Organizational Behavior - Essay Example

Section/# Issues and Analysis Introduction and Presentation of Situation: Situational analysis helps the reader todetermine what aspects of any given situation may have been managed in a different way in order to affect a different outcome. Through a similar approach, this brief analysis will consider the case of the individual student that has described their situation as it unfolded within the Nokia firm. This is a particularly interesting subject to discuss due to the fact that it allows the reader and the analyst to see that regardless of the size, scope, or recognizability of the firm in question, key organizational challenges continue to rear their heads and cause problematic situations for the individuals that make up these organizations. It is the hope of this author that such an analysis will be able to identify some of the key moments at which a different outcome could have been realized than the one which the student has already related within their analysis of the organizational issues that transpired. Key Questions: Firstly, with regards to the implementation of the new data management and inventory system, the student did not make any mention of prior training that went into effect prior to the beta test version being release for widespread use within the department (Tzy et al, 2011). Although this may have merely been an oversight, the fact of the matter is that seeking to implement such a broad and overarching organizational change without first seeking to integrate this with the shareholders in the form of trainings and integration with the knowledge management leadership, such an approach almost guarantees the organizational difficulties that the student has defined within the first sections of the report. Moreover, a secondary issue that springs to mind from a review of the report that the student submitted is the lack of interest that the other employees within the unit expressed with regards to attempting to integrate with and learn the system prior to being led to attend trainings on the topic. Although it is understandable that these employees might not all be proactive in seeking to acquire knowledge that would ultimately make their jobs easier in the long run, the fact that there was no mention of the desire by any of the individuals within the inventory control department to seek to learn the program that ultimately has such a powerful impact upon the efficiency of their primary tasks. The third and final aspect of organizational strategy and management that was of interest within the piece had to do with the fact that the shareholders within upper management within Nokia allowed for the issues to be exhibited for a long period of time (approximately one month) prior to seeking to provide an amelioration to them. This is curious due to the fact that the student notes that the component areas of the firm relied heavily upon the inventory management and control aspects in order to track and fulfill current needs (Wen et al, 2011). One is left to wonder why, if the organization relied so heavily upon such an aspect of the process, it was left to chance to determine the means whereby the new system would be integrated and understood by the individuals in question. Recommendations: Finally, the reader should attempt to engage an understanding of the different approaches that could have allowed for a more smooth and effortless integration of the new system into the workflow and lives of the individual shareholders in question. With respect to the first one that has been discussed, it is painfully obvious that the organization and the shareholders could have taken a more active role in seeking to integrate with the software package prior to it being forced upon them (Lindberg & Foss, 2011). The discussion that has been integrated within regards to the case of Nokia brings to mind several of the theories of organizational that have been discussed thus far in the course work. Firstly, the butterfly effect theory is fully integrated due to the fact that each of the component parts of the Nokia enterprise that relied upon the inventory control department were impacted by the change to the new system which did not go according to planned. Moreover, the concept and importance of boundaries is another issue that is aptly displayed within the given case due to the fact that these boundaries were ultimately responsible in the breakdown of communication and training that occurred between the shareholders within the inventory department and the training managers within upper management. Finally, the effect of transformation feedback is also evidenced in this case due to the fact that the ability of the inventory control sector to integrate its needs with management and set about rectifying any issues was greatly constrained. Due to the fact that it took almost a month for the training deficit to be addressed and the shareholders to be integrated into the training regime, the reader/researcher can adequately judge that the level of transformation feedback that existed within the organization was especially low. Conclusion: As a means of being proactive in such a sense, the shareholders could have attempted to integrate with the changes prior to the organization, and the department for that matter, experiencing hardship. Secondly, the lack of prior training is also a key organizational concern that could doubtless have allowed the situation to unfold in an entirely different direction had it been engaged. Lastly, the lack of attention to detail by the upper management was one of the key and determinant factors in continuing the situation for as long as it was prior to being resolved. Rather than pouncing upon the fact that the lack of understanding was creating difficulties within the entire line of operations, these shareholders instead allowed the situation to persist. Naturally, a far better approach would have been for the company to have integrated a training program in the initial stages, to have integrated with the shareholders before it became an issue, and for the shareholders to have been proactive in seeking to tackle any potential problems in their workflow before they were evidenced later on. References Lindenberg, S., & Foss, N. J. (2011). Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms. Academy Of Management Review, 36(3), 500-525. doi:10.5465/AMR.2011.61031808 Tzy-Yuan, C., Jiang, J. J., Klein, G., & Chou, S. T. (2011). Organizational Citizenship Behavior of Information System Personnel: The Influence of Leader-Member Exchange. Information Resources Management Journal, 24(4), 77-93. doi:1O.4O18/irmj.2O11100105 Wen-Hai William, C., Feng-Hua, Y., & Chih-Kai, C. (2012). The Study of the Antecedents and Outcomes of Attitude Toward Organizational Change. Public Personnel Management, 41(4), 597-617. 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