Paper for MGMT 541 – Organizational Behavior Objective: Develop an improved knowledge of Organizational Behavior Theory and an improved ability to relate Theory to an Organizational Situation. This improved knowledge and improved ability should emphasize a solutions oriented approach. Assignment: 1. Write an 8 page paper which identifies an Organizational Behavior Theory. Provide a brief explanation of the theory. 2. Identify a situation in an organization to which this Theory
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Growth with Recovery: Coming Back from Company Restructuring Changes From Recovery When economic times are tough the company has to look at measures to conserve costs. Over the years, a firm’s standard response to finding itself in financial difficulty was to reduce its workforce (Gandolfi, 2008). The effects of the worst recession since the Great Depression, hurt both big and small corporations, new and old, and in many different types of industries. Major industry sector that has been hit
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Downsizings such as these are also commonly called reorganizing, reengineering, restructuring, or rightsizing. Regardless of the label applied, however, downsizing essentially refers to layoffs that may or may not be accompanied by systematic restructuring programs, such as staff reductions, departmental consolidations, plant or office closings, or other forms of reducing payroll expenses. In essence, restructuring efforts attempt to increase the amount of work output relative to the amount of work
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1. Philips is an electronics company that focuses on a wide array of electronic related goods since its early beginnings with light-bulbs in 1892. However, the journey of being a leading consumer electronics company didn’t go without a few bumps on the road that leads it to its prominence. In relation to the question, Philips became the leading consumer electronics company in global terms due to its decisive attempt of organizational development. In order to be very competitive, strong research
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Organizational Restructuring | Organizations are human systems and their system structure includes the worldview, beliefs, and mental models of their leaders and members. Changing organizational behavior requires changing the belief system of its personnel. This process of changing beliefs is called learning. Effective learning requires clear, open communications throughout the organization. Organizational performance ultimately rests on human behavior and improving performance requires changing
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workforce. Three challenges are diversity, organizational restructuring and fewer entry-level employees. These challenges did not exist in the workforce of 50 years ago. In today's workforce, managers face both genders instead of one, different sexual orientations, different ethnicities, races, and religion. The American workforce of fifty years ago had more men and they were primarily Caucasian. The second challenge is organizational restructuring. Today there is a trend of mergers and acquisitions
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Manager’s Instituting downsizing change Corporate downsizing as a restructuring strategy has been around for many years. It was implemented primarily by companies experiencing difficult economic times ,However, since the downsizing has become a leading strategy of choice for a multitude of companies around the world. ..... Click the link for more information. Most downsizing intentions are immediate reduction of costs and increased levels of efficiency, productivity, profitability,
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rapid entrepreneurial growth. Despite some individual successes, however, change remains difficult to pull off, and few companies manage the process as well as they would like. Most of their initiatives (installing new technology, downsizing, restructuring, or trying to change corporate culture) have had low success rates. The brutal fact is that about 70% of all change initiatives fail (Beer, 2000). This paper will discuss the two change theories E and O. Final Exam Research shows that the reason
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detailed formal plan for the restructuring identifying at least: (i) the business or part of a business concerned; (ii) the principal locations affected; (iii) the location, function, and approximate number of employees who will be compensated for terminating their services; (iv) the expenditures that will be undertaken; and (v) when the plan will be implemented; and (b) has raised a valid expectation in those affected that it will carry out the restructuring by starting to implement that
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group created III. Systems affected: 1. Structural – moving OD to HR instead of an independent entity & establishment of Indra as the primary contact. 2. Psychosocial – build relationship between OD & the other departments. With suggested restructuring. Two members of OD group want to leave – may not be the best fit for those members. 3. Technical – appear to have technical knowledge that may benefit company – training programs. 4. Managerial – the management currently seems to be comfortable
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