Organizational Performance Assessment- a case of Bio Bhutan
Paper submitted to Prof. Dr. Chris Sadleir, University of Canberra, towards the partial fulfilment of the course Organizational Performance G (7777).
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Score:…………… 1. INTRODUCTION
The concept of an organisation varies significantly among different authors. One of the interesting views is that ‘an organisation is a social arrangement for controlled performance of collective goals’ (Buchanan and Hucynski 2013). An organisation includes individuals who strive to meet a common goal. It consists of a hierarchal management structure whereby each individual is assigned with specific responsibility. However, Hal G. Rainey (2009) defines an organisation as ‘a group of people who work together to pursue a goal.’
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For example, the price of lemongrass air spray has been Nu.100 since 2005. This is because the price revision was not incorporated in their business strategy (Ugyen 2014, pers. comm., 20 May). As stated by Kotler (1997), “price should be commensurate with the offer’s perceived value”, Bio Bhutan should take the advantage of the demand in the market, products’ perceived value and increase the prices to maximize profits.
II. Difficult in meeting the market demand
As per the CEO of Bio Bhutan, sometimes they do not have enough the stock of their products to dispatch to the international market, although there is demand. This, according to him is because they first try to meet the demand of market in country and then go for international markets. This issue could be solved by producing an adequate amount of products required and as per the market demand (both in-country and international).
III. Inadequate processing
Organisations are social entities that involve individuals and groups to obtain benefits and goals in different ways. The struggle for resources, personal conflicts and a variety of influence tactics used by these social entities assists in obtaining them.
An organization, in its simplest form, is comprised of people brought together to achieve a common goal whether it be solving a problem, selling a product or providing a service. The existence of the organization is wholly dependent on the collective body of individuals involved and it is these individuals that are the driving force behind the success or failure of a company. The relationships that connect the people within the organization dictate how the culture is developed and perceived.
Structure and organization is necessary in every group setting. How formal and how rigid that structure is, can be dependent on the type of organization. A large government or corporation will obviously have many layers of leadership and will have a definitive expression of authority and direction of its members. Even much smaller groups, a family for example, has a need to have a clear statement of goals and responsibilities, and also have a definitive structure of leadership. The success of each organization, regardless of the size, is wholly reliant on the
Structure is the basis through which an organization seeks to create control the direction of an organization. This is completed through clear definitions of the allocation of work, differentiation, and the coordination of having those responsibilities working together towards the efforts of the organization, integration (Bolman & Deal, 1993, pp). Through these methods, the organization is able to devise a division of labor that collaborates to bring about the missions and goals of an organization. The structure that comes about from this can be varied in their rigidness and flexibility it allows, and to an extent this is a great contribution to its success.
In their organizing tasks they have to build a structure of working relationships between all of the members in the organization, that best allows them to work together and attain goals.
Andrews (2014) pulled together considerable amounts of research about performance management from around the world and came to four conclusions:
Organizations has become more popular in the workplace rather than the other alternatives. Even though it may related with a crisis, the most powerful companies has to face the need for change. Being able to move different directions and to enhance the functioning of a group can be one of the
In this paper I will discuss the types of groups and the different dynamics of this group. Then I’ll share my views on how I determined my leadership style. Then I will also explain the characteristics of a formal organization and bureaucracies.
Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the effectiveness of your employees. (Chapter 2) Motivation: The Not-So-Secret Ingredient of High Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen G. (2007). Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. & Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey School of Business Foundation. Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School Publishing. Cambridge, MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company behind the charts. Harvard Business School Publishing. Cambridge, MA. Katzenbach, J. & Smith, D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard College. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive. 9 (1), 7-14 Download on class site Kramer, R.M. (2003). The harder they fall. Harvard Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company: Corporate Strategy. Harvard Business School Press.
However, most organizations are run and steered by people. It is through individuals that objectives are situated and goals are caught on. The performance of an association is thus dependent upon the total performance of its individuals. The achievement of an organization will therefore rely on its capacity to gauge definitely the performance of its individuals and utilize it precisely to enhance them as an
Armstrong M. and Baron A. (2005) _Managing Performance: Performance management in action_. London: CIPD in Foot, M. and Hook, C. (2008) Introducing Human Resource Management, 5th Edition, Pearson Education Limited, Harlow, England, pp. 239.
An organization, put in simple terms is a group or assembly of people working alongside one another to achieve common goal or objective through a division of labor and or responsibilities. Business organizations in free market economies are formed to provide services or deliver goods to ultimate consumers for profit. Generally speaking, people form an organization because it provides a means of using individual strengths within a group to achieve more than can be accomplished by the aggregate efforts of group members working individually.
At least two different organizational structures are identified, described, and compared in terms of their design principles.
Essentially, this is what we are speaking about when we refer to organizational performance and achievement of successful outcomes. (James, 2017)
The organization is a social or business unit of people working together to achieve the common goals and the organization managed through the