The Design or Structure of an Organization - Term Paper Example

Introduction Organizational behavior is the analysis of individuals and groups achievement in an organization. These include getting more information about activities that take place in an organization. It is extremely beneficial to businesses as it helps to identify the strengths and weaknesses. It helps the business to determine the best strategies to implement, and focus on opportunities. Organizational behavior helps the organization to meet their vision and goals. It helps to enhance the capabilities and resources for a business to help increase their productivity and efficiency. An internal analysis was done on the University of Southern Phone center to identify the organizational culture, goals and employee motivation. Organization Structure The design or structure of an organization affects the perception of its internal environment. For example, a bureaucratic structure has a culture much different from a participatory one. There were positive results such as improved performance by the phone center supervisors, and increased retention rates of the first year employees. When the team decided to hire a deputy director, phone center organizational structure and the managerial design changed completely. Components of corporate culture Corporate culture conjures up a variety of images in the minds of the employees. Some of them may be positive e.g. a welcoming environment, where people feel secure in their jobs, where independent thinking and work-life balance are encouraged. Some may be not so positive for example excessive work hours or unexpected changes in job description. Components include the following: 1. Shared experience These are the common events that people participate in that become part of their thinking. Experiences shape the way business is conducted with positive experiences likely to be reinforced and the negative suppressed. 2. Shared stories Stories are part of culture. These stories typically involve a narrative of significant events or people. Sometimes they assist new members joining an organization. They also assist current members to flash back and reflect on their experiences. This includes shared Sayings like ‘do you remember …’’that was the time…. and this company has always….are common beginnings to stories that have entered an organization mythology 3. Shared beliefs They are those things that all members of an organization accept as fact about the company. They enhance the loyalty or confidence members have in their employer. 4. Shared norms These are generally accepted ways of doing business i.e. the expected mode of behavior of Organizational members Shared norms spell out the dos and don’ts of a group. 5. Shares actions Best business practices define the culture of an organization. These may be day to day activities that people are tasked with. Common actions involve what workers will or will not wear, work hours, social interaction. Robert’s strength and weakness According to the case study page 57, we can see Roberts work experience at phone center before he graduated. He had worked as fundraiser then later was promoted as a supervisor to monitor the fundraisers. On the Coxii article page 7, the experienced writers were able to write articles and books after World War II that helped to reshape the public administration. The other Robert’s strength was that he was respectful to the rest of workmates. The Coxii article chapter 2 suggests that most employees in an organization seek for four gains. These four gains are; respect, fringe benefits, their work recognition and salaries. Respect is an ethnic and public policy that is essential in every organization. It creates a strong and long-term relationship among the employees, which leads to a conducive working environment in an organization. When Robert was a supervisor he was comfortable with the paycheck he was receiving, he even volunteered for extra shifts. Good salary motivates employee to work harder. When Robert was hired as a deputy director, he had a mission and goal to raise more money on each shift. According to Coxii, chapter 2 page 32, various authors from Selznick (1957) and Burn (1978) emphasized that missions and values are important organizational leadership ingredients. Missions, code of ethics and goals are essential elements of the mantra of “best practice” modern organization management. If an organization lacks these elements, they are destined to fail and lead to closure of the firm. An organizational ethic is collectively defined when the organization culture or goal is renewed with a strong foundation. This leads to exercise of good judgment, which is good in decision-making (33). However, Robert had a few weakness observed in his leadership style. He was a poor decision maker. He made decisions without involving or consulting the supervisors. He hired more supervisors than it is required in the phone center. Each new semester the phone center used to hire one supervisor. Then Robert suggested that each supervisor will be having to shifts instead of three per week. The third sift the supervisors will be fundraiser, he did these without consulting anyone and his decision affected majority of the supervisors. Rachel wanted to quit his current position, which she has held for the last three years (case study page 59). On Coxii article chapter1 (page 15), so as to empower employee to yield desirable results the leader need to decentralize decision- making power. You have to build a strong labor- management partnership and exert leadership. Amelia’s strengths and weakness Amelia was a good decision maker and listener. Before she made a decision, she used to consult the supervisors. She listened to each person’s contribution and all agreed on which strategy to implement (case study page59). Coxii article, chapter 3 page 53, suggests that ethical decision-making is constituted by firm principles, courage and passion. Amelia is a leader by profession which is evident from her the following characteristics in her leadership pattern; practices, values or norms and perspectives. Employee’s motivation Employees were motivated by team building, which acknowledged one another’s good work. The supervisors and fundraisers helped and offered advice on how to go about difficult situations. Coxii chapter 2 pages 19, team mentoring in an organization is used to reduce inexperience and ensures good decision-making. When the phone center team met project goals, the supervisors were taken for movies, trips and pizza parties. There were also weekend outings, which made the employees feel the phone center a fun place. This was part of lifting supervisors and fundraisers morale. In every organization, chapter 1 page 19, those in top management levels are looking for other means of motivation, decision making and leadership. The disciplines are borrowed from business administration, psychology, other nation’s experience, and sociology. Coxii states that, chapter 8 page 149, in every organization motivation, level of training and experience are considered as important span of control. Employee’s motivation and their likeness on organizational goals are very critical, pg 153. Employees enjoyed incentives and other benefits if they met the project goals. Henry states that around 72 percent of employees believe that fresh public management techniques, performance measurement, process improvement, performance feedback, and strategic planning plays a great role in improving an organization performance than do teamwork, recognition programs, customer service, empowerment, and employee awards, page 185. Roberts’s management approach Robert’s style of management conflicted with normal way of doing things at the phone centre. Robert was strict and his goal was to raise more money from the alumni. He forgot about the employee welfare such as entertainment, incentives and creativity. Roberts’s style of leadership was mandating instead of inspiring. His management approach clashed with everyone and culture, expectations and preferences of the phone centre. Rachel’s creative innovations were ignored and Robert wanted everything to be done his way. He demanded that all the fundraisers Should be on their seats before start of each shift. The fundraisers were only allowed to leave their seats during breaks. The supervisors and fundraisers were denied privileges to participate in decision- making as they were used to earlier. Robert made decisions without informing the supervisors and fundraisers. He ignored their contributions and suggestions on how to improve the phone center to get more funds and motivate the fundraisers. The employees were no longer enjoying incentives, competitions and motivational games that increased their morale. He said playing was waste of time and no one was to leave his or her seats. According to him, this time would be used to secure a good pledge to raise more funds. The fundraisers time was reduced to 10 minutes instead of 15 minutes. No more outings or bring food during breaks, Robert argued that the fundraisers will lose their focus and the department’s goals. His goal saw to make phone centre a business and moneymaking department. When the fundraisers secured a good pledge, they were not excited because the incentives and games they enjoyed were eliminated. The employee felt bored, job not exciting or rewarding. He wanted to make sure that all fundraisers are ever on phone to make as many contacts as possible. He used the skills of his best fundraisers to make his statistics look best every night. He ignored supervisors’ idea to coach the fundraisers to enhance skill development. Leadership change When the phone center top management was hiring Robert, they wanted to maximize funds from the alumni. Coxii states that, chapter 8 page 53; future management approach must focus more on the leadership, which is a primary way of co-ordination. The executive board decided to create a new structure due to the economic downturn. The board saw the need for the university to acquire more funds that were external. Amelia and the phone center employee had more pressure on how to bring more donations. The executive board decided to create a position for a deputy director to assist Amelia. Robert was hired to assigned part of job responsibilities. When Robert was hired, he together with Amelia could have called for a meeting the supervisors and fundraisers to tell them his mission, goals and leadership approach. The phone center were surprised that Robert’s style was completely different from the departments organizational culture. The supervisors and fundraisers could have got a chance to contribute on how to improve and change the culture without affecting anyone. Hennery states that government and unions use both employer and employee to make decisions. This allows fair bargaining and negotiating that result to good decision-making, page 201. Rachel’s decision Rachel should have gone to the director and forward her grievances. Henry suggests that the role of the managing director is process grievances, develop human resource policy, benefits and pay administration, hiring and recruiting (270). Rachel’s action could have saved the other supervisors and fundraisers. Secondly, Rachel could have approached Robert, tell him his mode of leadership was wrong. Every employee would have supported him to get the organization culture back. If Rachel wants to maintain her current job, she will have to go by Robert’s decisions and management style. This will enable her balance excelling at wok with her dissatisfaction. Steps to employee motivation Coxii states that, chapter 8 page 149, in every organization motivation, level of training and experience are considered as important span of control. Employee’s motivation and their likeness on organizational goals are very critical, pg 153. Employees enjoyed incentives and other benefits if they met the project goals. Henry states that around 72 percent of employees believe that fresh public management techniques, performance measurement, process. The management should consider the reinstating the motivation activities the supervisors and the fundraisers enjoyed. The supervisors and fundraisers should be given incentives when they meet their project targets. When at work, the employee should be allowed to participate in motivational games. This made everyone enjoy working at phone centre. The outings to the pizza party and entertainment should be back. Conclusion Every organization requires good leadership and hardworking employees. A good leader should be perfect in decision-making and a listener. When making decision, involve entire organization to hear their contribution. Their ideas might contribute greatly in achieving the organizations goals and missions. Motivation is an important factor that contributes to increasing the employee’s morale. When one is motivated, he or she puts more effort to increase the company production. This lead to maximization of profits and meeting the organization project targets. Read More