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! The correct answer is: D. A dynamic organization is, “flexible and adaptive, particularly in response to competitive threats and customer needs” (Bateman & Snell, 2011, p.16). 15. For today’s managers, the organizing function requires a higher focus on which of the following? A.
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.
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.
In today’s market climate, companies have had to increase their consciousness as to what really matters. The market is demanding more and more that organizations account for the interests of not just shareholders but all stakeholders. Team members, shareholders, customers, vendors, the environment and society’s interests must be in the forefront of consideration of all companies wishing to stay relevant in today’s market and workforce environment. This in more than just the right thing to do, it is an operational imperative that offers significant ROI to a business’ bottom-line. Companies must view themselves as part of an ecosystem; one entity in an interdependent interconnected environment.
Employee Portfolio Management Plan Summary In organizational behavior, personality traits play the biggest key role. Why? Because the behavior of the people and how they think greatly influences organizational performance, these three things thinking, feelings and behavior, which by the way are personal, affects many aspects of the workplace. If we look a bit closer we find that people's personalities persuade their behavior in some groups, along with their attitudes, and the manner in which they make decisions. Organizational skills hugely affect the people actions and reactions to different situations that happen during work.
Ethics Paper Nivea E. Martinez University of Phoenix MGT/498 Strategic Management February 23rd, 2015 Professor Jose Figueroa-Rodriguez Ethics Paper The role of ethics and social responsibility in developing a strategic plan is fundamental and they both play an important role in the planning process. Stakeholders who are represented by customers, suppliers, employees as well as anyone who is affected by the business activities are important and management needs to review and discuss any strategic decisions as they will impact all of them. Most stakeholders usually have voting power to influence the financial and social impact within a company. Socially responsible business must equally treat their stakeholders and should take into consideration the social and environmental impact of all unplanned and planned activities. In order for management members to make better decision making, they must provide the necessary information as honestly and transparent as possible to assist the team with the
You are responsible for setting work and development objectives for your team and for monitoring performance and achieving business results. Task 1: Explain why it is important for individual and team objectives to link into overall organisational objectives and, use a practical example to demonstrate how this is achieved. Identify the factors you need to take into account when agreeing objectives for your department or work area and when agreeing objectives with individual team members. Given that objectives link together and often overlap, there is a need to agree individual and collective responsibilities for the part everyone will play in their achievement. Identify how you would organise the agreement of responsibilities with team members and colleagues, using examples where possible, and acknowledge the potential pitfalls when this is not done well.
The aim is to critically evaluate different approaches to performance management and how they meet organisation requirements. This paper will introduce concept of reward, motivation and appraisal as a core functions in performance management as a strategic role for HR functionaries. Finally a discussion on how management have attempt to resolve their problems of converting labour potential in performance they desire by highlighting importance of motivation and reward in performance management, then attention turns into performance appraisal. 2. Performance management External forces such as competition, regulation and legislation have impact on organisational performance.
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. Thus organizational design is an important strategic decision. Traditional organization tends to develop structures that help them to maintain stability. They tend to be highly structured, both in terms of rules and regulations, as well as the height of the 'corporate ladder'', sometime with seven or more layers of managers between the CEO and the first-line worker. Organizations in the rapidly changing environments characteristic of modern organization have to build flexibility into their organization structure.
In addition, management controls the process as well as providing the path, rules, and resources to reach the companies goal (Kumle, 2006). Roles of Managers and Leaders Some say that the difference between a manager and being a leader is that management is career while leadership is a calling. Being a leader, one has to have a clearly defined convictions and most importantly, the courage of one’s convictions to see them manifest into reality (Kossoff, 2011). Effective leadership skills are developed and refined by time, experience, and a true desire to be more than just a manager, but a true leader. What roles do managers and leaders play in today’s environment?