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Importance of trust in organizations
Importance of trust in organizations
Importance of trust in organizations
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The word Gung Ho came from the Chinese word 工和, means working together. Although the communism which operate the organization of Gung Ho had failed, the original meaning of it once was a slogan of Carlson’s Raiders during World War II, and nowadays it becomes a popular word of encouraging people all over the word. This is a person’s story, Peggy Sinclair, the operation manager who saved a business from the closure. The story overall shows that how a classical organization transformed to a humane organization. The business was recognized as the toughest in the whole system and in major trouble. Although, the business was a typical efficiency model of Frederick Taylor’s classical organization theory, it wasn’t successful business because the workplace was ignoring the …show more content…
In a Gung Ho organization, values are the real boss. The values are set by leaders and it becomes real only when a leader demonstrates people in the way leader act and the way leader insist others do. In Gung Ho, people began to see themselves and the company as one and the same unity when they shared the goal. The managers of each department began to participate in goal setting, and they became more receptive to the leader’s message. They shared and understood the goal and instruction so that they held same value of work. At the first meeting, Peggy asked to the delegation for bringing the goals. She told them “you, each manager, know your people and your department than I”. Like a school based management invites teachers who know their children well to involve for decision making, Peggy led the managers to share and commit the goal to fix the problem like the beaver. The beavers work busy independently for achieving each goal that toward the
Johnson & Johnson, a healthcare company that has dominated its industry for several decades, is currently undergoing managerial upheaval in light of recent blunders amongst its top-tier managers. It has spent years priding itself on appeasing stakeholders and being a safe provider of various pharmaceuticals, but product recalls and subsequent revenue drops have plagued the company as of late. Alex Gorsky spearheads Johnson & Johnson’s revival after previous CEO William Weldon resigned due to missteps. The cause of which stems from misinterpretation of common business ethics through poor leadership and social responsibility that damage the stakeholders.
This third case study takes place within the organization called TechnoloComm. The main character in this story is named Jessica Martinez, she was hired by TechnoloComm to work in the human resources department. Specifically, she is working on internal newsletters and publicity for the organization. Peter and Alex, are two men who are a part of her team that works together on the newsletter, communication training, maintaining the company’s website and organization publicity. Their boss’ name is Tom, he is there to check in on their progress and make sure everything is running smoothly.
The book tells the story of Alex Rogo who is the production manager of a factory that is about to be closed. The book deals with many important things such as complex problems of production management, conflicts in the workplace, co-workers' solidarity, global competition and so on.
The Filene’s case talks about Norma, a loyal customer getting fired in a brutal way. We believe that there should be a series of practices that the managers must consider before making such strong decisions. It should be a two-way street in which the management describes to the customer why they are unhappy with her buying behavior and then give the customer a chance to defend herself. Norma, in this case, was kept in the dark throughout until she got her first clue – which was not being invited to join the Insiders Club for the Newton store. This made her very upset as her strong relationship with the company was not recognized. She was treated with respect by the previous management and additional discounts were given to her because of her loyalty.
Taylorism is a system that was designed in the late 19th century, not only to maximise managerial control, but to also expand the levels of efficiency throughout workplaces. With this being said, productivity levels increased and fair wage distribution was the main result. However, with other, more recent theories and systems, such as Maslow and Herzburg’s theories, these helped to focus on the satisfaction and motivation of the workers rather than the concern of managerial control and empowerment. Fredrick W. Taylor ended up developing 4 main principles to help increase the work efficiency and productivity in workplaces; these will be discussed later on. Other theories relating to this include, Fayol, Follett, Management Science Theory as well as Organisational-Environmental Theory. All theories listed have an influence on the way businesses work effectively and put their skills to action. This essay will highlight how Taylorism was designed to maximise managerial control and increase productivity, furthermore, showing how more recent theories were developed to focus on empowering employees and to extend the use of organisational resources.
toward a common goal” (Fallon, 2010). Leadership can be complex and vague or it can
Dearing is an incredible leader. He spends a good portion of his time on planning his schedule, his employees, and his organizations. He organized his company to where he’s in control of the entire operation but still has the checks and balance of his managers. Continuing, Mr. Dearing spends a good portion of his day trying to lead his company from evaluating the revenue aspects of it too, to motivating his employees and pushing them to their fullest extent. Mr. Dearing has a lot of strengths but does exemplify some deficiencies in communication with his staff and not taking the time to correctly create a mission statement. On the other hand, Mr. Dearing does show a lot of promise in the way he motivates his employees by rotating them at different jobs to create a better learning experience. He also has incredible interpersonal, cognitive and strategical skills that every leader needs to run a profitable business. With all of this being said, Mr. Dearing objectifies the idea of being a great
Before a group can achieve the synergistic performance Jimenez is looking for it must meet three preconditions. First, team members have to approach the task at hand with the motivation to work cross-functionally and the confidence that they can produce effective solutions. In Wichita, much of the motivation came from the evident crisis in performance. Everyone in the plant knew that it was underperforming and there is no stronger motivation for action than a survival crisis.
While reading this book, one comes to understand the many problems confronting management. Achieving a set goal is one of them. The organization being managed is responsible for some sort of an objective weather is developing a new product, getting new customers or whatever it may be. There are goals associated with that objectives and those goals require effort. Bringing out the best in the employees is another job for management. It’s important that management tries their best to create as many “good days” as possible. Dealing with underperforming employees also confronts management. Not all employees will do their best. Any issue that contributes to an underperforming employee is the manager’s problem and management needs to provide some sort of motivation and counsel. Dealing with outstanding employees is also something management needs to confront. Some employees obviously outperform others. That presents its own set of challenges. Outstanding employees need special treatment. You want them to keep doing an exceptional job which could mean to have to pay them special attention. They need recognition for their talents and efforts as well as knowing that they have a career path ahead of them. Hiring the right people is another problem management needs to face. Hiring is easy, but hiring the right person is extremely difficult. Responding to a crisis is also an extremely...
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
Having employers and employees who follow the simple rules of business and the simple rules of life, can create a business that will succeed. Without good personal ethics, following the laws, and enforcing codes of conduct a business in today’s world will not survive. Unfortunately, today there is no way of knowing whether an employee or employer will make good decisions on behalf of a company, nor if the owner will make the right decisions for the company. It is sad that in today’s society acceptable behavior can include being able to lie, cheat, and steal from others. To create, obtain and grow a good business one needs to be real in the work that is behind the scenes, on the surface and on the
Building a harmonious culture in the workplace is directly related to the process of value-driven human systems. The practice of Organizational Development is an evolving process that highlights the future development of the organization. The past four modules have provided the knowledge and the expertise regarding Pacifine and the four frames found in Reframing Organizations by Bolman and Deal which include: structural, human resources, political, and symbolic. Every company or department is pressed to find the best way to manage, perform, and achieve success. Even though Pacifine is a fictions company that our class uses to work through exercises and to help us understand the four frames Organizational Development.
...pace” depicts the organizational behaviors at a corporation, Initech. The elimination of employees was conducted without examining the roles of all of the employees at the company. The company should have defined employee roles and objectives in order to create achievement and responsibility. Bill Lumbergh does not allow his employees to use diversity of ideas and therefore they were dissatisfied with their tasks and goals because they lacked autonomy in their jobs. During the plan, Peter would provide feedback towards his friends, and promoted the right motivation to get them on the same page. The importance of roles, structure, and group norms are an essential part when managing an organization. The ideal organization should promote effective organizational behaviors to have a positive impact on its employees as opposed to the downfall of the entire organization.
“Management is a process of planning, organisation, command, coordination, and control” (Morgan 2006, p.18). Rational organisation design is a bureaucratic method of management which emphasizes efficiency to achieve the end goal and the management of multiple companies have taken upon this system. Figures such as Frederick Taylor and Henry Ford have both shown and laid a path way for Rational Organisation which has become known as Taylorism and Fordism. The design has received criticism and both Taylor and Ford have been portrayed as villains with Taylor being called “enemy of the working man” (Morgan 2006, p.23) as the system dehumanised workers by taking all of the thought and skill from them and giving it to the managers this is because the tasks given were simple and repetitive. As staff needed little training they became an easily replaceable asset and thus more machine than human.
While the life of a manager might seem easy, the reality behind a manager who is successful in performance and efficiency shows that many people would think twice upon that idea. Throughout the decades, the role of a manager has changed drastically. With the Classical and Neo-Classical Movements, the specific requirements of a manager have been debated and explored to see which the best for an organization is. Managers need to keep the organization efficient and productive through delegation and specialized training while also making sure their employees’ human needs have been solved. With all of the aforementioned reasons and evidence being accounted for, it is clear that manager’s decisions have to be both helpful for the company and also cannot dehumanize their employees.