...Organizational Focus and Goals HRM/326 June 2, 2014 Tracey Durden Organizational Focus and Goals The Marine Corps is a large organization with roughly 150,000 individuals. That is why the Marine Corps called in CB Consulting. CB Consulting first identified the current focus and overarching goals. They then identified how their training needs relate to their overarching goals. The next item they researched was the effect of the organizations focus and goals on the type and amount of training, followed by how to prioritize training based on organizational needs and current focus. Lastly, CB Consulting explains why businesses must consider organizations overarching goals when prioritizing training. Current Focus and Overarching Goals The focus of the Marine Corps has not changed since its foundation in 1775. They are America’s expeditionary force in readiness and the nation’s first line of defense (Marines, 2014). As for the overarching goals, there are three: make Marines, win the nation’s battles, and develop quality citizens (Marines, 2014). Training Needs and Relation to Overarching Goals The training needs of the Marine Corps directed towards their overarching goals. The 13-weeks of basic training meets the goal of making Marines, whereas the 4 to 12-week combat training, as well as primary military occupational specialty schools focus on the win the nations battles goal. Finally, the many types of leadership training prepare Marines to take on the responsibility...
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...Organizational Focus and Goals HRM/326 July 14, 2014 Organizational Focus and Goals For any organization, training is the key to turning plans into results. The United States Army is no different in this aspect. This summary will discus the army’s struggle to balance their focus with the organization’s future goals in order to prioritize training. What is the organizations current focus? The current focus of the United States Army is to improve its ability to sustain stability operations at home and abroad. Currently the army finds itself facing fiscal challenges due to the worlds economic down turn in recent years. In spite of these challenges, the army must be able to maintain its readiness posture to be prepared for future conflicts, while simultaneously sustain stability operations in places around the world wear it is already conducting operations. What are the organization’s overarching goals? The overarching goal of the United States Army is to fight and win our nation’s wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict. What are the organization’s training needs? The United States Army’s training needs require multi-echelon, effective training, that addresses the organizations need to maintain its readiness posture while maintaining the stability it has currently achieved abroad, while using significantly less fiscal capital...
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...Organizational Focus and Goals Melodie Moore HRM/326 July 13, 2015 Professor Carol Jackett Organizational Focus and Goals Paper The organizational goals of a company focus on its long range operating objectives and overall business viewpoints that can afford employees the useful leadership that seeks to appease their managers. Every organization has different goals geared to different motivations that help to get employees where they need to be within the organization. In the Arlington Independent School District, the goal of their organization is to not only prepare children for graduation, but to provide a top of the line education as well. This paper will discuss the organization’s current focus and its overarching goals. It will also address its training needs and how they relate to the overarching goals. It will discuss the effect that the organization’s focus and goals have on prioritizing the type and amount of training. Lastly, it will ask to prioritize specific training needs based on the organization’s needs and current focus; and to consider the organization’s overarching goals when prioritizing training. Organization’s Current Focus and Overarching Goals Arlington Independent School District or AISD currently operates on a three-year strategic plan. Their current focus is “to empower and engage all students to be contributing, responsible citizens reaching their maximum potential through relevant, innovative and rigorous learning experiences” (Arlington...
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...company has a set of goals designed to lead the organization in a specific direction. To achieve these goals, managers should train employees to follow a specific path or set of rules that will lead to organizational effectiveness. The measurement of effectiveness is achieved through completion of the organization's goals. To understand organizational effectiveness in any setting, one must define it according to the goals of the organization. In a criminal justice environment, managers must apply various organizational effectiveness theories appropriately to measure the effectiveness of the department. Managers must also exert control to a certain degree in organizational settings to achieve maximum effectiveness. Once managers measure and achieve organizational effectiveness, success of the organization is almost certain. Organizational Effectiveness Defined Different definitions of organizational effectiveness exist, mainly because the effectiveness of an organization differs from company to company. Many people would define organizational effectiveness as the output or outcome of the organization and how it affects the desired results. For example, if an organization's goal is to increase sales profits, the organization may use various marketing techniques to bring in more customers to buy their product. If the result is more customers buying their product as intended, organizational effectiveness exists within this company because the goal of the organization...
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...A. Organization An organization is a consciously coordinated social entity with distinct boundaries which functions to achieve goals. It has an activity system linked to the external environment (it does not exist alone). An organization consists of people, things, knowledge and technologies. Modernists’ assumption of reality is objectivism and view organizations are real entities which exist in the objective world. Organizations are viewed as real entities driven by rationality to achieve efficiency and organizational objectives/goals. When organizations are well-managed, they are systems of decision and action driven by norms of rationality, efficiency and effectiveness for stated purposes. Similar to modernists, critical theorists’ ontology is also objectivism, and organizations are real entities which exist in the objective world. However, critical theorists view organizations as objects used by capitalists for the exploitation and alienation of workers and the environment. Symbolic interpretivists believe that reality is subjective, and only exists if we give meaning to it. As such, organizations are socially constructed realities which are constructed and reconstructed by their members through symbolically mediated interaction. Without its members giving meaning to it, an organization does not exist. Postmodernists suggest that reality is constructed through language and discourse. Organizations are ‘imagined’ entities whereby power and social arrangements are reinforced...
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...Management and Organizational Goals Assignment # 1 Performance Management and Organizational Goals HRM 538 Dr. Marie Germain Strayer University By Michele Deadwyler April 24, 2012 Introduction Performance Management (PM) consists of activities that ensure that organizational goals are being met in an effective and efficient manner. It can focus on the performance management of the organization, department, employee or even the processes to build products or services. Organizational goals consist of short and/or long term goals that the organization must meet to reach milestones necessary for the company to grow, expand, and function for business purposes. Together both performance management and organizational goals are tools that if used correctly can enhance the overall performance level of the organization. The remainder of this paper will discuss the concepts of performance management and organizational goals; develop an argument regarding the relationship between the two (2) concepts and rank the drivers of alignment and discuss which one presents the greatest challenge in your organization. Be sure to include discussion regarding the alignment factor(s) you identified as challenging. Discuss the concepts of performance management and organizational goals, develop an argument regarding the relationship between the two concepts. Performance management is the overall management of the performance of the organization. It is measured by the goals set by the organization...
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...4. CONTROLLING. PLANNING: Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Planning activity focuses on attaining goals. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term. ORGANIZING: Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Organizing is to create a mechanism to put plans into action. People within the organization are given work assignments that contribute to the company’s goals. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization. INFLUENCING: Influencing is also referred to as motivating,leading or directing.Influencing can be defined as guiding the activities of organization members in he direction that helps the organization move towards the fulfillment of the goals. The purpose of influencing is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task oriented work situations because people find the latter type distasteful. CONTROLLING: Controlling is the following roles...
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...Employee performance -vs- reward system GM591 Leadership and Organizational Behavior Professor Vicki Boone Chartis Insurance is a world leader in insurance who can trace their roots back 90 years when an American entrepreneur named C.V. Starr founded Chartis. What began as a small insurance business grew to become one of the world’s largest companies. Their fundamental strength lies in the 40,000 employees who service more than 70 million clients around the world. Chartis delivers commercial and personal insurance though hundreds of innovative products and services. Commercial Insurance’s products and services are provided to the full spectrum of enterprises from all around the world, from large, multinational, and mid-sized companies to small business, entrepreneurs, and non-profit organizations. Chartis Insurance serves commercial, institutional and individual customers through extensive property-casualty and life insurance networks. Chartis Insurance operates through five (four core and one non-core) divisions: life insurance and retirement services, general insurance, financial services, asset management, and other operations. By the end of 2007 Chartis Insurance had assets of approximately $1 trillion, $110 billion in annual revenues, 74 million customers and 116,000 employees in 130 countries and jurisdictions. (About Us) Within Chartis Insurance I am currently a Foreign Casualty Insurance Underwriter. I protect individuals and/or organizations from...
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... divisional, functional, and individual levels. 2. Which output performance standards (such as financial measures and organizational goals) do Managers use most often to evaluate performance at each level? Performance standards include financial measures (such as ratios), organizational goals, and Operating budgets. 3. Does the organization have a management by objectives system in place? If it does, Describe it. If it does not, speculate about why not. Management by objectives (MBO) is a system of evaluating subordinates by their ability to Achieve specific organizational goals or performance standards and to meet operating budgets. Without measuring whether goals or standards are met. A management by objectives system involves the following steps: • Specific goals and objectives are established at each level of the organization. • All levels of employees participate in the goal setting is a process. • Periodic reviews are made of progress toward meeting goals. 4. How important is behavior control in this organization? For example, how much of managers’ time is spent directly supervising employees? How formalized is the organization? Do employees receive a book of rules to instruct them about how to perform their jobs? Behavior control systems are used to enable managers to keep their subordinates on track and make their organizational structures work as they are designed to. Direct supervision issued when managers actively monitor and observe the behavior...
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...he must establish a set of guidelines to facilitate his efforts. This guide is a performance management plan. The performance management plan is a guide that will enable a high level of success and provides means to measure the effectiveness of business operation or employees. The performance management plan is a key component to the success of any organization usually established by the executive staff. In this case Mr. Stonefield and his business colleagues are at the executive level. They will outline key performance strategies, financial needs for operations, align goals and responsibilities for individuals in the company, and collect performance data from the different departments. The performance management plan is important as it can collect data and analyze the information against predetermined guidelines, goals, or objectives; usually specific to the task or function being reviewed. Individual goal and responsibilities will be the main focus to help create a sense of understanding for each employee on what they need to know to accomplish each day in their job function. Since Landslide Limousines is a new company, there are no set guidelines; therefore, we will establish measures to evaluate the performance of the employees and operation. (I recommend the company uses training sessions for educating...
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... Group and Team Formulations Modern day organizations collectively formulate a team approach to work actively in accomplishing a common task or objective in meeting a goal in which each individual is held accountable. Organizations look to uncover the lapse in group and team approaches and to facilitate a reaction in managing organizational goals in which the workforce restructures its self to maximize the gravity of assignments moving forward. In attaining this goal, organizations delve into developing a more collaborative and autonomous atmosphere in realizing success in his or her approach. In this paper the subject to explain is the differences between group and team formulations while examining the importance of workplace diversity in organizations and the role team dynamics possess in the workplace. Group Formulations A group is a collection of two or more people who work with one another regularly to achieve common goals (Schermerhorn, Hunt, and Osborn, 2008, p. 1). Members of a group interact on resourceful assignments and bring new ideas to the organization but seldom have personal relationships with other members. The lack of personal relationships within a group setting limits the influence a member has on others within that group. It is important to note...
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...organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives. * Management by Objectives (MBO) was first outlined by Peter Drucker in 1954 in his book 'The Practice of Management'. In the 90s, Peter Drucker himself decreased the significance of this organization management method, when he said: "It's just another tool. It is not the great cure for management inefficiency... Management by Objectives works if you know the objectives, 90% of the time you don't." Core Concepts of MBO * According to Drucker managers should "avoid the activity trap", get so involved in their day to day activities that they forget their main purpose or objective. Instead of just a few top-managers, all managers should: * participate in the strategic planning process, in order to improve the implement ability of the plan, and * Implement a range of performance systems, designed to help the organization stay on the right track. Managerial Focus * MBO managers focus on the result, not the activity. They delegate tasks by "negotiating a contract of goals" with their subordinates without dictating a detailed roadmap...
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...ACE INSTITUTE OF MANAGEMENT Affiliated to POKHARA UNIVERSITY CASE STUDY ON "Managing Motivation in a Difficult Economy" Prepared by Submitted to Raju Karki Shanker Raj Pandey Rama Satyal Ramesh KC Sandeep Amir Kansakar Sanjeev Shrestha THEORETICAL BACKGROUND Motivation is the process that accounts for an individual intensity, direction and persistence of efforts towards attaining a goal. It is the result of interaction between an individual and the situation. Motivated person says "Nothing is impossible” and put his best effort on the task assigned. The different organizational topics covered on the case are as follows:- a. Organizational Justice:- Organizational Justice is the overall perception of what is fair in the workplace. Disruptive Justice is the employee's perception of fairness of the amount and allocation of rewards among individuals. e.g. How much we get paid relative to what we think we should be paid? Similarly, Procedural Justice is the perceived fairness of the process used to determine the distribution of reward. For employees to see a process as a fair, they need to feel they have some control over the outcome and that they were given an adequate explanation about why the outcome occurred. Finally, Interactional Justice is an individual's perception of the degree to which she is treated with dignity, concern and respect. b. Diversity and Age:- Workforce diversity can be studied under two headings:- i. Surface...
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...ACE INSTITUTE OF MANAGEMENT Affiliated to POKHARA UNIVERSITY CASE STUDY ON "Managing Motivation in a Difficult Economy" Prepared by Submitted to Raju Karki Shanker Raj Pandey Rama Satyal Ramesh KC Sandeep Amir Kansakar Sanjeev Shrestha THEORETICAL BACKGROUND Motivation is the process that accounts for an individual intensity, direction and persistence of efforts towards attaining a goal. It is the result of interaction between an individual and the situation. Motivated person says "Nothing is impossible” and put his best effort on the task assigned. The different organizational topics covered on the case are as follows:- a. Organizational Justice:- Organizational Justice is the overall perception of what is fair in the workplace. Disruptive Justice is the employee's perception of fairness of the amount and allocation of rewards among individuals. e.g. How much we get paid relative to what we think we should be paid? Similarly, Procedural Justice is the perceived fairness of the process used to determine the distribution of reward. For employees to see a process as a fair, they need to feel they have some control over the outcome and that they were given an adequate explanation about why the outcome occurred. Finally, Interactional Justice is an individual's perception of the degree to which she is treated with dignity, concern and respect. b. Diversity and Age:- Workforce diversity can be studied under two headings:- i. Surface...
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...(University of Phoenix, 2008, p. 1). This new vision has not been realized yet and therefore, the Executive Vice President of Marketing and Sales has been released of his duties and was replaced by Janet Angelo as new Executive VP of Marketing and Sales. A number of reasons contribute to the fact that why the transformation of IIS was not successful and these reasons are (1) no clear communication about how the change should take place, (2) no explaining and reinforcing on why the change should take place, (3) resistance to the change of key personnel, and (4) the goals to achieve were not aligned with the new strategy. No clear communication has been identified by Kreitner and Kinicki (2004) as one of the main reasons why organizational change initiatives fail. The communication of organizational change and no explaining and reinforcing on why the change should take place are critical success factors for organizational change (University of Phoenix, 2008). The resistance to change of key personnel is the result of the different expectations the key personnel has about the outcome of the customer-intimacy model. The urgency of the change has not been communicated clearly and effectively....
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