A. good managers are able to help build resilient cultures in situations where the features of strong cultures are absent. B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation. C. corporate culture can be managed by using organizational development techniques to modify specific elements of the culture that address both external adaptation and internal integration. D. dictate rules from the top of the organization. (correct answer) Objective: Analyze internal and external forces impacting organizational behavior.
C. improve the performance of people. D. improve the quality of overall work life. 4) Which of the following statements about the management of organizational culture is NOT correct? A. dictate rules from the top of the organization. B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation.
Evaluate the suitability and impact of different leadership styles in different contexts. Autocratic – this style appears more suited to factory style works for high risk situations in which there is one best perceived way and this helps to eliminate risks associated with the job but also leads to a single level of accountability for the person leading in this way, in terms of the impacts of this approach in a factory style situation there would be no reason for creativity as there is usually one product being created in a uniform
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.
A project refers to a group of related projects managed in a coordinating way to obtain management and control that would not be available if managing them independently. Program management can be viewed as a centralized management for a previouslyy coordinated groups of projects, all aimed towards achieving the companys objective. Strategic portfolio management relates to project management because, a portfolio is part of the boundary between the program and strategic business objective of the company. A portfoilo and project manager is to deliver benefits by executing a network of projects. Both define success by meeting boradly defined objectives, and usually ensuring benefits are felt by stakeholders.
Case Study Questions 1-6 1. Will you use one set of performance dimensions for everyone, or will people in different jobs be evaluated on client dimensions? Explain logic? Well there are three major steps in the performance appraisal process: * Identification, * Measurement * Management. The first appraisal is with identification the behaviors necessary for successful performance are determined.
Balancing the need to expose wrong-doing with the need to protect “whistleblowers” requires wisdom. Protection is not a basic right. Right to feel protected as one does one's work. (Incorrect) No one can guarantee—or is responsible—for how we feel. We are responsible for noticing and monitoring our own emotions.
Both also buy into the idea that autonomy is what drives them. Like Drucker, Hammer (2004) stresses the importance of defining the task of the knowledge worker. Defining the task of the knowledge worker is important because it is necessary for expectations to be established (Drucker, 1999). And because the knowledge worker is not programmed by the defined task, the task can change. While Drucker (1999) attempts to establish a way to measure productivity, Hammer (2004) suggests that the productivity of the knowledge worker should not be measured, but rather measure the productivity of the organization.
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.
Sometimes team members may not have the necessary skills or knowledge for the decision making process. The democratic leader will need to be aware of the team member’s skills and knowledge to determine if he or she is right for the team. Leadership Theories Leadership theories involve trait-based, situational, and transformational leadership. Trait-based theories are not learned but rather born with the characteristics of an effective leader. Trait-based theories cannot be developed or changed.