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.
A corporation’s culture is comparable to a person’s personality. The culture supplies direction, meaning, and is the basis for action. The way that personality persuades the action of a person, the shared values and beliefs among a company’s members persuades the actions and opinions within the corporation (Pearce & Robinson, 2004, p. 345). Wells Fargo’s new strategy will have a positive effect on the leadership and culture of the company and the stakeholders. Employees enjoy being allowed to take risks because it makes them feel and believe like their opinion matter.
This also helps to ensures employees happiness and satisfaction, which can directly affect the productivity of the employees. Union bargaining provides equal and level ground for the employees, and an organization as well as the management, and HR, everyone wins, the organization achieve its strategic objectives and stay in compliance with the labor
2) Lack of clear or established boundaries in authority, responsibility and accountability in the role of General Manager from executive management down to Erik. Erik is making decisions, such as salary for new employees and tackling potential zoning problems, that are then questioned (or ignored) by headquarters, calling into question Erik's authority and undermining the success of the operation. 2. What are the underlying causes of these problems? 1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers.
tell us how we should be working. We can use them to think about the way we work and measure ourselves against them. 4. Describe how own values, belief systems and experiences may affect working practice (1.1.4) Value is how much you respect yourself as an individual. If you don't have any values or respect then the people at the work place won't respect you at all causing you or any person to feel uncomfortable and work won't get done because there is no confidence.
These people are capable of self-management and they work towards solutions and positive Impact. Power that comes from a formal position within an organization is called legitimate power. It is obtained through hard work and dedication. Subordinates most often comply with this type of power because they believe this type of power was earned. Reward power stems from the authority to bestow rewards on other people, such as pay increases and promotions.
These individuals are proficient in their old methods and felt that there is no need to change. Additionally, they did not have the required KSAs to learn the new system and the learning environment did not permit learning to occur resulting in resistance. In this case, peer support was the major cause of this resistance. The case mentions that the managers excluded Rick from informal discussion groups; this indicates that he was not accepted by most people. According to Blanchard & Thacker (2007), the effect of group dynamics can influence individual group members’ behavior and motivation.
The most important manager is tend to be a “self-made” bosses alike Oleg Shimanov. Such a managerial style involves distrust of the subordinate, vigilant supervision, intimidation and power hoarding. What is said to have remained is “tension at the top layers, and worry at the bottom”. On the other hand, one very positive reminiscence of the former style is that the employees are able to keep the outdated and decrepit machinery running, as well as to establish creative networks were necessary to meet quotas and ensure production. This is an interesting characteristic due to the fact that they are not at all committed and involved into the managerial process.
The separation into smaller tasks removes the freedom to be part of the entire process so he becomes ignorant to work performed by other divisions, repeating the same repetitive and monotonous task day in day out. He has no control over his work, instead finding the pace is dictated by machines, other labour divisions, or a superior in control of the overall process. Marx describes work as external to the worker where “he does not develop any free physical or mental energy, [t]he worker, therefore, is only himself when he does not work, and in his work he feels outside himself” (Marx, 1884). The lack of freedom leads to a worker being alienated from his sense of self and spirit. By removing all control over the methods a worker completes his task there is no requirement for creativity which takes away all individualism and conscious thought from the process.
Continuous excessive work load may affect both the physical and psychological health of personnel. It can be seen that moral principle in the workplace has a low priority in IMC. The importance of workplace safety and the human rights to work in a safe environment are neglected. The attitude of superiority plays an important role in the poor working condition. Proper safety guidelines are not given to the workers; even regulations are imposed to protect the workers, such as wearing respirators, they are not enforced and followed.