...account all problems that an employee gives them. Global Oil Company about 20 years ago did not have this in place and caused a big issue at one of their plant. This company did not listen to their employees and was only worried about the profits that then what was happening around them. They could have just fixed the problems and still could have been profitable, but would just not have made as much money. Because they did not listen to their employee’s part, one of the plants exploded and caused major property damage and employees to get hurt. This is why the code of ethics had to be put in place to prevent this from happening again. This company is not going to let what happened 20 years ago happen again. The Ethics Code of Global Oil Company is built around 10 key concepts that demonstrate the companies’ dedication to doing business ethically. 1. Building Reliability and Trust with Employees, Customers, and Shareholders – Building Reliability and Trust is integral to ensuring that our employees know they can rely on each and trust in their fellow employees, ensure that customers view our products as a flagship of reliability, and trust that we will treat them fairly in all business dealings, and ensure that the shareholders know how we treat our employees and customers. 2. Developing and maintaining a Culture of Honesty and Integrity – This helps to ensure that in all of our dealings, we will operate honestly, and if there is impropriety at any level...
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...Eacott Motivational Methods Building a successful team in the workplace is not an easy thing to do. It takes time, effort, understanding, compromise and patience by leaders and employees alike. In order to build and sustain a successful coalition, team building concepts must be introduced and practiced by all those involved. It is important to understand your team’s goals to develop incentives to help motivate team members and build camaraderie. Team building involves leading; facilitating and a level of independence of allow the team to operate on its own. As important as it may be for a manager to have involvement with the team, it is also vital for those on the outside to step back and let the team work on its own. According to www.HumanResource.about.com, there are 12 Cs for team building, one of which is culture. Team building is something that needs to be built into your company’s culture. Employees need to see team building ad something that is enjoyable, and not a mandatory inconvenience. Some companies designate a team culture captain that helps facilitate the direction the company wants employees to view team building as a priority in the organization. A key ingredient in getting this mindset accomplished is to make it fun and get everyone involved. Communication is another one of the 12 Cs. It cannot be stressed enough that communication is key in all instances personal and professional life. It is important to ensure that employees have clear and concise direction...
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...“Globalization is fast changing the demographic mix of workforce in organizations across countries. Therefore the concept of diversity and its management become imperative. Diversity management (DM) is planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized” (Preeti, 2016). Diversity promotes employee motivation as it shows employees that Office Depot is committed to the progression and successful of their staff. According to Office Depot, “At Office Depot, we are committed to creating an inclusive environment where all people are valued and respected. Diversity is an important dimension of Inclusion, Innovation, and Customer Focus -- three of our core values -- and keys to our success in a global marketplace.” (Office Depot, 2016) When organizations promote diversity in the workplace, productivity and positive attitudes increases as it allows for different prospective and boost morale within employees. Competency 2: Behavioral (Employee Engagement) Employee engagement is one of the most...
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...number of OB-related issues you identify. The purpose of this exercise is for you to re-familiarize yourself with what “OB issues” are, and then to think in terms their potential damage to behavior in organizations, if not handled correctly. It is your responsibility to make pertinent cause-and-effect judgments for the three predicaments described above, and to prepare recommendations for their prevention and correction. Your Case Study products are: 1. A formal list of the OB-related issues you have identified. Do not explain each of these issues; just list them. For example, “Trust,” Management vs. Leadership,” and so on. Mutual Trust Management vs. Leadership Management/Leadership Styles Balance – People & Power Organizational Culture We vs. Them Syndrome Team Building Employee Involvement Pride in Ownership Buy In – Resistance to Change Team Building Organizational Identity Personalities Closed Mindedness Mutual Respect Open/Honest Communication Followers vs. Subordinates Honesty Forth-coming of info Secrecy Change Agent Recognition Programs Clinging to the Past Commitment Denial Change Management 2. A detailed plan of what you would have done to prevent the atmosphere of distrust from ever happening, had you been in charge....
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...perform a specific role. I will begin with discussing operations program management principles and then follow with human resource management principles. Both areas are strategic initiatives for organizations to continue growth over time and both are keys to a company’s success. Success or failure in either area can make the difference in the overall effectiveness of the company goals and vision. Creating standardizations or certifications for particular skill sets is necessary for specialized work. Operations Project Management When organizations have a culture that encourages knowledge transfer and an atmosphere centered on professional growth, they create a value that encourages buy-in of company goals and visions. Knowledge transfer is not just on the job training, but rather a precise and methodical transfer of wisdom and insight from key professionals into the hands of their co-workers (Institute, 2015). Allowing your employees to grow and learn additional skills not only helps the operations but also the morale of the employee. Happy employees tend to be satisfied in their work and more productive. Operations are geared toward production and quality so it is important in today’s workplace that employees have a better...
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...global virtual teams will face with the use of technology. Third, the reading also distinguishes what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges the entail. Comment: I don’t fully agree with the use of global virtual teams. Organizations cannot take employees and put them in teams and expect them to work. It takes effort and time from both the employees and managers. However if correctly done, then yes building virtual teams could deliver even greater benefits. When focusing on global virtual teams, developing and increasing an individual’s and a team’s intercultural competence is an important variable in determining the team’s success. Trusting relationships in a disciplined structured environment is essential to the success of global virtual teams. These relationships are built through increased team member intercultural competence. Building trusting relationships is a differentiator that keeps people motivated, engaged, and committed. When cultural diversity is part of the equation, building-trusting relationships means being open-minded, curious, and accepting of others’ differences. Also another reason why I find this concept not as useful is because of the technology use. Technology has many uses but has a limit on the use of social, non-verbal and emotional features that you have in a face-to-face setting. Technology isn’t cheap or easy to...
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...How to Invest in Social Capital by Laurence Prusak and Don Cohen Every manager knows that business runs better when people within an organization know and trust one another—deals move faster and more smoothly, teams are more productive, people learn more quickly and perform with more creativity. Strong relationships, most managers will agree, are the grease of an organization. Business gets done without them, but not for long and not very well. Scholars have given a name—social capital—to the relationships that make organizations work effectively. The term nicely captures the notion that investments in these relationships return real gains that show up on the bottom line. In fact, it all sounds pretty simple and straightforward. Managers need only get their people connected with one another and wait for the payback. Easy, right? Wrong for two reasons. First, social capital is under assault in most organizations today because of rising volatility and overreliance on virtuality. More simply put, social capital is under assault because building relationships in turbulent times is tough—and tougher still with many people working off—site or on their own. Second, social capital is under assault because few managers know how to invest in it. Knowing that healthy relationships help an organization thrive is one thing; making those relationships happen is quite another. For the past three years, we have explored managerial activities and techniques that constitute investments...
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...authority and communication. (Kreitner, Organizational Behavior pg.317) Virtual teams have become a product of modern times and Kilburg is demonstrating that he can still plan for the strategic growth of his company even by not being physically in the office, spending six weeks each summer in a beach house. With the information technologies such as the mobile internet, email, social media, and groupware he can be a member of his work team without really being there and still effectively manage. (Kreitner, Organizational Behavior pg. 317) As long as Kilburg’s employees feel properly supported by him then being out of the office can be redeeming in freeing up others to grow and develop on their own. If he has done his job then he has developed a motivated, passionate and responsible team that will produce whether or not he is there and in face to face contact with them. Kilburg feels as a competent boss that he has provided his employees with the proper tools, training and expectations to be part of a virtual team and continued to perform without him being there. Even though Kilburg is not in the office the advances in technology still allows for him to be part of the team and still work for the same common goal. He believes that being away from the office for six weeks of the year can allow him to create...
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...those in the organization. When change is imposed (as in downsizing scenarios), clearly the most important determinant of "getting through the swamp", is the ability of leadership to lead. The nature of the change is secondary to the perceptions that employees have regarding the ability, competence, and credibility of senior and middle management. The Role of Leadership In an organization where there is faith in the abilities of formal leaders, employees will look towards the leaders for a number of things. During drastic change times, employees will expect effective and sensible planning, confident and effective decision-making, and regular, complete communication that are timely. Also during these times of change, employees will perceive leadership as supportive, concerned and committed to their welfare, while at the same time recognizing that tough decisions need to be made. The best way to summarize is that there is a climate of trust between leader and the rest of the team. The existence of this trust brings hope for better times in the future, and that makes coping with drastic change much easier. In organizations characterized by poor leadership, employees expect nothing positive. In a climate of distrust, employees learn that leaders will act in indecipherable ways and in ways that do not seem to be in anyone's best interests. Poor leadership means an absence of hope, which, if allowed to go on for too long, results in an organization becoming completely nonfunctioning...
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...to work with to gain a success. However, you have to have a success key to create an effective team. So, what are the main objectives of strong team? Where is a success key? This essay will provide definitions about team, therefore, to get a better understanding about team, and will discuss about how to create an effective team at the work place. This essay will provide some great examples of techniques how to start to build a great team and what kind of activities to provide for team therefore team members could get know each other better and could gain a trust. Nonetheless, you will see a clear difference between two very famous authors Tukman and Belbin. Both authors are very well known for explaining and analysing team building. At the end of the essay some personal experience about working in a big team will be provided also. The clear overall essay summary will be provided in a conclusion . The reason why this topic was chosen because for Human Resource specialist it is crucial to know how to work in a team, to find out what are techniques to build a team and how to adopt yourself in a team. Usually Human resources are located in organizations where people are working in groups and teams. It is very important to work well in teams therefore to achieve business goals. Very often HR specialist have to provide trainings to employees for that reason it is good to know the main concepts about team building. Firstly, if person has decided to work in a big or small team he should...
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...video world famous Pike Place Fish Market in Seattle was almost ready to go out of business and close shop. But a consultant Jim Bergquist with the nudge from his wife convinced the struggling fish shop to give him three months to turn the business around and after the initial three months were up and there was no change. The owner John Yokoyama could just fire him. It turned out that Jim Bergquist helped Mr. Yokoyama understand different concepts such as building organizational commitment, trust, and coaching as the way to build a successful business. Some of the changes that the consultant stressed seemed to work such as the overall building organizational commitment. Support is a key in any work environment the more there are, the better relationships that employees, managers, supervisors and owners have. It is easier to go to a workplace environment with support from other individuals there. Another way Jim Bergquist helped Pike Place is getting everyone in the business to share the same values and empower the employees to merge their values and the business values together. Additional influences that Jim Bergquist helped the struggling fish market with information from a model of emotions, attitudes and behaviors as a guide to turn Pike Place into a thriving business. This is why a consultant such as Mr. Bergquist can be extremely helpful in reshaping a business is because it’s hard for an owner to know all the additional factors to run a successful business. This model...
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...During the change programs, the most important determinant of “getting through the swamp”, is the ability of leadership to…well, lead. It has been observed that the nature of the change is secondary to the perceptions that employees have regarding the ability, competence, and credibility of senior and middle management. If you are to manage change effectively, you need to be aware of the three distinct times zones where leadership is important. We can refer to these as: Preparing for the Journey, Slogging through the Swamp, and After Arrival. We will look more carefully at each of these. The Role of Leadership: In an organization where there is faith in the abilities of formal leaders, employees will look towards the leaders for a number of things. During drastic change times, employees will expect effective and sensible planning, confident and effective decision-making, and regular, timely and complete communication. Also during these times of change, employees will perceive leadership as supportive, concerned and committed to their welfare, while at the same time recognizing that tough decisions need to be made. In specific terms a climate of trust between leader and the rest of the team needs to be inculcated in an organization. The existence of this trust brings hope...
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...“involved in leading in a manner that respects the rights and dignity of others,” (Watts 22), while maintaining justice and remaining humane in their actions and decisions. When a situation arises, an ethical leader will know the right course of action, “even if it is unpopular, unprofitable, or inconvenient,” (10 Ethical Leadership Characteristics, Attributes & Traits), and in doing so, they remain honest and fair. Trust is a two way street in all situations, especially in a supervisor, employee relationship. Trust begets trust and “ethical leaders understand that the first step to engendering trust is to extend it, not to inspect for it,” (Seidman), otherwise the rapport may be strained. By establishing this trust, employees will feel encouraged to work as a team. When working as a team, members are “rewarded for coming up with innovative ideas, and are encouraged to do what it takes to improve the way things are done,” (10 Ethical Leadership Characteristics, Attributes & Traits), which allows them to thrive in the workplace and empower them to do more in building their career....
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...Running head: CMR CMR Eva Stefferud Herzing University In order for this retailer to support its employees in their to build and sustain customer relations, it does need to start from top level down. The most important way in doing so is establishing communication with its employees. When communications is stablished and employees are confident in with the information that is provided to them, trust is then formed. According to Baslin & Reddin, (2004) “Trust is a powerful force that builds loyalty, increases credibility and supports effective communications. It gives you the benefit of the doubt in situations where you want to be heard, understood and believed. A workforce that trusts its leaders and really understands what is happening within the company will be more satisfied, more productive and better able to contribute ideas for improvement. Measuring progress, getting feedback after making the effort, you also want to know whether what you have done is working. Just as there is no end to improving quality, there is no end to building trust. This makes it necessary to combine ongoing, sporadic, short-term measurement activities with regular, long-term measurement. Once you gain the employees trust and buy in, the organization can move forward in building strong relationship with their customers. I believe that internal competitive work methodology can in fact insure the success of a CRM program. I believe that a company that has a strong leadership that...
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...WORKING WITH AND LEADING PEOPLE Contents Recruitment and selection strategies at TESCO 2 Build winning teams 3 The impact of leadership 4 Performance management 4 Conclusion: 6 References: 6 Recruitment and selection strategies at TESCO TESCO is an UK multinational retailer from Cheshunt, Hertforshire. It is considered to be the second biggest retailer in the world after the Wal-Mart giant (by profits) and the third in the world after the same Wal-Mart and Carrefour (by revenues). They operate in 14 countries around the world (from North America, Asia and Europe). A company of this size should always have a very well organized recruitment and selection strategy when it comes to employees and staff. And TESCO is indeed up to the standards. Their recruitment, selection and retention procedures are considered to be some of the best. A human resources manager will be responsible for the new staff of the organization. Of course, first step of the process would be to carefully analyse the jobs descriptions and make sure that only the appropriate candidates would be selected for a specific job. The process could be complex, depending on the specifications of the jobs requiring new staff. Analysing the applicants is usually done through looking at the application forms provided by all candidates. Of course, the information provided will point immediately in the right direction: the suitability of the applicants. Every question and answer from the application form...
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