Organizational Design Theory and Design - Assignment Example

? Business Report March 4, Introduction Organizational behavior influences production output. The research delves on employees’ contribution to achieving organizational goals. The research delves on enhancing organization culture. Enhancing employees’ adherence to organization culture hastens achievement of organizational goals and objectives. Question 2. The company must normally meet cost projections. The company culture is to ensure hat the entire organization meets it profit targets. Timely delivery of the products to meet the urgent customer needs is paramount over implementing innovation on the currently high demand products and services. When the company does not reach its targeted goals and objectives on time, the company may be forced to close shop. The company culture includes management’s terminating the services of employees who consistently do not meet job performance standards (Daft &Armstrong, 2008). In the same manner, the customers accept the organizational culture that companies sell products to generate profits. Customers understand the sales person’s reply to the current and future customers’ request for a lower selling price stating that the company must sell in order to recover its production costs, selling costs, and other cash outflows (Daft &Armstrong, 2008). Customer culture also includes relying on trust or agreement as well as a viable personal relationship between the organization’s employees and the current and future customers. The company must not break the customers’ trust by delaying the delivery of the products to the market place. The company must build a personal relationship where the customer’s demands or needs are met in timely manner, without exception (Daft &Armstrong, 2008). Further, innovation of products and services must be grounded on ustomer demands and needs. The innovation must fill the customers’ continually changing needs and wants. Management should not fall into the trap of implementing organization-based products and service innovations. Under organization-based management, the organization introduces innovations on its products and services without taking into consideration what the market needs or wants. When this happens, the current and future customers may not like the sudden change in the features or benefits implemented. Consequently, the disgruntled current and future customers may shift to buying their needs and wants from the competitors (Daft &Armstrong, 2008). Question 3. The organization must design a results-based organization structure to ensure a balance between opposing positive goals (Daft &Armstrong, 2008). The company sets standards in order to create synergy among the different goals of the company. Each department must ensure complementary achievement of the two opposing goals. Similarly each employee of every department is mandated to culturally contribute to the accomplishment of the employee’s department goals. The standards are the guidelines. However, there are certain situations in the organizational process where adjustments are required. Sometimes some customers request for certain adjustments. To please the customer, the organizational culture includes incorporating the customers’ requests to incorporate the requested adjustments to the products. Further, the organization must design a customer-based process (Daft &Armstrong, 2008). The company must empower its line and staff employees to create a synergy between one choice and the other choice. For example, the company should implement customer-requested adjustments to allow some violations or noncompliance with certain established organizational standards. The timely adjustment reduces efficiency requirements and reduces long term effectiveness procedures. The customer may not need a product that took too long to deliver because the company prioritizes accomplishment of long term goals. The company must not eliminate efficiency procedures in order to ensure all long term effectiveness objectives are achieved. The customer’s culture that the company adjust to their demand or need requirements must be incorporated in the organization’s strategic production plan. Management must ensure balance between the opposing goals (Daft &Armstrong, 2008). The company culture is based on supplying the continually changing need of the current and future customers. Consequently, management must provide support to each department’s contribution to the profitable balance between the two favorable objectives. Management develops the employees of each department to use responsible willpower to meet the current and future customers’ needs and wants. The company must ensure that the balance will increase customer demand for the company’s products. Balance includes eliminating procrastination. Often, procrastination contributes to delay in filling the customer’s urgent needs and wants. In terms of balancing supplying the needs of now and future clients, the organization can create two separate departments (Daft &Armstrong, 2008). One department, we may identify as future department, will focus on making the future customer’s product and service demands. The research and development department will help the future department determine the new design and functions of the future products or services. The present production department can be named the current department. In our changing world, customer culture indicates that most customers are easily bored with their present products and services. Many competitors introduce new products and services to the current and future customers in order to make them loyal long term clients. Further, the research and development team will conduct surveys and other research activities. The activities will generate a viable forecast of the current and future customers’ future product design and function needs. The future department will create the products based on the research and development department’s researches. When the future comes, the current department will produce its current products. The present or current department will focus on producing the next future customer generations’ changing product and service needs and demands (Furnham, 2009). To ensure balance, the company must persuade each employee to meet individual goals and objectives on time (Daft &Armstrong, 2008). The employees are trained to focus their energy to reduce precious time needed to accomplish each assigned job. Likewise, the organization must inculcate in the minds of the employees the culture of fortitude to ensure balance. Fortitude includes self -awareness of one’s capacity to contribute to the accomplishment of the assigned tasked (Daft & Armstrong, 2008). One must learn everything possible to increase one’s production performance to the next higher level. The employee must master the intricacies of each organizational process. Mastery reduces time needed to accomplish a process. Mastery of assigned tasks increases the quality of one’s product output. Routine jobs contribute to employees’ mastery of each assigned work. Question 4. In response, I must incorporate the employee culture into the organizational culture to ensure coordination of individual initiatives is effective enough but at the same time does not block employees’ creativity and motivation innovations (Daft &Armstrong, 2008). Employee culture plays a vital part in ensuring the installation of effective coordination and integration mechanisms in the organization the implements a culture of promoting bottom up innovations and business initiatives. Robust discussion will ensure that the employees understand and eagerly comply with what is innovatively expected, in term of job performance (Furnham, 2009). For example, management may use the carrot method on some employees to ensure the coordination is successful (Daft &Armstrong, 2008). The carrot method means that management rewards employees who excel in their assigned tasks. Carrot represents the rewards given to the excelling line and staff employees. The rewards include giving bonuses to employees who surpass established individual goals. Rewards also include giving citations for one’s high quality performance. For consistent stellar job performances, management can promote the employee. Some employees fit into the carrot style management strategy. On other occasions, management can implement the stick method to ensure the coordination is flourishing (Daft &Armstrong, 2008). Under the stick method, employees are literally punished for their substandard performances. Stick represents the punishment meted on the employees. Employees who do not meet prescribed work standards are meted a fine or other penalties. For example, employees who are continually late for work may be suspended. Employees whose actual job performance is described as wanting may be terminated. Employees who generate excessive breakages and other substandard outputs are fined. Furthermore, management must include the individual diverse cultures of each unique employee in the coordination process (Daft & Armstrong, 2008). Diversity includes employees having different beliefs, attitudes, and other cultural upbringings. Management must explain to the employees that leaders tolerate some behaviors. This way, the German, French, Canadian, Chinese, Japanese, African American, or White American vividly understands what behaviors are allowed during organizational work. In the same manner, management must clearly indicate which behavior patterns are prohibited in the workplace. For example, engaging in time-wasting rumor mongering is not allowed. By allowing certain behaviors at work, the employees are encouraged to bring out their best during each work assignment (Daft & Armstrong, 2008). Bringing out the employees’ best can be measured. For example, the managers can observe employees work best when the employees are creatively innovative. When the company requirements indicate the average employee time required to complete a particular process takes two hours, the innovative employee can increase personal efforts to cut the production by 30 minutes or even lesser time. The innovatively creative employee does two of the jobs processes at the same time in order to reduce the overall production time. The employee act can be pegged as creative innovation. The company can reward the employee for producing more products during the required time period. Management can implement a rewards system to bring out the best from its employees (Daft & Armstrong, 2008). Often, the employees’ behavior is based on the employees’ desire for recognition. When the employee’s hard work is recognized, the employees appreciate managements’ congratulatory recognition. With more employees are striving for management recognition, employees compete against each other. Consequently, the overall organizational output is increased. Likewise, the rewards contribute to increasing the product output quality. To ensure success, management must incorporate the learning principles to the work environment (Daft & Armstrong, 2008). Employees are persuaded to learn everything that is needed to improve their current performance. Employees are enjoined to give their 100 percent when filling the needs of the choosy current and future customers. The new employees as well as the regular employees are encouraged to master their assigned tasks. Mastery leads to higher quality products and more time savings. Learning is essential to creating a synergy among the diverse cultures of the employees. Some of the employees and customers come from different races or ethnicities (Furnham, 2009). Some may be Chinese, Japanese, Latinos, Germans or Indians. Learning the other fellow employees’ diverse cultures will go a long way to creating cooperation and camaraderie among organization group, increasing production output and revenues. The employees will benefit from learning global cultures. Knowledge is beneficial power that translates to better production and better quality work. Summarizing the above discussion, organizational behavior affects production performance. The employees are instrumental in the successful implementation of company policies and procedures. Organizational culture plays a vital role in ensuring successful job performance. Evidently, the enhancing of the employees’ implementation of organization culture accelerates successful realization of organizational goals and aims. References: Daft, R., Armstrong, A. (2008). Organizational Design Theory and Design. New York: Cengage Learning. Furnham, A. (2009). Management Intelligence: Sense and Nonsense for the Successful Manager . New York: Palgrave Macmillan. Read More