– The manager relies on control; the leader inspires trust. Managers are organisers who focus on operations. His function is operational. Manager coordinates people and processes, the utilisation of human and material resources to achieve and organisation’s objectives. Managers of an organisation manage: themselves, people and relationships, policies and procedures, environments, financial and physical resources, information and technology, ideas, operations and processes.
If not how does it affect you organizational effectiveness? In general is it essential for the employees of the organization to know the strategic plan? Support reasons. What factors should be taken into account while developing a roadmap for a strategic plan? Give examples of external and internal change agents?
Also, the majority of the employees surveyed did not enjoy their assigned shift nor did they feel they were given the proper tools to perform their jobs effectively. Finally, the majority of the sample felt the company was not good at communicating effectively. All these would indicate reasons why the company would have such a high employee turnover rate. The survey was effective in determining why employees were leaving so frequently, enabling the company to develop new policies and procedures that will help increase employee morale and happiness which could lead to a reduced turnover
Organizational cultures also can be created and maintained by the organizations managers, leaders or supervisors. Organizational culture is a common understanding shared among a group of individuals, and a certain type of behavioral patters within the organization that causes employees to interact in a certain manner with one another. Citigroup’s organizational culture has an effect on employee’s performance level, productivity, customer services, and behavior. The current organizational culture of Citigroup mainly has been determined by what has been working in the past for the organization to remain successful. With Citigroup’s organizational culture it has guided employees toward the behaviors and attitudes that have put the company at risk.
External recruitment by means of applications and resumes may increase the chances of hiring an individual who does not perform well at the job. However, when employees contact a company on their own, there is an increased chance that the employee will perform better than an employee who has been recruited by college placement services or newspaper ads (Bohlander & Snell, 2007). Employees hired through employee referrals usually perform well at a job. Most employees are very cautious about recommending employees who may not perform well because they understand that it will make them look bad. One of the largest disadvantages of employee referrals is that there is an increased chance that a company may violate Equal Employment Opportunity laws and regulations (Bohlander & Snell, 2007).
Motivating Employees Without Breaking the Bank March 5, 2012 HCS 325 Motivating Employees Without Breaking the Bank As a manager, one of the most difficult situations to face is unmotivated employees because decreased employee motivation results in lowered production and quality, thus triggering a decrease in revenue that no organization wishes to face (Mossbarger and Eddington, 2003). To prevent this loss of revenue, a manager must know how to motivate the employees he or she supervises. Motivation comes in two main categories, financial motivation and non-financial motivation. This article will discuss three motivational methods managers may utilize to counteract an organization’s revenue losses through employee motivation, without said motivation causing the organization’s revenue to fall further into the deficit through salary increases, bonuses, and other high-cost motivational methods. The motivational methods this paper will explain are alternative work arrangements, positive reinforcement, and satisfier and hygiene factors (Lombardi and Schermerhorn, 2007).
This included conversations with fellow HR professionals as well as Managing Director of the company. Research into different techniques used at other organisations. 4. Findings 4.1 Organisational Factors The factors that affect an organisation’s approach to both attracting talent and recruitment selection are: Their wage structure The role that the organisation are recruiting for. Culture and Sector Business Objectives and Brand 4.2 Organisational Benefits The organisational benefits of attracting and retaining a diverse workforce are: Diverse workforce can help to understand broad range of customers.
Productive and Counterproductive Behaviors Paper By: Stephanie Wilcox Instructor: Sally D. Williams PHD. PSY/428 If this paper I will define productive behavior and counterproductive behavior, describe the impact that productive and counterproductive behaviors have on job performance and the overall performance of an organization and recommend strategies to increase productive behavior and decrease counterproductive behavior in organizations. Productive workplace behaviours is defined as any intentional behaviour on the part of an organization member viewed by the organization to be aimed at its legitimate interests. Productive workplace behaviors include such things as working effectively as a team player, such as making helpful comments during discussions, taking notes to organize efforts , exhibiting aggressive attention to detail, exhibiting constant and effective creative thinking and exhibiting leadership. In terms of time management, productive behaviour includes skillful time management skills.
There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction. So in this case some employees may feel resentment for having to put so much effort into making their customer happy. For instance, some Nordstrom employees may feel that it is too difficult to meet the needs of some of their customers. Employees are expected to go out of their way, even to work long hours or beyond their hours to meet their customers’ needs, but they do not get compensated for any overtime. The environment for this employee could be very stressful and cause them to not want to put much effort into sales.
14. Which of the following best describes a dynamic organization? A. Creating organizations that continually focus on the internal processes to achieve goals B. Building an organization by grouping jobs into work units and allocating resources C. Identifying business functions and mobilizing leaders D. Being flexible and responsive towards customer needs and the competitive environment Correct!