How might these three employees’ characteristics affect the performance of the organization? In my opinion it seems to me that the most common concern is the personality trait. All three of the employees have different personality traits; this will require a different means of communication from a manager. To look a bit deep, a manger must know his people and their capabilities, for instance placing people in the right job makes all the difference in the world and can greatly affect the organization performance in a positive or a negative way. For a better example, let look at employee number one from our employee questionnaire, in the case of Dontae, he has a introvert personality with strong individual skills in supply procurement.
Together, policies and procedures ensure that a point of view held by the governing body of an organization is translated into steps that result in an outcome compatible with that view. Policies and procedures, involve Legislations, which are protected by law. If law is violated, then prosecution procedures take place, it is a nonstop circle. Grievance- procedure Is a written complaint about work conditions, that doesn’t satisfy, upset worker. They can make a formal grievance complaint if they’ve tried solving a problem by talking to manager but they’re not satisfied.
During the course of the bidding process, it became evident that Mr. Larsen had an ulterior motive for selecting Mr. Allison. Mr. Larsen was accustomed to making unethical business decisions and wanted to select someone who could be easily managed and persuaded. This analysis identifies and discusses the technical, ethical, legal, contractual and project management issues Gary Allison faced as Project Manager of the Orion Shield Project. Mr. Allison’s inexperience became evident when he spent the majority of his time doing research rather than properly managing his resources. Cost overruns and delays with project milestones were the direct result of Mr. Larsen and Gary Allison’s inability to effectively manage the project.
Also there is much inefficiency due to lack of common and corporate wide policies and processes which have been identified as areas of improvement. The founders and leaders of Tanglewood realize that unless the company is able to address these issues, and very tightly couple the organizational culture as part of their operations, it would be tough for them to succeed in the new competitive scenario and also take advantage of the opportunities present in the market. The company also has to ensure that it is able to create a motivated and robust work environment with loyal employees, so that they do not go away to competition that would be soon entering the regions that Tanglewood has presence in. In order to
1. What are the problems in this scenario? I am sure that many of us have experienced tension and conflict in meetings. Sometimes it can be exciting and energizing, but it can also hurt the team's progress and morale. Role-playing takes place between the manager, programmer, and salesperson that act out roles to explore a particular scenario.
Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
And also the CEO of Elm he didn’t have the whole information about the problem. So I think all this factors it makes the issue, it’s not an easy ones. Because this kind of problems it can destroy any organization. B- The effectiveness of an organization depends in part on its organizational structure, the clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization. It also true that effective strategy deployment is dependent upon, and tends to shape, organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.
2. What challenges would there be in creating an effective cross-functional team? How would managers deal with these challenges? * Because the trainees are diverse; some are strangers, some are colleagues, and some are friends, it’s a challenge for the managers to breach this boundary. This can cause ineffective communication amongst all trainees.
Some of the reasons diversity training does not work well in organizations are outlined below. If your organization's initiative did not do as well as you expected, assess whether your training was affected by any of the following: Poor Timing. The training may have come at a time when employees were preoccupied with more urgent priorities. Stress, because of downsizing and the accompanying fear of job loss, increased workload, or a specific conflict or negotiation with a union might have been much more critical. During such periods, staff is usually functioning at the survival level on Maslow's hierarchy and diversity may not even be a blip on their radar screen, hence their irritation that time and resources are taken up with training.
The mindset of the GenXers were shaped by a shocked and unstable world economy, world violence, politics, and less than reputable businessmen and women who continued to control the direction of those appointed below them. The business world of today needs to focus on the needs and desires of its workers and see that their needs are met. The old world savvy manager will be stutter struck by the reactions and quick walking that will take place on the production floor should he try to apply the old tools of the trade. Mary Rau-Foster, in her article sums it up as she reflects on a passage in a book that she