...Organizational Behavior Larry Fulse AJS /534 October 5, 2015 Donald Savell The purposes of this paper to describe what I believe are important elements of organizational behavior and how these elements can challenge the effectiveness of a private security agency. “Organizational Behavior is the study and application of knowledge about how people, individuals, and group act in organizations. It does this by taking a system approach. That is it interprets people – organization relationships in terms of the whole person, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives” (Scribd, 2013). In the criminal justice system and private security agency establish important matter with an effective organizational behavior to operate their job duties correctly. In private security agency their ultimate objective and goals is to target organization to satisfy a customers, need, want, and demand in a successful matter. Private security have these combine elements to build framework or model to the company to organize and operate from. Manager in the company to help him or her on making decision, direct attitude of employees, allocating resources, perform range of activities, and replacing institution with systematic study. Private security agency manager and supervisor achieve his or her goals by communicating any human behavior work using common language...
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...Your Name: JEREMY SANDERS Chapter – Structuring Organizations for Today’s Challenges Instructions: Fill in the blanks and turn into Blackboard as indicated by the instructor. Please use full sentences in your answers and correct grammar. You will be providing definitions in the top portion of the document and answers to learning goals in the bottom portion. Word | Definition | Organizing | A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives. | Division of Labor | Determining what work needs to be done and then dividing up the tasks among the three of you. | Job specialization | Dividing tasks into smaller jobs. | Departmentalization | The process of setting up individual departments to do specialized tasks. | Organizational structure | Consists of devising a division of labor; setting up teams or departments to do specific task; and assigning responsibility and authority to people. It also includes allocating resources, assigning specific tasks, and establishing procedures for accomplishing the organizational objectives. | Economies of scale | The situation in which companies can reduce their production costs if they can purchase raw materials in bulk; the average cost of goods goes down as production levels increase. | Unity of command | Each worker is to report to one, and only one, boss. | Esprit...
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...break those individuals from those habits especially when that's all they know and have been ingrained with. According to Bremmer changes are necessary to be successful and organizational culture makes a difference. Organizational cultures impacts daily behavior and organizational behavior. In order to try and change an organizational culture you have to have a well sought out plan and not make such a dramatic change those employees will have a negative effect from it. I am currently in the Army and how Steven mentioned in his post every couple of months we have change of command and that sometimes can be either good or bad thing depending on how you perceived the type of command or how they handled situations. Just like in a regular organization the commanders have to start from scratch and figure out the best way to handle Soldiers and what their technique is going to be, that’s just like changing organizational culture, we get use to a specific way of completing tasks on a daily basis and the all of a sudden we have to change everything since we have someone new in charge and it can be challenging. Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10 ed.). New York, NY: McGraw-Hill. Bremer, M. (2010). Organizational culture: What is organizational culture and why does it...
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...Organizational Structure MGT/330 September 26, 2011 Tyler Allen Organizational Structure Organizational Structure is a way or method through use of hierarchy that a group, organization, business, people or objects, collaborate to achieve success on one common goal. There are three types of organizational structure; functional structure is specialized and grouped according to business functions and skills they require, divisional structure the divisional structure groups each organizational function into a division. Each division within a divisional structure contains all the necessary resources and functions within it, and the matrix structure which is a structure that groups employees by both function and product. Functional Structure Functional structure is the structure that Aldi’s grocery store uses. This company starts with operational manager who is the manager over a certain division which is broken down by states, the district manager is over a certain amount of stores in that city, the store managers the person in charge of that particular store, shift managers who are over the cashiers which are the employees. Once a month Aldi’s divisional manager has a meeting with all the district managers and store managers in his division. They discuss; insurance, sales, customer service, and store standards. Once the meeting has taken place the store managers will have a meeting with their employees to discuss changes or concerns that needs to be addressed. This structure...
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...1. To understand the organizational purposes of business at Action Technology Limited Action Technology Limited (ATL), a software development company, was promoted by its present managing director G. R Vikas almost hates bureaucracy and believes in the autonomy of people at the workplace. There are about 450 employees with the company. All the employees are free to come to office at their own convenient time. Similarly, they can leave the office at any time and can work up to any time including past midnight. The idea is that employees should work only at that time when he feels that he is the most productive. Workplace remains open for twenty-four hours. There are no set policies regarding various types of leave like sick leave, paid holidays, or any other leave. Vikas believes that fixing a fixed number of days or not a single day as sick leave. While hours of work and leave policies are quite flexible, employees frequently put in at least 50 hours of work and leave policies are quite flexible, employees frequently put in at least 50 hours of work. In addition, regardless of number of hours worked, every employee is required to be accessible via email, mobile phone, instant messaging, or laptop. Every employee sets his weekly and monthly production target in consultation with management. Every employee is given plenty of autonomy to achieve the target and his performance is measured in terms of this target. Those who are target achievers are performance is measured in...
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...Chapter 1: Organizations and Organization Theory Current Challenges of Organizations Globalization Markets, technologies, and organizations are becoming increasingly interconnected Ethics and social responsibility The list of execs and major corporations involved in financial and ethical scandals continues to grow Speed of responsiveness Globalization and advancing technology has accelerated the pace at which organizations in all industries must roll out new products and services to stay competitive The digital workplace In today’s workplace, many employees perform much of their work on computers and may work in virtual teams, connected electronically to colleagues around the world Diversity By 2050, it is estimated that 85% of entrants into the workforce will be women and people of colour What Is an Organization? Organizations: social entities that are goal-directed, are designed as deliberately structured and coordinated activity system, and are linked to the external environment Types of Organizations Multinational corporations Small, family-owned shops For-profit versus non-profit organizations Organizations exist to do the following: 1. Bring together resources to achieve desired goals and outcomes 2. Produce goods and services efficiently 3. Facilitate innovation 4. Use modern manufacturing and information technologies 5. Adapt to influence a changing environment 6. Create value for owners, customers, and employees 7. Accommodate ongoing...
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...Effective Communication Organizations that allow employees to work together without hierarchy and bureaucratic restrictions are known as boundaryless organizations. “These organizations are able to operate departments with the conception of the focus in the boundaryless form is on talent for task (Lombardi, Schermerhorn, & Kramer, 2007, p. 64).” These forms of boundaryless organizations are found within business strategic planning rather than health care strategic planning. On the other hand, more health care organizations are adopting boundaryless strategic planning due to the open communication processes needed for internal and external networking. Open communication is one of the most critical systems in a health care organization. Everyone should be able to interact together in open communication ranging from departmental meetings to one on one interaction. Formal communication systems are staff meetings and roundtable discussions. “These formal communication systems should be completed biweekly or monthly and should discuss department objectives, recent events, and organizational information (Lombardi, Schermerhorn, & Kramer, 2007, p. 97).” Non formal communication systems are one on one communication or simply walking around the department and speaking directly with employees. Agendas should be used when completing a staff meeting so topics are discussed thoroughly and participants are able to prepare appropriately. “In addition, agendas should be sent out timely for...
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...This is a good point to start the course because how successful a company depends on how it is organised and who is behind all this organisation. The head of a company can influence the rest of the staff through the way he/she works. However, we cannot say a company is really organised without these four points. At first, we have to talk about the planning, because how do you want to reach your goals if you are not even sure about what your objectives are? so, every manager needs to have their mind clear, concerning the future of the company. Then, it's necessary to set down all the steps to get the goals. The organizing is like I said at first, very important. It allows us to designate positions, I mean that it lets coordinate people into departments depending on the skills they have. The head should know that every area of the company is necessary and important as well. It must be worked by someone who is able to do it. We can misunderstand what leadership/leading is because nowadays, there are many people who try to lead by terrorizing his working team. Knowing the importance of leading like sharing a clear vision for organizational members to follow, also having your team motivated instead of worried and being the example of an employee, we can work together in harmony.At that time, the manager will be allowed to be called a leader. Finally, we have to evaluate the progress of the company area by area, it's very important to correct each mistake we could make...
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...that exists to help or maintain people’s ability to achieve something. Organizations are an integral part of society involving both public and private sectors and including charities and the voluntary sector. There are many different types of organizations that are set up to serve a number of purposes and to meet a variety of needs. But, It is important to understand the complexity of the organization and the changes necessary to move from the present to the future. Most organizations operate under conditions of constant change, and this raises the question of the frequency and timing of organizational change. Developing organizations can’t, without difficulty, change their formal structure frequently. There must be a significant change in contingency factors before an organization will respond. Changes in structure tend to lag behind situational change. Therefore, a degree of luck about whether at any moment in time there is a good fit between structure and prevailing contingency factors. (Mullins,2010,p600) But, in spite of the complexity and difficulty organization carries, successful organizations have figured out the best way to integrate and coordinate key internal and external elements. And they understand the importance of reviewing and redesigning their structures on an ongoing basis. (Mintzberg,2004) Grattan (2007) also suggests that you should build a model for your organization around the idea of “what causes high levels of trust and inspiration”. Because...
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...Management of organizations Question 1 Briefly state the purpose of the journal article. Organizational management is a common management style for modern small businesses. The organizational method allows managers to break down the entire operation of a department into several phases. Dividing operational functions into sections allows management to obtain a clear picture of what the goals of a department are and how to implement the goals most effectively. It also allows managers to respond rapidly to factors that affect the internal or external expectations of company. The individuals are well aware of their roles and responsibilities and know what they are supposed to do in the organization. Planning:Prepare an effective business plan. It is essential to decide on the future course of action to avoid confusions later on. Plan out how you intend to do things. Organizing refers to the judicious use of resources to achieve the best out of the employees. Prepare a monthly budget for smooth cash flow. Staffing:Poor organization management leads to unhappy employees who eventually create problems for themselves as well as the organization. Recruit the right talent for the organization. Leading:The managers or superiors must set clear targets for the team members. A leader must make sure his team members work in unison towards a common objective. He is the one who decides what would be right in a particular situation. Control:The superiors must be aware of what is happening...
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...smwjgddshudchsacqwertyuiopasdfghjklhyhfghjkl;xcvbnm, dfdewhcfqid cvugdvd vefvbfv dcvd v f dfvThe Capabilities of Market-Driven Organizations George S. Day, 1993 [93-123] View/Order Item >> Comments from members >> Understanding Market Orientation Considerable progress has been made in identifying market-driven organizations, understanding what they do, and measuring the bottom-line consequences. The next challenge is to better understand how this organizational orientation can be achieved and sustained. The emerging capabilities approach to strategic management offers a rich array of ways to design change programs that will enhance a market orientation. This approach seeks the sources of defensible competitive positions in the distinctive, difficult-to-imitate capabilities the organization has developed. Capabilities are complex bundles of skills and knowledge, exercised through organizational processes, that ensure the superior coordination of functional activities and enable the organization to continuously learn and improve. Examples of defining processes include such typical business activities as order fulfillment, new product development, and service delivery. Capabilities of Market-Driven Organizations Capabilities are embedded in the business's "outside-in" processes, which guide the creation and delivery of value in the organization. Two capabilities stand out as essential ingredients of a market orientation: Market Sensing. This capability enables the business...
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...business environment, workforce diversity is at the highest peak it has ever been. Companies are becoming more diverse to cope with globalization, business expansion, technology advancement and maintaining its competitiveness in the market. The purpose of this report is to understand the demographics and level and types of diversity of the workforce in the author’s organization. After which identify and describe the diversity management strategy that the organization employs, with the aims to eliminate issues and challenges of a diverse workforce and improve overall performance of the organization. 2. Demographic and Diversity of the workforce Singapore’s workforce is naturally diverse due to the multi-racial society. The changing demographic profile, the presence of more women and elderly in the workplace and globalization has also increased the workforce diversity. In almost every organization, the employees are from different backgrounds, age, gender, nationalities and religions. Robbins and Judge (2014) argued that it is these differences of each employee that framed the behavior and culture of each organization. According to Robbins and Judge (2014), there are typically two types of diversities: surface-level diversity and deep-level diversity. Surface-level diversity is the demographic and biographical characteristics differences which can be recognized easily. However, deep-level diversity is the differences in characteristics such as personality and value. These characteristics...
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...The Course Number 5 November 2015 Organizational Profile Exercise for Your Organization According to (Kondalkar, 112), organization profile is a basis for self-evaluation or self-assessment. It refers to the influences of how an organization operates; it is a snapshot of your group (Wilson, 387). In this paper, I will analyze some exercises that are related to the organizational profile. A). Organizational Profile P. 1 Organizational Description My organization is a privately owned corporation. I am the chief executive officer though I am assisted by other functional managers and shop floor staff in running this organization. A).ORGANIZATIONAL ENVIRONMENT 1. Product/ Service Offerings. My organization will be a soft drinks manufacturing company. Therefore, the main products I will offer will be soft drinks and purified water. The importance of these products is that I will be able to penetrate the market as they are fast moving goods. Again I will highly differentiate my products with strong branding to ensure they stand out from competing products. 2. Mission, Vision and Values. The mission of my organization is to provide efficient and perfect products that meet the industry’s standards and that meet customers’ expectations. The vision for my company is to be the leading organization in the world in producing high-quality soft drinks at affordable rates. The values for my organization are respect, professionalism, integrity, open-minded, efficient, and committed...
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...CASE STUDY : SALLY’S DILEMMA: MAKING TOUGH CHOICES IN COLLABORATIVE VISIONING 1. Based on the given case study, discuss the purpose and rationale behind the approach to a strategic vision development undertaken by St. Ambrose University. What are the potential opportunities and challenges to such an endeavour? A strong vision for an organization is essential as it can change a direction of company in a short and long run. Effective vision statement consists of core value which will indicate the purpose of existence of an organization. Without a proper communication to all the relevant parties, it will be difficult to make the vision an achievable reality. Communication breakdown can be a disaster as it will divert the direction and the purpose of the vision. Vision also sets the objective that need to be achieved in future, with the direction that has been set as target/goal. Most important is, to ensure that the progression and development of a vision is being monitored for a continuous improvement. Sally’s case study is a very good example of strategic vision development where St. Ambrose University have decided to align 3 main focus area in order to a have clearer direction in a long run to attract the stakeholders and promotes the culture, thus increases the reputation of the University. The focus areas identified are i) issues of declining enrolment of student in a year ii) to increase the reputation of the brand name...
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...beliefs, developed into policy for the company. The goal of the espoused values is to create standard of behavior for the company. The enacted values are norms exhibited by employees (Answers, 2013). If the espoused and enacted values are misaligned problems could occur within the organization. If the Nordstrom leadership does not live up to the espoused values of the organization, the employees become disassociated and will not work to their potential. Nordstrom Inc. has a strong communication and organizational behavior characteristic of the brand. A generation family business, Nordstrom has grown the company into 240 stores, in 31 states with 11 full line stores, 119 Nordstrom Racks, two Jeffery Boutiques, and Treasure & Bond. This paper will review Nordstrom’s mission and organizational behavior and the communication used in their continued success. Nordstrom does not have a mission however they do have a goal. Their number one goal is: to provide outstanding service every day, one customer at a time. Although the company is clearly a leader in the retail industry, they still contend that customer service is something that should be strived continually. Communication is important to any organization and fosters control, motivation, social interaction, emotional expression, and information. Nordstrom uses...
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