...Moreover, organizational role theory (Kahn et al. 1964) proposes that employees’ understanding of the brand adds to the development of their emotional attachment to the brand. Providing brand knowledge thus exerts a positive influence on brand commitment (King and Grace 2008, 2010). As a result, role ambiguity is diminished and this increases the employee’s commitment to the organization (Jones et al. 2003). Moreover, knowledge dissemination among the staff leads to a unified operational response to that knowledge, which brings with it a higher level of performance (Fugate et al. 2009). The dissemination of new knowledge in areas that will carry the organization to a more successful level can include novel ideas, approaches, and techniques....
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...Organizational Psychology The organizational psychology, developed from the human relations movement in the organizations, shows more interest in the employee than the industrial psychology, which focuses on understanding the behavior and the welfare of employees. Organizational topics include employee attitudes, behavior, work-related stress, and monitoring techniques (What is organizational Psychology, 2009). However, the main subjects of the area of the psychology organizational should not be categorized as strictly industrial or organizational. For example, the motivation is important for industrial psychology in relation to efficiency and the performance of employees, but is also very important for the organizational psychology, the happiness and welfare of employees. The organizational psychology can be improved with contributions from marketing and with techniques as a result of the search for a better quality. A couple of cases of this kind are market research studies and the creation of clubs of consumers or users who helps to know the factors and facilitate the retention of brands and products in the minds of consumers as well as his loyalty to them (Steve M Jex, Thomas W Britt, 2008). Without a doubt, the importance of organizational psychology allows to understand the human phenomena within the organization in its relations with the rest of the organizational system. Role of the Organizational Psychologist Psychologists must study human behavior within...
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...Role in Organizational Change Anthony Borge (A00504187) Walden University Introduction Certain attributes held in navigating change can allow for a smoother transition and a better outlook for the organization. Most people do the same old thing but in superficially tweaked ways and will fall short of effective transformational learning when faced with change (Coutu, 2002). The ability to channel the skills and characteristics to ensure a well-planned and effective transition in the organization is a requirement for today’s managers and administrators. As humans, we are not perfect and therefore do not adapt to change as effectively as needed. Patience, confidence, communication, initiative, vision, planning, and stress management are a few proficiencies that are necessary if organizational change is to take place. The resolve of the individual can overcome the barriers of the organization during times of transition. Skills and Dispositions When navigating through the processes of change, a clear vision and sense of urgency are required. By communicating the vision and planning a strategy, a leader can direct others towards a common goal. If there is a clear sense of what needs to be done and how to do it then it will be easier for everyone affected by the change to accept any future implications. Learning and the change that comes with it is a complex process that is more often a source of frustration than achievement for groups and for...
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...together, aligning them, and enabling the agency to function as an integrated system. Up until now, dialogue of leadership in general focuses on a leader’s role in ongoing processes of an agency. An ever more vital role for a leader in an organization is that of a change. We will now confer the particulars of transformation of leadership, with particular importance of organizational change and creating a culture of high-performance managers. Necessities and strains for organizational change are derived from what originates from the agency’s environment, staff, clients, and often from its own leaders, are so widespread as to be considered a constant of human service administration. Influences within the organization such as low morale, fatigue, inadequate management skills, and high turnover can also present change opportunities. Program redesign, agency reorganization, developing program evaluation systems, enhancing diversity, and altering an outdated or dysfunctional organizational ethos can all be done more successfully using planned change processes. Best leadership for Angel Wings of Love Since the field of human services is continuously evolving the worker must be able to adapt to change in the area of human services. The paper will explore the common methods of organizational change that a manager or staff member(s) may utilize to improve daily operations or responsiveness. The ascension of hierarchy in human service organizations...
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...ABSTRACT Evidence is presented to support that organizational performance can be enhanced through ethical leadership. An ethical corporate culture has been associated with trust, commitment to quality, customer satisfaction, employee commitment, and financial performance. There is an opportunity for managers to take a proactive approach to incorporating ethical concerns into strategic planning. In addition, there has been public policy support for top management to be responsible for organizational ethics. Academic researchers can assist by investigating the relationship between ethical leadership and organizational performance variables. The Role of Ethical Leadership in Organizational Performance There is increasing support that it is good business for an organization to be ethical and that ethical cultures emerge from strong leadership. The rewards to organizations supporting ethical cultures include increased efficiency in daily operations and decision making, employee commitment, product quality improvements, customer loyalty, and improved financial performance (Ferrell, Maignan, and Loe 1999). Three different approaches are used by companies to implement ethics initiatives. Through compliance an organization can use internal controls to gain ethical conformity. Organizations may use ethics in public relations to enhance their reputation and gain extra media attention. A third, more committed approach involves using a value-based philosophy...
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...THE ROLE OF LEADERSHIP IN ORGANIZATIONAL CHANGE Introduction In the recent past, the global business environment has become turbulent characterized by a number of rapid changes. Senior and Swailes (2010) posit that “there is a relationship between the level of environmental turbulence and forces for change”. This has placed hyper-competitive demands for organizational change where organizational leaders are faced with the experience and challenge of whether they have an option when it comes to change (Boston 2000). However; despite the importance for organizational change, Durant (1999) notes that 60% - 70% of all organizational change projects fail with tremendous cost implications to the organizations in resources, time, money, etc. This has given rise to growing concerns at this time when change has become a norm in the life of organizations as a strategy for competitiveness and sustainability in response to the business environment (Connor et al 2003). Durant (1999) posits that one of main reasons for failed organizational change projects is linked to the role of leaders in organizational change. It is no doubt that organizational change involves complex and challenging change processes; thus, the imperative role of leadership been noted as key in addressing the complex and challenging issues of organizational change (Kennedy 2000). Senior & Fleming (2006) in discussing the role of leadership in organizational change posits organizational leader...
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...The Role of Leadership in Shaping Organizational Culture Douglas E. Kronk Walden University Abstract Leadership’s role in shaping a healthy organizational climate has many facets. Both leadership and organizational culture are difficult concepts to define, as many researchers have chosen to define each in various ways. For the purposes of this paper, I examine leadership as a process that guides both leaders and followers to a common goal, that being a shared culture that binds the members together in a healthy and productive climate. I present several leadership factors that play an important role in shaping a healthy organizational culture. The Role of Leadership in Shaping Organizational Culture One of the most critical roles of a leader is to create and maintain a healthy culture in his or her organization. This needs to happen at all levels of an organization, so the responsibility rests with all levels of leadership, from the most senior executives down to the first line supervisor. Culture represents the organization’s personality and has a critical influence on both employee satisfaction and organizational success. While every organization has a culture, it is often misunderstood by the members of the organization due to various interpretations between departments or divisions, both laterally and hierarchically. While some variation may be necessary to meet business demands in larger organizations, it is important for all organizations, both large...
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...The Role of Leadership in Shaping Organizational Culture Paetha Michele Thompson Walden University The Role of Leadership in Shaping Organizational Culture Organizational culture is viewed as the “glue” that holds companies together or the foundation the company is built on. According to Schneider, Ehrhart, and Macey (2013) they stated, organizational culture may be defined as “the shared basic assumptions, values, and beliefs that characterize a setting and are taught to newcomers as the proper way to think and feel, communicated by the myths and stories people tell about how the organization came to be the way it is as it solved problems associated with external adaptation and internal integration” (p. 362). To further define, BusinessDictionary.com (2015) defined organizational culture as, “the values and behaviors that contribute to the unique social and psychological environment of an organization”. Leaders must have the ability to establish a culture in which the company is respected in society, and it is through the use of leadership the culture of the organization is passed to employees and the customers it serves. Diversity is another important factor of culture as having a diverse group allows for a variety of ideas to ensure innovation. Kapoor (2011) found it difficult to provide a clear definition of diversity, however she made clear the importance of remembering the cultural context of the organization and the society within which the organization exists to...
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...Seven-Social Behaviour and Organizational Processes What is a Group? * Group- two or more people interacting interdependently to achieve a common goal * Interacting * suggest who is in and who isn’t in the group * need not to meet face to face or verbal communication ie. Telecommute * interdependence * group members rely on each other to accomplish goals all groups have 1 or more goals * Importance of group membership * Group tremendous influence on us * social mechanism by which we acquire many beliefs, values, attitudes and behaviours * provide a context in which we are able to exert influence on others * Formal work groups-group that organizations establish to facilitate the achievement of organizational goals * Intentionally designed to channel individual effort in an appropriate direction * Most common formal groups: a manager and employees who report to manager ie. Production manager, supervisor (who report to manager) * Hierarchy of most organizations is a series of formal interlocked work groups * Task forces-temporary groups that meet to achieve particular goals or to solve particular problems ie suggesting productivity improvements * Committees- permanent groups that handle recurrent assignments outside the usual work group structures * Informal groups- groups that emerge naturally in response to the common interests of organizational members * Seldom...
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...Graduate Studies Division Case #7 ROLE FUNCTIONS Statement of the Problem PCSO The lateral transfer of an employee from a Technical Department to one of clerical was a challenge. The job item is technical in nature but the assigned work was more of monitoring, consolidating and organizing of vital documents. Having been used to doing system procedures in the computer with paperless works for more than a decade was a complete turnaround when transferred to a new division, who caters to numerous papers for processing. The transfer was a result of organizational change, but there were no proper turnover of the assignment. Stacks of contracts were piling up, no proper data was given, no specific function and job responsibility, in totality everything is unclear. However, the main function is to organize and consolidate, match data with the branches’ data under Visayas, which is the role the management expected the employee to fulfill and perform. There is however a confusing part as to what and where to start. In addition, another workload was given by the Branch Head to generate technical reports needed by the Visayas branches and head office Manila, which is supposed to be the main corresponding function of the employee in relation to his position. But because of the abundant pending contracts to be processed with so little time to organize, a conflict of which should be prioritize is a problem. It is a choice between the job assignment assigned by the Office of...
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...ROLE ANALYSIS: SOME DEFINITIONS WHAT IS A ROLE? A Role is defined as the “position an individual occupies in a organization, and is identified by the functions and activities he/she performs, in response to the “expectations” of “significant members” in the organization and organizational requirements. WHO IS A ROLE OCCUPANT? The individual who occupies that role is called the Role Occupant. WHO ARE ROLE SET MEMBERS? “Significant members” are those members with whom the Role Occupant has a direct relationship with, which leads them to have certain expectations from the Role Occupant. These ‘significant members’ are called the Role Set members. HOW DOES ROLE ANALYSIS HELP? The process of analyzing the role is termed as a Role Analysis exercise. In a Role Analysis exercise, the role being analyzed is called the Focal Role. A Role Analysis exercise reduces role ambiguity, role conflicts, individual stress and general dissatisfaction from the Role Set members. WHAT ARE KEY RESPONSIBILITIES? KRs are broad group of activities that reflect the main contribution of the Role to the organization and its members. It is more developmental and value added in nature, and spans a long-term horizon. It is therefore defined by what the person can do, based on his/her own assessment as well as those of role set members, who feel the role occupant can perform, with support and training. WHAT ARE ROUTINE RESPONSIBILITIES? RRs are those activities, mainly of a maintenance type...
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...characterized by the independence of its members. B) A group typically lacks definite roles and structures. C) A group influences our emotional reactions. D) An informal gathering cannot be considered a group. E) The membership of a group does not affect how its members treat outsiders. E2) Which of the following is true regarding formal groups? A) They are natural formations that arise in response to the need for social contact. B) They lack clearly defined structures and roles for their members. C) They have negligible impact on employee performance and behavior. D) A group of people who come together to protest against a new law make up a formal group. E) They are marked by stipulated behaviors in pursuit of organizational goals. D3) An informal group is characterized by the ________. A) stipulation of expected behaviors by the organization B) predetermined designation of tasks of members C) pursuit of particular organizational goals D) fulfillment of the need for social contact E) creation of timelines and rationale E4) Which of the following differentiates between formal and informal groups? A) The timeline of reference for formal groups is greater than that for informal groups. B) The impact of formal groups on organizational performance is less than that of informal groups. C) Formal groups pursue the goal of social contact, while informal groups have definite organizational goals to attain. D) Formal groups are typically smaller in size when compared...
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...42XX: Leadership and Change Management Professor: XXXXX College: XXXX Date: XXXXX Main Problems One of the problems with this scenario is the on-going conflict between Richard Leeman, Public Relations Chief over the chemical division, and Donna Olson, Public Relations Chief over the mechanical division. Gene Robertson, Public Relations Director for the Western Area Regional Office, has had to review seven cases in the past six months where Richard and Donna have been at odds with one another. As long as they continue to have problems working cohesively together, the issues will have an impact on the entire company. Richard and Donna, though they may be very talented in their respective roles, are a weakness in the strength of the company as a whole. If allowed to continue, the problems between the two will filter through the respective departments individually and collectively when there is a need to interact. Another problem deals with Gene. As the director over Richard and Donna, he has allowed problems to continue. With seven reported issues over the past six months, and now the current problem at the public relations dinner, Gene is not doing his job as an effective leader to fix a problem that could cause long-term damage to the organization as a whole. If the problems with setting up for the event had been visible to the guests, the effects could have had a negative impact on the company’s future business relationships...
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...outstanding performance from the average. It also involves identifying key competencies required by a team at a lower level and by the organization as a whole to achieve desired results. Competency mapping generally involves examining two areas i.e. emotional intelligence and other individual strengths like decision making, team work, performing under pressure etc. Steps in Competency mapping 1) Role Competencies To start at the basic level we need to understand and define role and role competencies mean a set of competencies required to perform a given role, each competency further has a skill set. a) Identification of Role Competencies i) Structure & list of roles. ii) Definition of roles. iii) Job description. iv) Competency requirement. b) Structure and List Roles: i) Organizational structure study and examination. ii) List of all the roles in the structure. iii) Identify redundant and overlapping roles. iv) Final list of roles. c) Definition of Roles i) Identify key process areas of the role (KPA). ii) Link the KPAs with dept and organisational roles. iii) Position the role in perspective with that of others. d) Job Description i) List down all the tasks. ii) Categorize activities...
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...a variety of physical, mental, and emotional signs and symptoms signaling the onset of burnout. The physical symptoms may include feelings of depletion and exhaustion without underlying illness, lowered immune responses, and increased episodes of headaches and minor illnesses. Emotionally the provider may have feelings of hopelessness and helplessness, poor self-efficacy and self-image, and overall pessimism that were not present before. James (2008) reports 6 main individual, cultural, organizational, supervisory and social support factors that set service providers on the course for burnout: role ambiguity, role conflict, role overload, inconsequentiality, isolation, and autonomy. Providers, supervisors, and organizations may create role ambiguity by not clearly establishing the providers’ rights, responsibilities, procedures, goals, status, and accountability measures. Cultural expectations may blur these lines for individuals, as well. Cultural and moral upbringing may also cause role conflicts when the expectations of supervisors, organizations, or society conflict with the provider’s values and ethics. When providers have excessive service demands in the areas of quality and quantity placed on them by supervisors, organizations, society, or themselves burnout is inevitable. The provision of human services provides few opportunities for measuring and applauding the successes of providers. Providers experience inconsequentiality when they perceive their contributions...
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