With Citigroup’s organizational culture it has guided employees toward the behaviors and attitudes that have put the company at risk. The company must revert to what is important that is the customers and focus on the core values of the organizations, and the vision of the organization. To change Citigroup’s organizational culture there needs to be a shared responsibility among the leaders of the company, managers, and employees. By having a shared responsibility will make Citigroup’s organizational culture more effective and productive. Having shared responsibility will allow each employee to achieve or accomplish his or her full potential, and acting with the greatest level integrity when dealing with one another, and customers.
This paper will explain the difference between leadership and management, explain characteristics of an effective leader, and last illustrate views of leadership. The term leadership and management are assuming to be the same. However, there are noticeable differences between the two. Leaders guide their employees to success and maintain an open communication within their unit. Leaders seem to instill a sense of significance in the workforce by giving employees the power of their vision and values (Kilbort, 2004).
Balanced Scorecard Organizations and upper-management often use a Strengths, Weaknesses, Opportunities, Threats, and Trends (SWOTT) analysis model to concentrate on the company’s competitive advantages, their possibilities, evaluate how to improve susceptibilities, and avoid coercion. Organizations depend on SWOTT analysis to remain successful in their industries. For a business to be successful and sustain their performance, the entity is obligated by their external environment to generate strategic objectives and constantly evaluate its vision and mission. Organizations must reflect on their mission and vision frequently to assess each for validity, consistency, and making sure the objectives are components useful to the desired vision. Businesses require a tool to measure the execution of objectives.
The organizational behavior model is a study on how individuals, groups, and structure interact with each other and the impacts they pose. The focus of this model is how certain actions or situations affect each of the three steps and how they all interweave with each other. It is important for organization to focus on this because it helps them better plan their management of the employees, what polices can be practiced and how they can control the growth of the business by utilizing all their
The plan recommended by Team D was created by determining the formal and informal structures within Riordan and how these affect employee behavior. By identifying the most effective and appropriate structures and the effects on an employee’s behavior, the virtual organizational structure was chosen to support the changes. Features of Riordan’s culture and the potential influences of culture on the employee’s behavior were also factored in as well as any possible source of resistance the employees may have. Team D determined that an open communication strategy should be put in place to aid in carrying out of the new system, which will also assist in the evaluation of success or failure. Team D has also suggested that managers meet on a weekly basis with employees to go over data as well as collect assessments, pinpointing problem areas and to make any necessary changes if needed to be successful.
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
| Communication | Clear expectations lesson the likelihood of misunderstandings. Open communication building trust and repor. | Some employees are apt to abuse an “open-door” policy. | Training and Development Programs | Gives Employees the skills and knowledge needed to do the job correctly and to act the way they are expected to in the corporate setting. | Employees may before you can take advantage of your investment in them.
www.businessdictionary.com. If we accept this definition to be true in its entirety, then it is also necessary to understand that motivation can be diverse just as people are diverse and that motivation can change within a person depending on their day to day situation. Professor Edwin A. Locke, American Psychologist and pioneer of the Goal-Setting Theory proposes that intentions to work toward a goal are a major source of motivation. The detailed concept conveys that specific goals give an employee a clear understanding of what is the task at hand and how much effort needs to be expended. (Robbins & Judge, pg
Absolute Power and Corruption Laticia Brown ABS 415: Leadership and Ethics in a Changing World Instructor: Pinkerton October 09, 2012 Introduction "Power is defined as the ability to get someone to do something you want done or the ability to make things happen in the way you want them to." (Schermerhorn, Hunt, & Osborn, 2005). Within an organization, managers derive power from various sources such as through the use of manipulation or coerciveness. Power gives an individual access to control his/her subordinate; the employee believes the manager has the authority and thus will obey. However, some leaders will attain power at the expense of morality.
* Have the ‘right person’ at the ‘right time’, with the ‘right skills and capabilities’ in the ‘right place’. * Good planning acts as a form of control and increases the likelihood of positive staffing outcomes. * Planning is also important to be able to anticipate changes in the internal and external business environment. Staffing The process of planning, acquiring, deploying and retaing a workforce Determain whp will work for the organisation and what their employees will do Enables an organisation to execute its business strategy, which for most organisationg lies with their people Step 1 job design – concerned with how th\asts that are to be performed are combined to form the job Step 2 job analysis – job analysis is a process of collecting and analysing detailed information about tasts, content and responsibilities of