Free Essay

Organization Analysis

In: Other Topics

Submitted By alexgara
Words 3294
Pages 14
POSSRATIONALITY Water is essential in our everyday life. It is a necessity which must be supplied to each one accordingly. Manila Water Company Incorporation is one of the suppliers of water in Metro Manila being such; it is relevant to study, furthermore to analyze the process on how the company renders service to its customers.

VISION/PHILOSOPHY * The entire organization is dedicated to observing the highest standards of corporate governance in order to serve the best interests of the investing public. The board of directors, management, employees and shareholders of Manila Water believe that sound and effective leadership is fundamental to the company’s continued success and stability. These principles and practices enable the company to create and sustain increased value for all its shareholders. * To become a leader in the provision of water, wastewater, and other environmental services which will empower people, protect the environment, and enhance sustainable development.

These include Integrity of the person, dignity of work, pride in excellence, concern for others and commitment to national development. * Integrity and Primacy of Persons We are a company of professionals whose unique roles and individual contributions towards corporate goals provide us with concrete opportunities to develop character and purpose in personal lives.

* Dignity of Work Our Company engenders in us a sense of pride and satisfaction in the fruits of our talents and efforts, which we place at Manila Water’s service, as part of a dynamic and well-knit team.

* Pride in Excellence We strive for excellence because turning out the highest quality products and services is the most fitting tribute to our customers and to society at large, to our company, to our colleagues and to ourselves.

* Concern for Others We support “people” and “non-government” organizations which link needs with resources in the unending work of social development.

* Commitment to National Development Manila Water places a premium on loyalty, not only in our relationships and responsibilities, but also to our roots which are the social and civic ground that has nourished and strengthened our enterprise. We purposely translate our commitment to national development into corporate vision and business venture
Organization’s Background
The water distribution network in Metro Manila before 1997 was in bad shape. There were numerous unregistered connections tapped to the city's aging mainlines. Water supply for the growing metropolis was spotty – only a few areas actually experienced 24-hour access to water. And leaks were all over the place.
This situation prompted the Philippine government to enact the National Water Crisis Act in 1995, designed to address the burgeoning population's need for improved water services.
The pragmatic solution was to turn over operation of the network to the private sector. Thus, under a 25-year concession agreement that started in August 1997, the Ayala-led Manila Water Company became the agent and contractor of the government-owned Metropolitan Waterworks and Sewerage System for Metro Manila’s East Zone. The concession agreement also granted Manila Water exclusive rights to the use of land and facilities for the production, treatment and distribution of water, as well as rights to operate the sewerage system.
The East Zone is home to some five million people. It comprises the cities of Makati, Pasig, Mandaluyong, Marikina, most parts of Quezon City, some parts of Manila, and the municipalities of San Juan, Taguig, and Pateros. It also covers cities and municipalities in the Rizal province further east of Metro Manila.

Transformation Process
Taking on the rehabilitation of a largely dilapidated network was a tremendous task. The first five years were far from smooth sailing as the company was besieged with both internal and external challenges. These problems included a currency crisis in 1997, the El Niño phenomenon in 1998, an arduous arbitration process a little after that, and a myriad of political uncertainties on the national front that increased regulatory pressure on the company.
To ensure the survival of Manila Water, the company's management realized that the process of transformation must begin internally - through its people.
Almost 90 percent of Manila Water's workforce is composed of former MWSS employees. They were a key driving force that brought success to the privatization endeavor. With proper training and motivation, the company was able to bring out the best from its employees whose talent and skills had been honed through many years of dedicated service to the MWSS, and now, to Manila Water.
Empowerment was a crucial element in the transformation. While the top management provided general policies and strategic directions, mid-level managers were given a free hand to plan and implement changes in their respective territories. Skilled workers were transformed into knowledge workers. Cross-functional teams called "clusters" were formed in order to assist the management in formulating key policies and decisions as it focused on certain corporate issues.

Today, Manila Water stands proud as a shining example of a successful public-private sector partnership. Among its most notable achievements since 1997 are as follows: * Reduction in water losses (non-revenue water) from 63% to 23.9% as of December 2007 * Increase in the number of customers by two million, so that the total population served exceeds five million * Increase in the percentage of customers enjoying 24-hour water availability from 26% in 1997 to 99% as of end 2007 * Increase in the volume of water delivered to customers from 440 million liters to over 1 billion liters per day by December 2007 * 100 percent compliance with water quality standards * Increase in the number of "Water for the Poor" Program beneficiaries from 1 million people in 2006 to 1.3 million in 2007 * Growth of capital investments from 17.5 to 23 billion (Current figure to be provided by Client) * Reaching a net income of P2.42 billion for 2007

STRATEGY-BASED PROGRAMS * Tubig Para sa Barangay (Water for Local Communities) benefiting 1.5 million people * GPOBA Programs 53,000 people benefited from GPOBA * Kabuhayan Para sa Barangay (Livelihood Program) P24 Million worth of jobs generated * Other Lingap (We Care) Projects benefiting one million people

CUSTOMIZED ENVIRONMENTAL PROGRAMS * Finalized the Company’s carbon footprint * Started climate change awareness campaignswith employees as the main audience * Trained selected Facility Managers onSustainable Consumption and Production

Manila Water has successfully completed the rehabilitation of the wastewater treatment plant located in Magallañes (south of Makati City), which processes up to 40 million liters of wastewater per day. It has also constructed 31 package sewage treatment plants all over Metro Manila and continues to offer free desludging services to customers in its territory as part of its community service.
All these were achieved through massive capital investments totaling P27 billion to date. Over the years, more than 1,300 kilometers of new pipelines have been laid out in various areas to improve service delivery and minimize water losses. Most of the existing pipelines in the system are scheduled to be replaced in various stages.
One of the company's most notable achievements is its remarkable financial performance. 2001 was the first year that the company was able to turn in a favorable net profit. In 2003, the company doubled its net income to P1.2 billion compared to the previous year's P558 million. Its financial record allowed the company to secure favorable financing terms from international financial institutions such as the DEG (German Development Bank) and the International Finance Corporation.
The company maintained a steady growth in 2008, with its net income registering at P2.78 billion.

Manila Water provides water services to more than 1 million households in the East Concession area through more than 680,000 water service connections and 51,000 sewer service connections. More significantly, of the more than five million people connected to the water network, 1.5 million people or about 230,000 households belong to the low-income communities.
At Manila Water, we do our best to provide our customers with service that is business-like in its efficiency, yet personal in its delivery. We have adopted a decentralized structure that enables us to be more in touch with our customers, giving us the opportunity to identify and address individual needs faster and better.

Manila Water makes raw water potable through its water treatment plants. This potable water is then delivered to customers through a distribution system made up of a network of pipes and pumping stations. Afterwards, the water used by customers is treated in the company’s wastewater treatment plants before being discharged to rivers and other water bodies.

When the Philippine government awarded Manila Water a 25-year concession contract in 1997, the existing government-owned utility, MWSS, provided water to only about 60 percent of households in its service area, home to 5 million people. The poor (about 40 percent of the population) were disproportionately underserved. Service was characterized by low water pressure and intermittent supply. MWSS had the highest rate of water loss among major cities in Asia. Twothirds of the water it produced was lost because of leaks or illegal tapping. Studies showed that Manila would soon face serious water-supply shortages if nothing was done to correct operational inefficiency and years of insufficient investment. Manila Water also faced significant external challenges to its operational performance, including the Asian financial crisis of 1997 and a severe drought caused by El Niño in 1998.


2008 is also a significant year for Manila Water’s environmental initiatives. This year marked the establishment of the Environmental Management System (EMS) for four of the Company’s facilities chosen for the pilot project. The EMS helped the facility owners identify the environmental gaps in their operations, and formulate specific action plans to address such gaps, which include chemical optimization as well as power and fuel efficiency.
Other projects related to the Climate Change program include the watershed management initiative in partnership with Bantay Kalikasan, a non-government organization committed to environmental protection. The Company is also focusing on the reforestation of the heavily denuded Ipo Dam watershed, while completing the reforestation of the La Mesa Watershed.
For the wastewater program, Manila Water has started its cleanup of the Marikina, Pasig and San Juan rivers via the introduction of combined sewer-drainage systems.
Manila Water’s Waste–to–Energy program is likewise nearing completion. A plant is currently being constructed within the Magallanes Wastewater Treatment Plant compound, and once the facility is operational, it will harness methane gas emitted during the sewage treatment process and convert the same to electricity. The power to be generated is expected to be sufficient to run the entire plant.
In 2008, the UP Sewage Treatment Plant was chosen for the implementation of the first ever treated wastewater effluent reuse system and started providing four million liters per day of recycled water to the UP-Ayala Land Techno Hub located adjacent to the facility. The gray water is being used for flushing toilets and watering the lawns of the park, thus making more water available for drinking purposes.
Forming alliances with government and NGOs to protect upstream water resources, Manila Water is involved in reforestation efforts and livelihood programs for illegal residents, whose presence in the watershed area historically has contributed to erosion and pollution, threatening the raw water supply.
The company also launched a pilot program to use sludge from wastewater treatment plants to reclaim soil in areas rendered no arable by ash from the eruption of Mount Pinatubo.

Manila Water will: * Develop and implement a Carbon Management Plan. * Continue to improve efficiency in energy consumption and increase use of energy from sustainable sources (e.g. set up waste-to-energy projects at wastewater plants). * Consider the impact of climate change in our operations - medium and long term - and put in place mitigating measures (e.g. New Water Resources). * Continue to plant trees to protect watersheds in order to combat the effects of Global Warming.

One of Manila Water’s new corporate values is customer service, exemplified by its monthly “customer care day.” Each month every employee, from CEO Antonio “Tony” Aquino to the meter readers and leak repair crewmen, “walk the line” by going house to house to visit customers. Employees assess firsthand how the company’s services affect customers, particularly those living in informal settlements. This interaction with customers, increases employees’ knowledge, enriches their work experience, and builds customer loyalty and goodwill. Manila Water’s engagement of employees and customers, along with efficient operational management, earns it an impressive track record of service and profitability.

Five years after the winning bids to privatize Manila’s water promised to effectively cut Manila water tariffs in half, increase connections to provide for millions of thirsty residents, improve infrastructure to the tune of $7.5 billion, and reduce non-revenue water (water lost as a result of leakage and illegal connections) by 32 percent to save the city $4 billion over 25 years, privatization in the Philippines has proven to be an unmitigated disaster.
In 1997, the World Bank and the Asian Development Bank succeeded in sponsoring the privatization of Metro Manila’s water and sewage system, granting two 25 year concession contracts to two different groups. At the time, only 75 percent of Manila’s 11 million residents had household water connections, and the public enterprise, Metropolitan Waterworks and Sewage Systems (MWSS), was hugely inefficient, corrupt, and unpopular. The system was in disarray, and Filipinos were eager for improvement of water service by any means. As only the International Financial Institutions were capable of funding the development of the water sector, a policy of privatization was aggressively pushed and instituted. The winning privatization scheme split Manila’s water sector into two sections. The western part of the city was given over to Maynilad Water, owned by a subsidiary of the huge French water corporation Suez and by the oligarchic Philippine Lopez family. The eastern part of the city was contracted to Manila Water, owned by the notorious American corporate giant Bechtel and the oligarchic Philippine Ayala family.
Initial reports of the privatization were favorable. Service improved, connections increased, and tariffs dropped. However, many pundits took issue with the calculations and contexts which produced these conclusions. The private companies used a formula which multiplied one connection by 9.2 (a number created by a French consultancy firm during contract negotiations) to estimate service coverage. MWSS responded that such claims were exaggerated and did not correspond to established census figures.
In December 2002, after being denied permission to raise rates (the only denial after several approvals), Maynilad pulled out of it privatization contract. Far from bringing about the efficiency promised by privatization experts and advocates, Maynilad’s operations proved extraordinarily inefficient. The private company agreed to exorbitant consultancy fees and payments for firms associated with the Lopez family and the Suez corporation, severely under-spent on infrastructure, ignored regulators, failed to absorb financial obligations from MWSS, and misrepresented the impact of the Asian financial crisis on their loan financing. Rather than express contrition to the water consumers that Maynilad had abandoned or just run for cover, the company turned around and promptly sued the Philippine government for over $300 million.

TECHNOLOGY When Manila Water took over the operations of the state-owned Metropolitan Waterworks and Sewerage System (MWSS) in the Metro Manila's East Zone in 1997, the water network system was poorly managed and very inefficient. The network had deteriorated lines, illegal connections were widespread, and nonrevenue water (NRW) was at a high 63%. Manila Water realized early on that the effective management of NRW is crucial to the goal of serving more people. Less water losses meant more water to be supplied to more people. The product of this realization is Manila Water's multipronged NRW reduction strategy. Chart 1: Manila Water executed major capital programs amounting to P19 billion to replace and rehabilitate over 1,440 km of pipelines | Manila Water also realized that an efficient supply and pressure management system, as well as a massive pipe replacement program, are necessary to address the high NRW level they inherited upon taking over the system. Old asbestos cement pipes, and galvanized iron and cast iron pipes, which were prone to leaks and breakage, were replaced. The structure of primary water lines was also strengthened to eliminate further losses, starting in areas with high occurrences of leaks and pipe bursts, and areas prone to dirty water incidences. Since 1997, Manila Water has invested a total of PhP19 billion to rehabilitate and replace over 1,440 kilometers of pipes.
In 2004, the concept of "Zero NRW DMAs" was introduced. A zero NRW DMA means that the DMA registers very minimal water losses. Major pipe-laying and pipe-replacement activities were done in priority DMAs. Furthermore, isolation and control valves were installed to make the areas easier to manage and monitor. Manila Water currently has 507 zero NRW DMAs, and the company is doing its best so that its NRW level comes at par with the more efficient cities in Asia. Manila Water also recognized that having a centralized system, with 97% of treated water delivered to customers through an intricate network of pipelines, is prone to risks and can compromise the system's efficiency. Decentralization of the distribution system began realigning existing water mainlines. Other programs which contributed to the significant drop in NRW include * Cleaning up and closing all abandoned service pipes and mainlines * Replacing and reconditioning defective and inaccurate water meters * Rehabilitating old and rusted service pipes * Installing Pressure Reducing Valves to adjust water pressure and prevent pipe bursts

1. The Manila Water’s workforce composed of the former MWSS employees w/c brought success to the privatization endeavor.
2. Manila Water does their best to provide their customers with service that is business – like its efficiency, yet personal in its delivery.
3. Manila Water rises from low standards or quality service. They grew as time pas. They are not getting tired giving more service for their client.
4. Manila Water supplies sanitize water to its customers.
5. Manila Water provides clean water as well as takes care of its environment.

1. Having lack of supplies to other places because of the leaks and illegal toppings.
2. Insufficient programmed water level.

1. The Manila Water attained great notable achievements since the transformation began. These make them crow of and gained suitable confidence.
2. Through massive capital investments over the years, service delivery were improved and water loses was minimized.
3. Forming alliances with government and NGO’s and being involved in reforestation efforts and livelihood programs for illegal residents.
4. The company’s financial record allowed it to secure favorable financing terms from international financial institutions.
5. Establishment of the Environmental Management system helped the facility owners identify the environmental gaps in their operations and formulate specific action plans.
1. Severe drought caused by El Niño.
2. The company was besieged with both internal and external challenges – a tremendous task that brought pressure and challenge to it.
3. Flood can contaminate pipelines.
4. Earthquake or some calamities can destroy service pipes.

NEW MISSION We the company and the staff will maintain the quality service. We will also improve these quality services to meet the satisfaction of our customers without damaging our environment.

1. Promote cooperation with our stakeholders.
2. Improve the quality of life in the communities we serve by supplying them safe and clean water.
3. Revitalize the economy by being a strong partner in nation-building.
4. Campaign for the conservation of our natural resources.
5. Develop service lines for clean water and safe from calamities.

Similar Documents

Premium Essay

Organization and Management Analysis

...Organization and Management Analysis By Bianca Andrews Course: HCS/514 March 23, 2014 Professor Samantha Bame Introduction Most, if not all, companies are made up of organizations. As an organization, it consists of people who are structured and managed with a specific purpose. That purpose is to create and achieve one or more specific goals as a whole. The people within the organization all play a different role that helps to meet the goals that are set for them individually and as a whole. Each organization’s practices come from various theories that help to explain their structure, behavior, and function of these organizations. These theories consist of classical, neo-classical, and modern. Organizational Theories Classical Organization Theory The classical organizational theory was created back in the twentieth century during the beginning of the Industrial Revolution. The classical theory was created from the ideas of Frederick Taylor and Max Weber. They were the ones to establish the foundation of the classical theory. This theory focuses on bringing together scientific management, bureaucratic and administrative theory. These theories focus on putting production first and the workers second (Broad, 2009). Frederick Taylor went more for the scientific management approach. This approach is one that looks more and what can increase productivity based on what is needed. It did not take into consideration how the workers felt about their work and......

Words: 1464 - Pages: 6

Premium Essay

Mintzberg's Organizational Organization Analysis

...3.1.4 ORGANISATIONAL ARRANGEMENT From Mintzberg (1983, p.152) analysis, organizations are composed of five configurations and each configuration has six components.  Operating Core: These are employees who execute the work related to the organization products and services.  Strategic Apex: Top-Management workers (Coordinating Directors) responsible for the management of the organization.  Middle Line: Directors who link the strategic apex with the operating core.  Techno structure: Analyst who design, plan, change or train the operating core.  Support Staff: Experts who provide support to the organization outsides of the operating core’s activities.  Ideology: The practices and beliefs that make the organization unique. There...

Words: 1982 - Pages: 8

Premium Essay

Analysis of Barriers When Transforming to a Learning Organization

...very prevalent in the world of management and organizations today. Organizations in the 21st century have little choice but to adapt to the rapid pace of change or face the risk of extinction (Jamali, Khoury and Sahyoun, 2006). With the continuous changes and advancements in technology, the pervasiveness of globalization and uncertainty and volatility within the global markets; it is essential that organizations create structures that are sustainable and successful. Eloquently put by Peter Senge “the basic meaning of a learning organization is an organization that is continually expanding its capacity to create its future” (1990). From the basic definition of a learning organization one is able to understand the overall positive image and outcomes it provides for organizations, however what reduces the amount of learning organizations within society today, are the numerous obstacles and barriers they face. Specifically barriers, barriers to learning occur as the result of managerial efforts to implement this new ideology, which is not accepted or understood by employees or management itself (Steiner, 1998). This report will delve into the barriers organizations face during the transformation process in becoming a learning organization emphasizing: the five learning disciplines, the inconsistency and shortcomings of learning concepts, the lack of effective leadership and resistance to change management strategies within the organization. Peter Senge is an American systems......

Words: 1430 - Pages: 6

Free Essay

Discussing the Role of Organization Analysis, Person Analysis, and Task Analysis in Needs Assessment

...Discussing the role of organization analysis, person analysis, and task analysis in Needs Assessment Needs assessment helps determine whether training is necessary. There are often pressure points that may suggest that training is necessary. A needs assessment usually involves organizational analysis, person analysis, and task analysis. Needs assessment answers three questions: Organization – What is the context in which training will occur? Person – Who needs training? Task – What subjects should the training cover? Organizational analysis involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities. The nature of the modern business environment makes training important. Rapid change requires that employees continually learn new skills. Growing reliance on teamwork creates a demand for the ability to solve problems in teams, an ability that often requires formal training. Support of Managers and Peers—the key factors to success are a positive attitude among peers and managers about participation in training activities, willingness to provide information to trainees about how they can apply what they learned, and the availability of opportunities for the trainees to apply what they learned. Person analysis: a process of determining individuals’ needs and readiness for training. It involves answering three questions: Do performance......

Words: 474 - Pages: 2

Premium Essay

Analysis of Group Behavior in Organizations- Nursing Homes

...regular changes where residents and workers come and go, equipment are modernized frequently; staffs adopt new ways of delivering better care, and new regulations are introduced. Nursing home organization are home-based health care and social services, by formal and informal caregivers using appropriate technology within a balanced and affordable continuum of care (Mitchell, 1989). Thus, to improve the performance of nursing home organization means adapting to changes and learning the new ways of service delivery as a team and as an organization. In response to interest of nursing home in a research focusing on the group behavior of their organization, it is appropriate to develop a survey on patient safety. Patient safety becomes a critical component of home-based health care quality. As nursing home organizations continue to work towards improvement of their services, there is a need to recognize the importance of establishing a safety culture. Achieving the safety culture requires an understanding of the values and what is important to the organization, as well as appropriate attitude and behavior related to patient safety. A safety culture is a product of group values and patterns of behavior determining their commitment to an organization’s management of health and safety. Analysis of group behavior is widely concerned with the behavior of people at the workplace. Group behavior variations frequently changes in the frequency or form of what individual do or what they say...

Words: 2172 - Pages: 9

Premium Essay

Human Service Organization and Analysis

...Structures and Processes Summary Team A selected three organizations to analyze and understand their organizational structures and processes, and also to compare and contrast their similarities and differences. The organizations selected include the Red Cross, Arizona Child Protective Services, and Native Connections. Each organization will be examined for their organizational structure and whether the organization is governmental, private, for-profit, or nonprofit. The paper will analyze the departments, divisions, or specific areas of program delivery and how the organization builds community. How building community affects the value of the organization will also be discussed. The organizational culture will be examined and why the culture is important to the organization. The Blake and McCanse’s Leadership Grid and Hersey and Blanchard’s Situational Leadership Model will be related to the each organization’s human relations model. A relevant strategic plan or organizational chart for each organization will be examined and a summary will be given of the differences between the national, state, and county or local human service organizations selected. Organizational Structure Organizational structure defines how the organization is arranged and operates (Lewis, Packard, Lewis, 2007). The Red Cross is structured in a combination of centralized and decentralized forms. The Red Cross is a large, international organization with chapters around the world (“American......

Words: 2257 - Pages: 10

Free Essay

An Analysis of the Impact of the Business Environment on Two Organizations

...Introduction (P1) STO State Trading Organization (STO) was established in early 1960’s. When they first start the organization the only resource available was tuna. At that time the development of the country was slow so there is no banking system, no available funds for major investments and no commercial industries as well. After some days in 1994 a fully-funded business was set-up by the government which is named “Athireemaafannu Trading Agency (ATA)”. Their main aim was to provide essential food items to the nation. 9th June 1979 is the day which ATA became STO with so much improvements. After that they kept growing and growing. Now the organization is a highly appreciated company which almost sells all the items. STO can be considered as the best organization in the retail industry in Maldives. STO is a very huge organizations which all the board of directors are set by the government. This is a partnership business. They have 6 subsidiaries in Maldives. At first this organization was a fully government organization but now this organization is partly government and partly managed by an individual. Their main purpose is to enriching lives through expansion and accessibility. Which means letting people purchase their goods freely and openly. They have a very huge shop in male’. And the customer service of the organization is very good. Which is why most of the people select STO as their best place to buy their goods. The organization give a very special focus on......

Words: 1997 - Pages: 8

Premium Essay

Organization Analysis

...Write a 1,400- to 2,100- word paper in which you complete the following: o        State the primary reasons for the organization’s existence from an analysis of the mission, vision, values, and goals.  Jacob   o        Analyze the reason for the type of organizational structure employed by the organization, and identify the key positions that support that organizational structure.   o        Identify and explain the steps of the collaboration process among the functional areas that needs to be employed to achieve organizational goals, and prepare an action plan to implement the collaboration process.   o        Identify and provide an example of the use of lateral collaboration and vertical collaboration within the organization, and prepare an action plan to use lateral and vertical collaboration.  Nick   o        Identify the key stakeholders and their roles needed to achieve the organizational goals, and recommend the collaborative interactions among the key stakeholders to facilitate the organization’s success. Organization Analysis Kudler Fine Foods was founded by Kathy Kudler. She was an executive living a fast paced life which required extensive travel and put her under a lot of stress, which had finally started to take its toll. Kathy enjoyed cooking gourmet meals to ease the stress of her busy lifestyle; the idea for Kudler Fine Foods grew from this passion. When......

Words: 1265 - Pages: 6

Free Essay

Organization Analysis

...| 2015 | | [Analyzing Organization] | | Contents Introduction: 2 What is Organizational Behavior? 3 Paradigms 3 Functionalist paradigm 4 Interpretive paradigm 4 Radical humanist paradigm 4 Methodology of data gathering 5 Background information about the organization: 5 Analyzing data with literature review 6 Definition of Culture and Culture in McDonald 6 McDonald's development in China 7 Relating Schein’s model with McDonald 8 Levels of culture: 8 Artefacts: 8 Values: 9 Basic assumptions: 10 Conclusion: 10 References: 12 Introduction: An organization or company can be defined as the developed social elements by the humans in order to serve some kind of purpose. Generally the organization is consisting of an individual or a group of people purposely systemized or organized to achieve a common and an overall goal or set of goals. Usually organizations range in size from one person to thousands. Almost every organization has a structure of management  that regulates relationships between the members and different activities and authority , responsibilities and assigning role to carry out different tasks within and outside of organization. An Organization is social arrangements for achieving controlled performance in pursuit of collective goals (According to Buchanan & Huczynski (1997). There are many vital aspects to keep in consideration about the goal of the business organization. These features are categorical......

Words: 3201 - Pages: 13

Premium Essay

Organization Analysis

...Tyco-ADT is a worldwide supplier of electronic security/fire alarm, communication and building management systems. Tyco-ADT has branch offices in 50 different countries, with over 62,000 permanent employees worldwide and another 32,000 contractors. That number is expected to Grow as Tyco ADT is currently in the middle of a breaking itself down into three different companies (Tyco Integrated Systems, ADT LLC, and Tyco Fire and Security) in an attempt to earn more value. They have recently bout out its main competitor Brinks Home Securities who were operating under the name of Broadview to make this split more successful in terms of providing customers with the products and service they have come to expect from Tyco-ADT. Tyco-ADT has numerous human resources challenges that they are now currently facing and will continue to deal with in the future. The fist being of those challenges deals with the current split in to three companies. Human Resource managers have to work effectively with directors and managers to place people in equally balanced work teams as to ensure that the duties are being met and that the teams put together have a vast range of diversity as to not single out any one group of people (Matthews, 1998). They will also need to handle the stress of employees due to the uncertainty of what will happen with the new team members, and how that plays into the stability of their careers (Matthews, 1998). Tyco ADT human resources managers, especially during the......

Words: 1279 - Pages: 6

Premium Essay

Organization Analysis

...factory" BBC, Tuesday, 22 April 2008 <> * P&G. "2011 Annual Report." P&G. N.p., n.d. Web. 15 Oct. 2012. <>. * P&G. "Purpose & People." P& N.p., n.d. Web. 16 Oct. 2012. <>. * P&G. "2012 Annual Report." P& N.p., n.d. Web. 15 Oct. 2012. <>. * Richardson, Tim. "Mission Statements." N.p., n.d. Web. 15 Oct. 2012. <>. * TERIF Analysis for...

Words: 588 - Pages: 3

Premium Essay

Culture Analysis of an Organization

...AN ANALYSIS OF THE CULTURE OF AN ORGANIZATION The Student’s Name The Name of the Class Professor The Name of the University The city and State where it is Located The Date Contents 1.0 Background to the Organization...........................................................................................4 2.0 Theoretical Framework.........................................................................................................5 3.0 Discussion of Central Topic..................................................................................................8 4.0 Conclusions and Recommendations.....................................................................................13 References..................................................................................................................................14 List of Figures Fig: 2.0 Diagrammatic representations of Hofstede’s cultural dimensions...............................7 AN ANALYSIS OF THE CULTURE OF AN ORGANIZATION 1.0 Background to the Organization Organization culture is a predominant aspect of an organization’s internal environment Azhar (2003). Culture, to some extent, influences performance and efficiency in an organization Rousseau (2000). Every organization has its unique culture that differs from that of other corporate Schein (2004). For purposes of this report I chose IKEA group, I will conduct an in-depth analysis of its culture using the......

Words: 2964 - Pages: 12

Premium Essay

Organization Culture Analysis

...Organization Culture Analysis Elizabeth Keenan BUS610: Organizational Behavior (MOC1451B) Shawna Wentlandt December 22, 2014 Observable artifacts, espoused values, and enacted values analysis discovers a great measure of units to the look which unite to establish total organizational culture. It mentions the broad culture inside a company or organization, and is frequently as well related to for corporate culture (Gimenez-Espin, Jiménez-Jiménez, & Martínez-Costa, 2013). Organizational cultures is the arrangement of the set of beliefs, values, and norms, conjoined with symbols as adopted consequences and personalities, that symbolizes the specific role of an organization, and allows the circumstance for process within them and through them. In this assignment, I will be discuss an organizational culture analysis of observable artifacts, espoused values, and enacted values of my past or present employment. The observable artifacts of a culture are the visible organization linked on them. It consisted of symbolic representation, observances, philology, and interpersonal specs which characterized a sort of living that admits captions, stories, and jargon. Stories are one method of channelizing cultural artifacts through explicating dichotomies, equations, bias and ancient issues. They produce individuality, form firm structures, and apply a feel of belonging (Baack, 2012). Two striking illustrations of observable artifacts that ascend Birch Tree Nursing Home in......

Words: 726 - Pages: 3

Free Essay

Organization Strategical Analysis

...Organizational Theory and Readiness for Change Assignment II: Force Field Analysis Denisha Hightower Morgan State University SOWK 608.185 Professor Sandra Austin The Human Service agency that will be described in this paper will identify the organizational issue, pin point a solution, strategize how to implement the solution and lastly determine how to assess if there was a change in the issue. This paper will also provide an analysis chart on the organization’s Strengths, Weaknesses, Opportunities and Threats (SWOT) and an appendix of both the SWOT analysis and an Organizational chart will be provided. The agency that was selected to be analyzed is a public governmental agency which was established in 1975 to aide families and persons who experience financial hardships and need assistance in obtaining basic necessities such as food and shelter to become self-sufficient. The organization also administers federally funded programs to aid individuals in obtaining medical assistance, financial stability through Family Investment Services and Nutritional needs through a food funding program. The organization further delegates other state programs for homeless people, child and adult protection and investigation, as well as programs extended for women victims of domestic violence. The organization’s mission is to aid and pursue those who are struggling economically, provide preventative services and protect defenseless children and adults. The organization’s......

Words: 3730 - Pages: 15

Free Essay

Analysis of Personal and Organizational Ethics and Values Between for-Profit and Not-for-Profit Organizations

...Analysis of Personal and Organizational Ethics and Values between For-Profit and Not-for-Profit Organizations Monte Mutu PHI 445 – Personal & Organizational Ethics J. R. Ewing July 21, 2003 Our personal needs are meet by our human desires to generate a profit or seek assistance in managing profit. Even though both the Not-for-Profit and For-Profit organizations benefit our social economy by providing financial assistance to various social classes, both types of profit organizations must continue to uphold and maintain their values and standards at the highest level possible. Both profit organizations also have a responsibility to its customer base to live up to their actions simply by recognizing their purpose, owning up to their faults and conducting business in a professional and ethical manner. Lets take a look at the two types of profit organizations, the Navy and Marine Corps Relief Society and the Pepsi-Cola Company Inc. The Navy and Marine Corps Relief society is a non-profit organization headquartered in Arlington, Virginia. The Navy and Marine Corps Relief Society has approximately eighty-five branch offices located throughout the United States and eleven countries worldwide with a staff of 169 personnel, over 3,700 volunteers and over 50 nurses combined working diligently to provide assistance at moments notice. The Navy and Marine Corps Relief Society provides financial assistance and education to service members of the United States Navy, the Marine...

Words: 3504 - Pages: 15