Code of ethics: a. Integrity which establishes trust and thus provides the basis for reliance on their judgment. b. Objectivity which exhibit the highest level of professional objectivity in gathering, evaluating, and communicating information about the activity or process being examined. c. Confidentiality which auditors respect the value and ownership of information they receive and do not disclose information without appropriate authority unless there is a legal or professional obligation to do so. d. Competency which auditors apply the knowledge, skills, and experience needed in the performance of internal audit services Rules of conduct are: a.
Customer service is the rule, not the exception. b. The absence of defects is a given rather than a source of competitive advantage. 3. (TCO A) Describe the relationship between quality and personal values.
W. L. Gore & Associates – A Case Study Abstract One good way to gain the understanding of an organization is to examine its structure. Through this examination you can identify strengths and weaknesses within said structure and the organization as a whole. In this examination of W. L. Gore & Associates, it is noted that their structure is unique to say the very least. Their structure is far from a traditional organization’s structure. Many traditionalists feel that power, professional identity, visibility, and the facilitation of meaning-making processes are key factors in workplace productivity (Gluch, 2009).
Structural theories such as functionalism and Marxism are macro (large scale), and deterministic: they see society as a real thing existing over and above us, shaping our ideas and behaviour – individuals are like puppets, manipulated by society. Social action theorists use qualitative research methods to gather an in-depth understanding of human behaviour and the reasons behind such behaviour. This method investigates the why and how of decision making, not just what, where and when, for example, covert or overt participant observations and unstructured interviews. Structural approaches use methods that are scientific, as they want quantitative data (e.g. questionnaires and surveys).
Ben Lewis Leadership Styles Leadership, according to Ken Blanchard, is a process which requires leading a team of people and working alongside them in order to achieve specific goals. While the description is deceptively simple, the techniques used to attain the desired result can vary wildly depending on a number of factors and scenarios. These can range from the specific demands of the task, to time constraints, and personality types, of both the leader and team members. Recognising behavioural traits is important when evaluating leadership techniques because decisions and judgements are made by team members based on the personality and behaviour of the leader. There are a number of models that have been developed to analyse leadership styles and to help me explore my own, I am going to use Douglas McGregor’s “XY Theory”, Ken Blanchard’s “Situational Leadership” and John Adair’s “Action Centred Leadership.” Douglas McGregor – XY Theory X Y Autocratic Style Democratic style McGregor’s theory describes a continuum whereby “X” is at one end of a sliding scale and “Y” the other.
This paper uses concepts from the strategic design lens to identify the factors that have been facilitating and hindering the change process at Dynacorp. Overall, the company seems to have done a good job of analyzing its fit with the environment and crafting a strategy that is likely to be responsive to that environment. The strategic groupings seem well-suited to the strategic intent, positioning Dynacorp to be a geographically-focused, industry-specific organization that is organized to bring cross-functional talent to bear on the service as well as hardware needs of its customer. Dynacorp has failed, however, to give adequate attention to strategic linking processes, thus decreasing the chances for its organizational change effort to succeed. STRATEGIC DESIGN ANALYSIS The strategic design lens looks at an organization as an operation that has been “deliberately set up to achieve strategic goals…” (Ancona, Kochan, Scully, Van Maanen, & Westney, 1999: M-2, 10).
When it comes to organizational culture affects the way workers respond and react when positioned in ethical problems Organization’s culture can disclose the unwritten ethical standards that guide workers in their decision-making. Some companies can prevent unsafe ethical behavior by changing their organizational culture. Organizational culture is the study of the attitudes, beliefs and psychology within an organization. It not only includes how workers act together, but also how they connect with others outside of the organization. Ethical standards are the code of conduct required by the organization for workers to follow.
Organizational formats which allows you to combine simple, functional, and geographic, and matrix organizations. There are organizations with too many layers of management. You can simplify your organization by using a hybrid organizational structure to interject a chain of command that maximizes speed and proficiency, while adding extra management oversight where needed. For example, you may need a functional organizational structure for accounting or finance personnel to maintain checks and balances, and a geographic structure to provide support and product customization for different regions. In addition, hybrid organizational designs allow you to modify your organizations reporting and the needs of your company.
This frame is of the view that - people should have clear, well understood goals and different roles, -and relationships and coordination must exist between these goals and roles in order for an organization to be successful. Policies, linkages and lines of authority are well defined and it stresses that when an organization has the right structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles. It focuses on how work is organized, who does what with emphasis on policies and procedures. After schall had analyzes the situation, she is able to identify some major problems from the structural point of view. Prominent among these are: * A poor operating structure that is not adequate facilitate the successful day to day operations.
Durkheim pin points major points throughout this book such as “the Division of Labor,” changes in society, mechanical and organic solidarity, and the abnormal and normal norms in which our modern society is constructed around. The major topic that every idea Durkheim confronts deals with the Division of Labor. He states that it is a notion of specialized labor that’s function is to increase production. Its moral purpose, moral being the common rules that allows us to coexist together, to keep us from killing each other. Durkheim says that the means of the Division of Labor is preventing conflict and having more people live together harmoniously; another way of social organization.