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What makes an organisation succeed
Key principles for a successful organization
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An organization is a collection of individuals who do the same job. An organization can also be seen as a structure where arrangements or classifications are done. In most organizations, the proceedings are usually profitable, and for this reason, care needs to be taken when handling it. The classifications present in an organization are important in ensuring distribution of duties (Katzenbach & Smith, , 2008). Classifications may be viewed as rankings, ranging from the boss at the top to the servants and laborers at the bottom. It is apparent that the bosses at the top demand some degree of respect and honor from the employee under them. Fortunately, respect is one thing that has to be earned.
An organization has an impact on many people.
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Employees who bear the feeling of care from the organization, they are likely to accompaniment the organization with more eminent levels of citizenship. Lack of support can be viewed as some form of insult from the organization, and can also a great burden to the employees (Katzenbach & Smith, , 2008). Citizenship is also a responsibility of the employees. It is likely to occur in the event of trustworthiness. Employees have to be fair, and should live up to the consignment the have pledged to their employees. The characteristic of employees also counts as a factor of citizenship. Characteristic of optimism, empathetic and team orientation, indicate that the employees may be willing to engage in a certain degree of …show more content…
A misconception is held that the vision and goals of a company need to be set by the superiors. In most cases, this school of thought is misleading. All the levels of the organization have the obligation of setting the vision for the organization (Cheryl, 2000). Limiting this task of vision setting to a given level may limit the exercising of the potential of all levels of the organization. As a result, the development of the organization is likely to stall and in the extreme case, the growth may die. This is the point where the mind game is employed. In most cases, ideas emanate from minds that are considered playful in nature. The best way to intercept themes from playful minds is by playing together (Cheryl, 2000). Considering organizations to be teams, a play is a sport that a team participates in. To be creative and constructive toward achieving set visions, it is important to stay limber. This simply means bringing old ideas together and putting them in new ways. It is also paramount that one changes their perspectives. Wise men always change their minds and man is subject to change (Cheryl, 2000). Being stubborn and too rigid to change is
As stated by Simpson (1994), the intent of a company’s vision should be to move forward and create enthusiasm amongst employees. Masco Cabinetry’s vision faltered in the early days of the recession. The vision created by its previous president was “One brand in one out of every two homes” (Employee Handbook, 2012). This vision, at the height of the recession was meant to create energy and drive, the opposite happened as many employees felt the goal was too lofty given the state of the economy. Today’s executive team is hard at ...
Managers know the importance of having positive relationships with their employees. It boosts the company’s goals while the lack of any relationship with the workers may lead to losses in the business. Most managers rarely know that they are looked up to by many employees and, as such, should be careful with the actions they take. Lee b. Bolman & Terrence E. Deal, the authors of the book The Reframing Organizations, point out that the kind of measures taken in the business influences the employees acts and thoughts. In particular, this book gives insight to managers on how to relate to their subordinates. The discussion is carried out on the three parts of the book that highlight the missteps taken by managers as they try to improve their businesses.
Chapter 11 of Peter Senge's book, The Fifth Discipline, talks about the idea of Shared Vision, and how this concept has transformed organizations, and individuals working for them, into a cohesive unit of long-term innovative achievement.
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R. (2009). Organizations: Behaviors, structure, processes (13th ed.) New York, NY: McGraw-Hill Companies, Inc.
McShane, Steven, and Mary Ann Von Glinow. Chapter 8: Decision Making and Creativity. PRIMIS MNO 6202: Managing Organizations. 2004. The 'Secondary' of the 'Secondary' of the 'Secondary' of the 'Secondary' of the 'Secondary' Reprint of the book.
In other words, strategic objectives differ from goals/visions in terms of feasibility, practicality, and ultimately implementation. This theme makes its way into essentially every portion of the book, as it is vital to strategy. Often times, strategic planning and strategic thinking is thought to be any action performed by upper management. Rumelt debunks this myth and inserts that these executives are motivating and energizing their employees at best through vague visions and mission statements. Instead, upper-level management should actually focus on opportunities and detail orientated actions to avoid bad strategy. The same logic can be applied to hopeful wishes (over ambitious goals). These goals contain a great deal of uncertainty, as they lack a level of reality and planning. In fact, good strategy should be based off of an educated guess, even if that means you take a stance on an uncertain issue. Rumelt explains, “A new strategy is, in the language of science, a hypothesis, and its implementation is an experiment. As results appear, good leaders learn more about what does and doesn’t work and adjust their strategies accordingly” (Rumelt, 2011, pg. 241). In other words, successful strategists are constantly evaluating and adjusting their original hypothesis to perfect their strategy. This hypothesis allows them to
Organization citizenship behavior has been emerging as an interesting topic for any organization these days. Katz and Kahn (1996) were the first people to identify this kind of autonomous behavior in workplace. The term Organizational Citizenship Behavior (OCB’s) was first coined by Dennis Organ and his colleagues (Cf. Bateman & Organ, 1983; Smith Organ, & Near, 1983). Organ (1988: 4) defined Organizational citizenship behaviors as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. By discretionary, we mean that the behavior is not an enforceable requirement of the role or the job description, that is, the clearly specifiable terms of the person’s employment contract with the organization; the behavior is rather a matter of personal choice, such that its omission is not generally understood as punishable.” Organizational citizenship behavior occurs when the individuals in organization implicitly go beyond the formal boundary of work required to do by him/her. Organization citizenship behavior can also be said to be the choice of individual to work beyond any limitation or expectations of their employers for the overall betterment of the organization. This is completely voluntary action and the employee’s work beyond the expectation of their organization. Organization citizenship behavior is gaining much attention in today’s organizations as it has several positive implications on the organizations. Organization citizenship behavior makes the employee more committed to the organization willingly and helps in promoting overall health of the organization. The employee...
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
Before a leader can be successful and before goals can be set, a vision is needed. A vision is something you want to achieve or accomplish, something you want for the future, and it is the most important thing for a successful leader to have. Without a clear vision, leaders will have problems inspiring others, and employees will have a difficult time being motivated due to not knowing what they’re working to achieve. Clark (1997) states that “As a leader, you have to get your followers to trust you and be sold on your vision” (p. 1)...
(1) I would like to create an optimum work environment by demonstrating collaborative behavior myself. This will inspire my team to follow or model the same behavior (Gratton and Erickson, 2007). (2) I will also allow myself adequate time daily to coach my team on the basis of creativity and innovation to improve business performance (Coutu and Beschloss, 2009). I will give clear direction to my team as to where we are going as a team together. According to Coutu & Beschloss (2009) unless the leader provides a clear direction, there is a real risk that different members will pursue different plans. That is why it is important to articulate a clear direction for my team to makse that everyone is on the same page as we’re moving forward (Coutu and Beschloss, 2009). (3) I will establish a sense of community – When people feel a sense of inclusivity, they are more likely to reaching out to others and share their knowledge to improve effective collaboration in a creative and innovative way (Gratton and Erickson,
When an organization is looking for new creative ideas, they should ask their employees. The employees of the organization have an in depth look and are more understanding to the needs of the organization because it is where they work and are involved. Managers can call on a group of employees and together, they can come up with solutions for the organization. “Group decision making is a type of participatory process in which multiple individuals acting collectively, analyze problems or situations, consider and evaluate alternative courses of action, and select from among the alternatives a solution or solutions” (Group Decision Making, n.d.,para.1).
The culture of appreciating employees for their hard work and achievements by incentives shows how the organization values their employees. Lincoln believed “Status is of great importance in all human relationships. The greatest incentive that money has, usually, is that is it a symbol of success... The resulting status is the real incentive... Money alone can be an incentive to the miser only. There must be complete honesty and understanding between the hourly worker and management if high efficiency is to be obtained”. This shows how harmoniously the labor and management have to work together to produce
In large organisation, competition is not only in the market for goods and services but also for the quality of employees. As such, a large organization can only become attractive to the most skilled and high quality workers if it has an effective compensation and benefit plan. The key purpose of an effective compensation and benefit system is to provide employees with the right rewards for their work and right behavior in the workplace. Typically, organizational success is determined by the quality of employees an organization has. In turn, the organization can only attract such quality workers and maintain them through effective compensation and benefit
There are various challenges faced and even more opportunities for organizational behavior to assist workers in improving the workplace as a whole, people skills, productivity, and customer service. Understanding and taking time to learn and educate one’s self is how attitudes develop and affect behavior is a key component to organizational Behavior. The bottom line is that the more tuned into the needs of its employees, the more successful a company is likely to become. A company will absolutely benefit a great deal so long as employees and management alike are able to control and monitor their attitudes for the appropriate
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.