Human Resources: Progressive Discipline Strategies

Humiliation stained my face and ego as I styled a black cotton T-shirt and matching black slacks. My coworkers and I were dressed in the same attire, hinting we were all “one” and a “team.” As an employee, work hours were assigned based on one’s availability, work performance, and the turnout profit of the parlor. Thus, work hours were never guaranteed nor specified. There were also two staff meetings a month where discussions of improvement were presented. There is clearly a centralization of power since there are higher agents assigning duties and payroll. By having an established authority (Kunda, 2006), there are fewer attempts of employee objections or disobedience. It also means employee emotions and actions are regulated. Thus, to be a steadily paid employee, the employee must “work embrace” their member role and think accordingly to the company (Lecture 5/2/16). These conditions are a form of normative control since policing of poor job performance would jeopardize one’s wages. Staff meetings served as spaces where management presented an agenda—reflecting of the company’s goals to maintaining order, commitment, and work relationships (Kunda, 2006). The implementation of role embracement and company ideologies is again

“Formalized norms are written up in organizational manuals that set out rules and procedures for employees to follow, but by far, most norms in organizations are informal.”

All schools have a disciplinary and behaviour policy. All children and young people as well

Organizational theory studies the various variables that influence the behavior of an individual(s) working within an organization, but also, “prescribes how work and workers ought to be organized and attempts to explain the actual consequences of organizational behavior (including individual actions) on work being performed and on the organization itself.” (Milakovich & Gordon, 2013, p.145). Of the many approaches to organizational analysis, Classical Organizational theory has been, even to this day, extremely influential by focusing on more formal concepts such as bureaucracy, rationalization and scientific management. Although, over the decades organizational management has taken on a more human relations approach to getting more productivity out of employees, it is contributors like Max Webber, Fredrick Taylor, and Luther Gulick that laid down the basic foundation organizational theories by recognizing the need for control and procedures.

The work process, organization’s operational policies, relationship between management and the employees, the flow of ideas and decision making are mainly based on the structure of the organization. The structures of bureaucratic organizations have various layers of management, but authority is centered at the top. As the control is over top management, they can run the business in command and control style. In bureaucratic organizations decision making time can be shorter as less individual are involved in this process. The employees are bound by the strict rules of the organization. As the employees

Over sometime, King has been under great scrutiny for the way situations have been handled in the past. This steams all the way down from the leadership to the employees. With the recent reduction of force, many of these disturbing issues have been brought to light. These issues just as with any other organization, will not correct themselves. It will take various plans for improvement and involvement from everyone affected in order to turn things around for the better. Again, King is not the only or the first company to experience things such as this.

The final paper for this class is an analysis of my current employer’s organization behavior. The organization has been around since 1887. The opportunity to fine-tune the process over the years has been handled well. They are in tune with the industry and make every attempt to be in tune with the employees. The culture of the organization, communication methods, management styles, motivational methods and technology advancements will all be briefly touched on in this assignment.

Corporate cultures are made up of many individuals, developing in different behaviors over time. Several factors impact the way a business cultivates. From the character traits of its leadership in its trade activities and industry environment. Corporate culture can develop from teams representing divisions and departments within the business that can be made up of differentiated functions or units that must be integrated into a unified effort if the organization is to be effective (Brown, 2011, p.127). In functioning, the departments pursue their goals from individuals coming together for a common cause. For example, in the case of the Old Family Bank, which is departmentalizing with a check processing, computer service, and an operation’s department. The vice president of management responsible for gathering data is selected to find out how the organizational behavioral aspect of the business is functioning. Therefore, H. Day VP of management has decided to scrutinize the turnover, absenteeism, and productivity statistics/figures of all the Banks ' department 's behavior (Brown, 2011, p.141). The gathering of the data provides a conclusion that was relevant to the check processing and computer services departments. Let’s look together at Day’s diagnostic process.

One of the biggest issues Valves current organisational structure faces currently is the organisations complete lack of formal management. This paper will argue that the implementation of a formal management structure will potentially increase the productivity and performance of the organisation.

Martin, J, 2005. ‘Organizational Behaviour and Management’, 3rd edition, Saxon Graphics Ltd, Derby, pages 96, 97

He knew that the core of the organisation was built upon trust, teamwork, flexibility and change without any exceptions. The whole organisation was turned upside down, every employee got the job to “´fit each employee’s capabilities” (IMD international (2005) p.5). The formal structure allowed all employees to create their best working environment which again forced the informal structure to change. Because the employees aligned their values with the company’s, the new informal structure was also aligned with the company’s formal structure. In other words, Kolind forced the informal structure, the employee’s actions and opinions and their beliefs and values, to fit the formal structures value and belief system. The changes within the formal, as well as the informal organisation structure, could have been a necessary factors in order to successfully help the proceedings of restructuring the

Discipline refers to all subordinates must respect for their superiors and obey the order or rules and norms that manage the organization. Fayol considers that a disciplined organization needs good managers at all level of management, clear and just agreement, and judicious use of penalty (Fayol, Henri & J.A. Coubrough(Trans), 1930). Besides that, he also consider that this principles is critical for smooth functioning of an organization. If an organization do not have the discipline, he believes that it will not be thriving. In this case, the rules of Edens’s company requires that workers are forbade to talk in the workroom, the workroom must absolute quiet, the windows are covered, and there are not allow to put anything in the worker’s desk, such as coffee mugs, personal photos and other adornments, their desks must maintain in a clean and blank situation. Edens considered to remove everything that possible influence or distract his workers on the job at hand. Such as the windows are covered, Edens says, “I don’t want them looking out – it’s distracting. They’ll make mistakes.” Thus, according to this principle, Edens’s worker must obey the rules or norms that set by Edens to manage his company. Furthermore, the workers in EBS also want to obey the works gave by Edens, which require the letter openers must open three envelopes in a minute and workers of tap keyboards should keeping pace with a quota that demands 8,500

This paper attempts to describe an organizational conflict which I experienced, and explain its background which is related to organizational behavior issues. Moreover, I shall make discussion about what could be done to manage the organization more effectively.

1. Define and explain the significance of the term ‘derived demand’ as it applies to Strategic Human Resources Planning. (5 marks)

In an organization where there is a culture that has been developed through years, a culture of uncommitted individuals and selfish authorities, the harmony that is needed in accomplishing the organizational goals between the management and the rank-and-file employees cannot be attained. At this point, any person who wants to implement changes in the system for the better of the company can experience great stress and difficulty due to the resistance and developed attitudes of the members of the organization.