David's Tea Case

As mentioned above the unequal division of responsibility within department due to lack of job design also results in a bad coordination within the organization. Examples of instance referred to in the case of Duplox would be the interdependence between the TSS and FSM teams; the sales department and the TSS’s, where the sales team don’t put much weight on the argument by the TSS’s that improper installation can cause higher repair and service cost. This not only creates discontentment between department but also affects the bonuses the Directors and managers gain based on the TSS’s productivity which is either met or exceed the past year. High- involvement managerial strategy the supervisor no longer would be the primary controller and evaluator instead would be the facilitator. They would help remove barriers to adequate performance and provide resources and assistance to subordinates to perform efficiently and allow decisions to be made at the lowest possible levels in the organization. The overall leadership style is participative or democratic in nature.

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

Unfortunately, one problem I noticed was the breakdown in communication between all levels of the team. The pattern of communication I noticed was closed and limited to only a small portion of the team as a whole. With such a large building, this is something that needs to be addressed immediately. Opening the lines of communication within the department will strengthen the relationship each member has with their leader. This builds trust and will improve

There is a tendency of developing unhealthy competition between the departments. The control and effective supervision of various departments is also difficult.

Using the model for goal setting, evaluate Allstate ‘goal 's setting to determine whether or not Allstate has effective goal-setting programs

Trader Joe’s is a nation-wide retail convenience store company known for its low prices and friendly atmosphere. Beginning in 1967, Pasadena, California, the chain has always valued what they called the “neighborhood vibe”. This meant that the company prioritized making the customers feel welcomed and wanted in their store by attending to their needs, having short casual interactions, and always serving with a smile. Many customers appreciated this peaceful environment and would return to experience it again. As such, Trader Joe’s mass success was a direct derivation from this vibe they projected. However, problems later arose between the managers and employees.

most business professionals fairly to use this discipline in conjunction with the overall goal of achieving organizational health. this is growing problem because leaders believe that the reason there organization has not created clarity was because the employees under them don 't want to work together, when the real reason clarity cannot be established is because the the leaders at the top are not in line with each other working together to try and achieve one goal at a time. this cause the employee to be divided and this then promotes problems in areas such as communication and work place moral. subtle misalignment is when the leaders at the top are not alignment and there are small gaps among the executive team and they are unaware of the damage that resonates through the rest of the organization as a result. although many

Unity of direction within the senior staff is paramount for the survival of any organization, the organic structure within the organization or hierarchy is there to provide the necessary pathways for information flow (Crainer, 2003). Organizations have strategic plan and visions to direct the works required to fulfill the goals of the organization when there is turmoil with the managing group this will cascade to the lowest levels and cause disruptions (Bethel University, 2014-B). Sam’s always right and dissension to Kerrie’s authority creates a hostile environment (Bethel University, 2014-A). Kerrie’s initial non-authoritarian approach with the senior management team fueled Sam’s negativism and blatant disrespect of authority with Kerrie and his peers. With Dave’s survey of the senior management team, Kerrie learns more about what they expected and modified her approach (Crainer,

It is widely known that goal setting is a vital part of achieving success and improving overall performance. Our modern understanding of goal setting came from Dr Edwin Locke’s research in the late 1960’s. In his 1968 article, “Toward a Theory of Task Motivation and Incentives”, he showed that employees are motivated and their performance improves when they are set clear, achievable goals, and receive appropriate feedback. He found specific, challenging goals lead to the highest performance, as long as the goals are not too challenging.

“All businesses share a primary goal: Success. Most organizations see a dramatic increase in employee and business performance when they effectively set individual employee goals and closely tie them to the company's overall strategy” ("Goal Setting," n.d., p. 1).

The first pro of goal setting is too increase performance. The specific challenging goals increase performance more than the unchallenging goals (Ordóñez et al., 2009, p.3). So why does setting specific challenging goals increase performance? “So long as a person is committed to the goal, has the requisite ability to attain it, and does not have conflicting goals, there is a positive, linear relationship between goal difficulty and task performance” (Ordóñez et al., 2009, p.3). Workers committed to goals will try harder to complete the goals because there is a path to follow, they can develop plans to achieve goals, and with goals there is more focus to the goals that it must be achieved so the workers work harder to complete them. There is also more effort and the workers become persistent in completing the goal. Another benefit of goal setting is that people are more committed to completing challenging goals because they company sets them and it will benefit the company. For example,

(Layman, 2011). Managers and leaders can study on 4 different levels their departments’ alignment to

Finally, the current operation is impaired by its own change in processes, leading to work groups operating as silos, and

From the table we can interpret the perception of the managers. Here store managers seem interesting in most of the portfolio. Store manager given equal ranking for HR function and conceptual part where as HR manager given high priority for staffing only and performance management only. The strategy of the organisation is directed towards change management but HR manager is more concentrate in the staffing and performance only. So as per my view the store manager is more aware in the change process. The turn over is high in organisation but both the manger are not giving it high importance because they rank compensation and safety in low. Store manger seems interested in giving training but HR manger not giving high importance. So in this table what we can say that the coordination is weak and the focus is different. Event though the focus

* Lack of Information and communication across divisions Each division maintains its own marketing, manufacturing, logistics and administrative departments (Silos)