Contemporary Organizations and Their Management: An Analysis

It is refreshing to have an employer declare its most important guiding principle is its ‘commitment to members.’ Investing in its personnel by providing “education, personal enrichment and professional development that enables them to utilize their individual strengths to achieve our collective mission of offering the highest quality of service to the public” (CSP, 2011).

Management has changed significantly over the past 50 years. The role of leaders in an organization is an ever changing thing. At one point, a manager was also the owner of the company, and thus used a carrot and a stick to get his employees to work, just like a parent personally invested in the raising of their child. Not anymore. Nowadays, leaders are there to “serve” their employees. The focus is on motivating the individual, achieving organizational goals by integrating each and every individual into the system. We no longer rely on a one size fits all approach, and management theory is no longer focused on having a winning philosophy, or motivating large groups.

This week’s post looks specifically at members of Boards of Directors. Although most people get into nonprofit Board service with nothing but good intentions, it is important for Directors as well as the organizations themselves to remember the legal obligations of Board members, which assume that the Director is always going to act in the discretion of the

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

I am looking forward to meeting everyone. It should be a busy and productive class for all of us. I have been researching and preparing for our time together to enhance your learning experience. The course syllabus is available for you. I encourage you to read the syllabus and Chapter 1 and 2. My plan is to review the chapters and then use our time together applying the concepts in a safe learning environment.

This would entail exhibiting their own personal commitment to the organization, to the employees, and to any specific task at hand. This commitment would reflect the leader’s integrity, and inspires trust, reflecting the leader’s values. Therefore, Sarah called this value the identity practice by showing how her values affected her everyday work in the unit (Hess, & Cameron, 2006). The second practice of developing a culture driven by values, is to show the employee how much they are valued, showing them that their contributions are critical in achieving the overall organizational objectives and goals. This practice is known to increase productivity and innovation, resulting in a competitive advantage for the organization (Xu et al., 2015). Therefore, the research indicates that employees that feel valued are less likely to seek now opportunities outside of their present employment (Claxton, 2014). For this reason, Sarah called this practice, meaning, as it linked the employee’s daily responsibilities with mission established by the organization (Hess, & Cameron, 2006). The third practice is to encourage employees to change the status quo and to be apart of the change process. This practice encourages training and development, that fosters a climate of constant learning and innovation (Xu et al., 2015). By the same token, Sarah called this practice participation, as she would involve her team in the decision-making process for inspiring change (Hess, & Cameron, 2006). The fourth practice is to give the team members the tools needed to perform their task effectively. This practice, fosters trust and enhances the employee’s confidence, competence and effectiveness as they accomplish their task. This practice is also known to improve productivity, customer service and

Bovee, c & Thills, j (2013) recommended Organization structure as structures as "Utilitarian structure: Grouping labourers as per their comparable abilities, asset utilization, and mastery" "Divisional structure: Grouping offices as indicated by likenesses in item, process, client, or topography" Matrix structure: A structure in which workers are allotted to both a useful gathering and a venture group subsequently utilizing practical and divisional examples at the same time" system structure: A structure in which singular organizations are joined electronically to perform chose assignments for a little home office association (Bovee, C. & Thill, J., 2013).

The government still owns a number of industries and businesses on behalf of the people. Most of these take the form of public corporations.

Officers, Directors and Members of the Board of Directors are responsible for upholding a public trust. We are called to a higher standard of stewardship in order to meet the special privileges that our tax-exempt status allows. Actions of Board Members, Officers and Directors should meet or exceed these higher standards rather than only minimally satisfy the requirements of tax-exempt status. Areas of behavior to be avoided include personal conflicts of interest by Board Members, Officers, and Directors, questionable investments, improper use of funds raised (especially for personal inurement), expensive and inefficient fundraising practices, failure to meet legal requirements and similar offenses.

The natural forces that bring companies together are dissipating in the communications and information technologies industries. Core competencies that form much of the force of economies of scope are becoming increasingly narrowed and specialized, leading us to industry fragmentation in the information revolution contrasting against the industry consolidation that accompanied the industrial revolution. If we look behind the curtain of public policy dressed in its diverse laws and regulations, we see less rather than more gravity drawing the communications industry into operational or financial consolidation. Neither vertical nor horizontal integration of communications-related businesses appears compellingly natural. The rate of technological advancements (and apparent lack of economies of scale that such behemoths as Bell Labs once enjoyed) allows industry giants to be toppled at unprecedented rates. Instead we see a growing value in cooperatively developed integrative standards that will marry such distant cousins as content to conduit, computing to transportation, appliance functionality to communications.

A product designed for stable and mature end-user markets require a process optimized for control and efficiency. This article describes a structure to address this issue, permitting a firm to better adjust the outline of its advancement procedures to the particular points of individual projects. Products intended for steady and develop end-client markets require a procedure improved for control.

In considering the diverse and ever-changing organizational practices of contemporary companies, our group proposes to do research on the study of identity and difference in the workplace. Specifically, how identities, sense of self, and differences ultimately affect the choices that organizational members make when accepting, negotiating, and resisting domination in the workplace (May et al., 2005). In our research, we hope to discuss alternatives to dominant narratives, while at the same time not completely dissolving them.

Introduction Business Ethics and Values has this become a very high regarded issue in management. Changing demands, advancing technology and worldwide recession have added to the suppression of this issue and has forced management to maintain numbness towards business ethics and to exploit very possible opportunity disregarding the interests of employees and the markets. Increased expectations of the clients, social and economic environment and corporate governance are all driving forces that have rendered project leads and managers having no choice but to compromise on this concern. Some big

Henry Mintzberg, a world renowned professor at the prestigious McGill University once stated, "Management is, above all, a practice where art, science, and craft meet." There are many ways one defines management. Throughout the last 5 weeks I got to grasp some of the key concepts one needs to acquire to become effective in management. I was able to gain the knowledge for these main ideas through the small group projects, the in/online class discussions, and the analyzed paper we 've completed thus far. Overall, BUS 250 has demonstrated the importance of teamwork, leadership, organization/planning, personality traits, social responsibility, decision making, ethics, along with various other key concepts I will share with you.

Peter Spurgeon and Robert Cragg (2007) contend the current attention paid to the importance of leadership has diminished the value and contribution of management. The discussion concerning leadership and management, at the most extreme, is inclined to portray leadership as 'good' and management as 'bad'. These constraints are rooted in the proposition that people do not want to be managed, with its connotations of bureaucracy and control, but are happy to follow a leader toward a vision. At the core of this perception is the belief that leaders are concerned with the future and with the people in the system, while managers are focused upon greater efficiency and immediate results.