the two would be melted into one big pot instead of keeping their identities separate. The biggest reason for the supporter concerns with this melting possibility is that they want their donations to go to specific performances and if all the funds received all went to a big pot, their donations wouldn’t be reaching the programs they are donating to. Vroom’s Expectancy Theory has three areas; Expectancy, Instrumentality, and Valance. Expectancy: To put Vroom’s theory into action, Mr. Bailey would need to guarantee that the merger would benefit both performing arts companies through positive revenue for the symphony plus providing more exposure for the opera. Instrumentality:...
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...1 2 The CVF model looks at an organization based on two cultural dimensions; Horizontal and Vertical. Horizontal: Inward / Outward Focus The horizontal dimension is used to plot the degree to which the organization focuses inwards or outwards. If an organization’s position on the horizontal axis tends toward the left, it is focused primarily inward. If it tends toward to the right, the organizational focus tends to be outward, towards customers, suppliers and the external environment. An internal focus is valid when maintaining a corporate identity may not be as important as pleasing external stakeholders. Hewlett Packard and EDS were well known for creating an internal culture that was recognized, and perceived as having value. Vertical: Stability/Flexibility The position on the vertical axis determines who makes decisions. At the lower end, control is with management, whilst at the upper end, it is devolved to employees who have been empowered to decide for themselves. Stability is a valid form when the business is stable and reliability and efficiency is paramount, but when environmental forces create a need for change, then flexibility becomes more important. (Changing Minds.org) The two dimensions of the CVF are further classified into four models or cultural types, each one containing a different set of effectiveness criteria. Quinn and Rohrbaugh (1983, p.371): Clan, Adhocracy, Market, and Hierarchy, respectively (Cameron and Quinn, 2006, p.29‐35)...
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...JFT2 Task 3 Tips Each section of the guidance provided below corresponds to a rubric prompt associated with the assessment. A score of 2 must be achieved on each rubric item in order to pass this assessment. Any additional questions can be directed to the course mentors at MBAOrgBehavior@wgu.edu. Thank you! A. Company Culture | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical comparison of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with no detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with limited detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with adequate detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with substantial detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | There are two components that should be included in your response to this...
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...Organizational Theory Taxonomy Organizational Theory Taxonomy Title and Theorist Name | General Description | Example of Theory | Other Attributes | Agency Theory, Jensen & Meckling, 1972-1976 | The agency theory applies classical economic thinking to problems of organizational control and design (Tosi, 2009). Agency theory offers a useful way of understanding the complex authority relationship between top management and the board of directors. An agency relationship is when one personal “the principal” delegates decision-making authority or control to another “the agent” (Jones, 2010). | In 2005, Time Warner came under attack because top management had made many acquisitions such as AOL that did not led to increased innovation, efficiency, and higher profits which creates an agency problem that the agency theory addresses (Jones, 2010). | Agency theory views a firm as a legal entity that serves as a nexus for a complex set of formal and informal contracts among different individuals. A typical firm consists of the shareholders or the boards of directors are principals, and top managers or CEOs are agents (Jones, 2010). Agency theory dictates that principals will try to bridge the informational asymmetries by installing information systems for monitoring (Shapiro, 2005). | Contingency Theory, Burns & Stalker, 1961 | The contingency theory shows how some organizational designs will adapt to the environment, depending on the nature of the environment. The contingency...
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...Introduction What is organizational change? Organizational change occurs when a company makes a strategic effort to improve the performance of the organization or functions of the organization, such as a group or a practice. The goal of organizational change is to increase the effectiveness of the change effort, while decreasing employee opposition and the cost associated with the change. Change is inevitable in today’s business community if an organization wants to remain competitive and to increase profits. With an increase in globalization and advancements in technology, companies are forced to make changes if they want to stay in business. Unfortunately, most change efforts fail due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. Successful change efforts are based on individuals at the organization responding positively to the transformation. So what can an organization do to bring about successful change? Research suggests that change is more effective when it’s driven from within by the upper management team of the organization. Employees are more than likely to buy into the effort if they feel it’s being supported by the top brass. If the employees get a sense that upper management is not championing the cause, then they will not support it. In addition, the change effort must also tie in with the culture of the organization. Management must find...
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...Decision making Individuals, in and out of an organization, have different attitudes towards many circumstances they face in life. With these attitudes towards an object or situation, whether positive or negative, the individual will have a set behavior for a certain circumstance, thus saying that behavior follows attitudes; which were assumed by researchers in the late 1960’s. But one researcher, Leon Festinger , argued that it is the other way around, that attitudes follow behavior and that people change what they say so it does not contradict what they do. Yet recent research, based on Festinger’s Moderating Variables, show how strong moderating variables tend to strengthen the link and prove that attitudes do in fact predict future behavior. Attitudes and behavior in this sense are intricately related. Managers must understand this complicated relationship in order to measure and determine job satisfaction and its relationship to employees’ job attitudes, involvement and satisfaction in order to optimum productivity. Attitudes are thoughts about a particular object in which then is reflected emotionally through an individual finally realizing a certain behavior. They reflect how we feel about something. Researchers have assumed that attitudes have three components which are; cognition component – the aspect of an attitude that is a description of or belief in the way of an attitude – affect component – is the emotional or...
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...Organizational studies encompass the study of organizations from multiple viewpoints, methods, and levels of analysis. For instance, one textbook[1] divides these multiple viewpoints into three perspectives: modern, symbolic, and postmodern. Another traditional distinction, present especially in American academia, is between the study of "micro" organizational behaviour — which refers to individual and group dynamics in an organizational setting — and "macro" strategic management and organizational theory which studies whole organizations and industries, how they adapt, and the strategies, structures and contingencies that guide them. To this distinction, some scholars have added an interest in "meso" scale structures - power, culture, and the networks of individuals and i.e. ronit units in organizations — and "field" level analysis which study how whole populations of organizations interact. Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seek to control, predict, and explain. There is some controversy over the ethics of controlling workers' behavior, as well as the manner in which workers are treated (see Taylor's scientific management approach compared to the human relations movement of the 1940s). As such, organizational behaviour or OB (and its cousin, Industrial psychology) have at times been accused of being the...
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...ROWE Program at Best Buy Tracey D. Battle Strayer University Leadership & Organizational Behavior BUS 520 Professor Bruce Macdonald December 12, 2011 Abstract Best Buy introduced the ROWE Program to reduce stress and overwork in their employees at their headquarters. The agenda basically allows you to work from anywhere, any hours you choose, as long as the job gets done. The staff at Best Buy’s headquarters generally worked long hours until the ROWE curriculum was introduced. Member of staff burnout and turnover was high. After the ROWE Program’s implementation, productivity has increased and voluntary turnover has decreased. Jody Thompson pioneered the Result-Only Work Environment (ROWE) in the Best Buy Corporation. This action was instrumental in introducing the concept of culture Rx. Culture Rx offered a customized consultancy services as per the needs of the clients with ROWE as its core philosophy. Organizational society depends upon the sharing of core values among the maximum numbers of people in any organization. There was minimum sharing of values among the employee members in the Best Buy managerial culture. The negative environment prevailing in the organizational premises inhibited the bonding among the human resource. There was not much time available for employees to interact with each other. A survey was conducted to know the attitude of staff participating in ROWE. It was found that their “feelings of pressure” and sense of “working hard” had...
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...Improving Organizational Performance Kyle Petty PSY/428 July 27, 2011 Dr. Jerry Punch Improving Organizational Performance The Airdevils is a stunt organization whose quality of performance has plummeted in past two years. The founder, Celsey, has made some assumptions that the performance decline is a reflection of the heavy recruitment throughout the year and the unfamiliarity between the team members. Celsey was confident that the team members of Airdevils would resolve matters with passage of time; however, after two years the problems surfaced, matters have become worse and the time had come to figure out the root cause of the problems. Celsey administered the Job Description Index (JDI) survey to Airdevils employees and the results reflected a very low-level of job satisfaction, especially the stunt performers (Apollo Group Inc, 2005). The organization, through an outside consulting firm progresses through four phases to address and improve employee’s job performance. In phase one the Airdevils hired Dream Teamworks (DT) to assist in identifying the reason for the low job satisfaction in the stunt performers group. After interpreting the JDI survey DT concluded the cause of low job satisfaction among stunt performers was the lack of exciting challenges in their current job profiles. The main driver for this is the rigid organizational structure that has evolved...
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...it be paid? Can there be a distinct difference regarding the pay scale for high performers, as compared to that of lower performers? Would it be a better idea if the company were to provide stock options and stock bonuses for the employees of the company? It is a good idea for a company to create an excellent and practical compensation plan for their employees. The choices that are available are numerous, like for example, a company can choose to pay their workers a fixed salary, or they could decide to pay through commission, or pay extra rewards and benefits, or they can hold competitions, where the winner could win extra bonuses, or the company could combine one or more of these methods in their compensation plan. However, the management must keep in mind the basic factor, that the design of the plan must at...
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...affects that labor relations have on organizations, as well as, discuss the affects of changes in employees organizational performance. Last, this paper will look at unions of today and answer the question, are they still relevant in the U.S.? Defining Unions and Labor Relations Unions support the best interest of the employees in an organization. Employees pay to join unions as unions can help employees get what they deserve within the organization. According to the textbook, Fundamentals of Human Resource Management, Second Edition (Noe, Hollenbeck, Gerhert, & Wright, 2007), unions are defined as “organizations formed for the purpose of representing their members’ interests and resolving conflicts with employers” (p.459). Labor Relations is the interaction and decision making process between management and unions. According to Fundamentals of Human Resource Management (Noe, et al., 2007), “labor relations is a field that emphasizes skills managers and unions leaders can use to minimize costly conflicts and disagreements” (p.459). Unions use a collective bargaining process to resolve issues that arise between the employees and the management team. Instead of employees arguing with management, getting upset and going on strike, unions will be the voice of the employees and speak for the employees. According to the textbook, to Fundamentals of Human Resource Management (Noe, et al., 2007), “in collective bargaining, a union negotiates on behalf of...
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...GM 591: Leadership and Organizational Behavior Case Study The Forgotten Member Group Development The stage I believe the group is at is the “Storming Stage”. The reason I picked this stage is because from reading the case study it seem as if the team was in conflict with one of the members Mike. In the textbook on page 168 it tells us that the storming stage is where high emotions and tension among the group members happens. Also, this is the stage members’ different attitude starts to develop on the team and from the case study reading you could see that Mike was the trouble maker and could not or would not make any of the meetings. Understanding the stages of group development would have assisted Christine in many ways such as she would have been able to talk with Mike before the problem escalated to the team as a whole. For example in the case study it stated that Mike would send Christine his brief notes for her to discuss at group meetings. Christine should have told Mike he needs to be at the meeting because that what was expected of him as team member and that she would not read any notes. To me this would have made Mike feel he had to show up so he does not let the team down. Also, she would have been organized by knowing the stages and she would keep the team moving in the right direction. For example in the first meeting Christine would have known to let everyone know what was expected of them and stop the actions of...
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...ORGANIZATIONAL BEHAVIOR UNIT-I: Introduction - Organizational Behavior – Nature – Management Functions – Management Roles – Management Skills – Systematic Study; Foundations of Individual Behavior-Attitudes – Types of Attitudes. Introduction: Definition: Organization Behavior: • A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. • OB is a field of study, meaning that it is a distinct area of expertise with a common body of knowledge. • What does it study? ▪ It studies three determinants of behavior in organizations: individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively. • To sum up our definition, OB is concerned with the study of what people do in an organization and how their behavior affects the organization’s performance. Nature Of Organizational Behavior (OB) • Organizational behavior is an applied behavioral science that is built on contributions from a number of behavioral disciplines such as psychology, sociology, social psychology, anthropology and economics. • So now students let’s see how these disciplines are related to organizational behavior, • Psychology. Psychology is the study of human behavior which tries to identify the characteristics of individuals and provides an understanding why...
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...needed in order to reach product compatibility and a well-defined product quality. Therefore, the machine has to be designed to run in the most efficient way. There are three theories regarding this metaphor which is Bureaucracy, Classical Management and Scientific Management. First of all, Bureaucracy was found by Max Weber and according to him, the legitimating of authority leads to the obedience of persons to commands and rules. Rational-legal domination of authority is the form of legitimate authority that is appropriate for industrialized societies. Legitimating of authority of in a society is defined to be based on rational-legal domination if a sufficient level of arbitrary rule avoidance is reached. A sufficient level of arbitrary rule avoidance is realized when a bureaucratic administration of sufficient quality is realized and when the rule system is sufficiently sophisticated. A bureaucratic administration of sufficient quality is reached if there exists a hierarchy of offices, each with a restricted competence sphere, that covers all legal rules, and if persons are appointed to offices based on their qualifications. Next is Classical Management by Henri Fayol which consists of 14 principles of management. In Classical Management, it is basically discussing about the formal authority relations that are...
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