The reason for this variety is that an organization's structure can make a real difference to the way it performs. That's why some companies achieve success through strict controls and systems, but others that try to duplicate that structure may suffer terrible results. It's also why a start-up company has to evolve its structure over time as it grows, and as its strategy and its environment change. Successful organizations are those that have figured out the best way to integrate and coordinate key internal and external elements. And they understand the importance of reviewing and redesigning their structures on an ongoing basis.
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).
Also, explaining how their roles align with the organization’s objectives and goals. The possible negative result of this successful solution could be that employees may not be on board with the change. Employees may be used to what “always been” in the organization. Part of the role profile is establishing and defining the behavioral competencies with in the organization. Line managers should also discuss what is expected of staff such as their personal drive, business awareness, teamwork, communication, customer focus, leadership, communication, developing
Furthermore, the professional relationship is built for a specific reason. In addition, professional relationships also exist between employers and employees, colleagues and vendors. The boundaries in these relationships often get blurry, as personal relationships develop. Blurred boundaries make hierarchical relationship between supervisor and supervisee more difficult and productivity can suffer. Professional boundaries are intended to set limits and clearly define a safe, therapeutic connection between human service professionals and their clients.
The key characteristic of the organizational culture is that it is a representation of how employees feel in the workplace. When employees feel threatened or defensive they are less likely to produce at a high level. In constructive cultures employees feel part of a team and are encouraged to interact with those around them. This interaction and camaraderie breeds innovation and motivates employees to perform at high levels (Schermerhorn, Hunt, & Osborn, 2008, p. 11). Organizational Behavior Organizational behavior (OB), as the term implies, is the study of individuals and groups in organizations.
I believe in people, but I also believe in structure and clearly outlined expectations. While I do believe that any successful organization is built on the people who work within it, a leader needs to be able to provide boundaries and task-oriented structure. For example, one of the questions that determined my P – or people – score was “I would turn the members loose on the job and let them go for it” (Daft, 2011). Though I do believe in empowering employees to be able to act independently, “turning members loose” seems to be a bit reckless. A leader who does that is not empowering their employees with the structure and tools necessary to be successful.
Behavior Coaching Approach and Transitional Leadership Introduction According to the Society for Industrial & Organizational Psychology (n.d.) coaching is a useful and widely used approach to employment development. The goals are typically to improve clients understanding of a situation, learn new skills and to prepare for future situations, and improve performance areas. The behavior approach to coaching often works well for the development of skills that require feedback on actual behavior. When a client is transitioning into a new leadership position from within an organization, several issues of leadership can arise. The client may have doubt stemming from self-esteem issues of uncertainty that he or she can perform the job.
Frito Lay Human Resource Functions When taking a look at Frito Lay, I think the company is on the right track when it comes to human resource function in a workforce environment. It can be very challenging in today’s society. This paper will describe and identify the important HR functions and analyze how I view these other human resources activities as essential for growth in Frito-Lay. We will talk about different functions like recruitment and employee selection, utilization of human capital resources, balancing the needs of the organization with those of the employees and advising organizational leadership on all aspects of human resources. I hope this paper will help you to critique human resources as they relate to both objective and subjective elements of managing human capital and apply effective human resources staffing management techniques as they apply to individual performance.
Executive Summary The following paper is an analysis of participative and directive leadership styles in relation to performance in in organizations. The views of different authors are explored and analysed for their strengths and weaknesses. Findings on strengths include empowerment and innovation when applying participative leadership, and channelling people towards a same direction for autocratic leadership. Findings on weaknesses include lack of experience when making decisions for directive leadership and difficulty to reach consensus for participative leadership. Under the theories discussed it is assumed that managers have the ability to choose the right kind of leadership under any situation.
These opportunities are organizational culture, teamwork, and leadership. A company’s organizational culture is “the basic pattern of shared assumption, values, and beliefs governing the way employees within an organization think about and act on problems and opportunities,” (McShane and Von Glinow, 2005). Gene One must understand how employees' attitudes, feeling, and emotions affect job satisfaction and productivity. By understanding their employees Gene One can mitigate the affects of change. Through the IPO transition Gene One’s organizational culture is lacking employee loyalty.