Managing Red Tape From The Point Of View Of A Business Founder

It is very vital to implement rules, regulations and guidelines that are necessary so that individuals and organizations remain in compliance with the law. These set of polices help protect an organization from possible legal action or being penalized. It also, allows everyone to understand what is expected of them within any nature of business. Without guidelines and policies set forth by the government more than likely it would result in a breakdown in social structure, and it would result in unjust circumstances. Over the years the United States government has set many business regulations in place to safeguard consumer’s rights, protect society and hold corporations responsible for the power they have in our

“Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations” (Baack, 2012). These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Culture plays a huge role in the guiding of the behaviors of employees of an organization. There are three stages of culture that interact with one another to influence the behaviors in the organization. These stages are: observable artifacts, espoused values, and enacted values.

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

ABC Corporation has a culture that is based on providing award winning after-sales service to ensure it has repeat customers (WCM 620 Final Project Case Study, 2017). Thomas prides himself on creating a culture that produces high-performance numbers by encouraging his employees to handle a high volume of calls. Thomas believed that each employee should be clear on company protocol and performance expectations with a focus on high productivity (WCM 620 Final Project Case Study, 2017). During the conflict, Thomas believed that his front-line manager,

1. Using the competing values framework as a point of reference, how would you describe Verizon’s current organizational Culture? Provide examples to support your conclusions.

According to our text, Deal and Kennedy identified four dimensions of culture. Values, Heroes, Rites and Rituals, and Culture Network reflect how in a large part an organization makes decisions (Lester & Parnell, 2006). An organization’s culture is impressed upon staff beginning at the hiring process and continues throughout their tenure. For example, a Healthcare organization may have a culture that stresses patient safety and satisfaction beyond anything else. In this culture, any decision regarding process improvement or introduction of a new service line would be tailored to either safety or satisfaction. If a hospital were to start a patient lift team, the project team would ask how this departmental addition would impact patient safety

To me the new culture change in Chrysler made a major impact on the mangers. They had to step up and make sure the rest of the employees were up to par. One way mangers understood Chryslers new culture was the competing values framework better known as CVF. Competing values framework is a way for mangers to understand, measure, and change organizational culture. (Citation).Within the CVF there are four types of cultures. They are Clan, Adhocracy, hierarchy, and market. Within the Chrysler organization all could be possessed but there is always going to be one that overpowers the others. When Marchionne started the new culture change he broke it down into dimensions. In dimension 1 it focused on Marchionne primary goal of profitability.

Cameron (2013) states that the competition value framework consists of two axis that represent a companies desire to be either internally focused or externally focused, and the companies desire to be flexible versus the company desire for stability and control. Cameron (2013) lists four culture types that make up the competing value framework. Clan, which is internally focused but wants to be flexible, Hierarchy, which desires to be internally focused with lots of control, Market, which wants to be externally focused with lots of control, and Adhocracy, which is outwardly focused with a lot of flexibility. Organizational culture will fall into one of these four culture types.

The purpose of the Competing Values Framework is to facilitate the process of gaining a better understanding of the various management roles and how they can be applied more effectively in an environment of competing tensions. Each role is distinct and seemingly contradictory, but must be intertwined in order to achieve optimal efficiency; ultimately becoming a high performance manager. This “behavioral complexity"-the ability to deal with the competing demands through the mastery of seemingly contradictory or paradoxical roles differentiates the high performing managers from their counterparts (Hart & Quinn, 1993). In the process of becoming a high performance manager, it is essential to remain authentic by cultivating self-awareness, acknowledging

“Management is the activity of getting things done with the aid of people and other resources”(Boddy, 1998). Today, organizations around the globe rely heavily on management to ensure effective and efficient business. A wide variety of management models exist in order to accommodate different business needs. This essay will briefly discuss various management models, but will mainly focus on the Competing Values Framework (CVF) and current examples demonstrating two models within the CVF.

The competing values framework is a theory that was initially created from Quin’s research that was carried out on the major indicators of effective organisations. Stability, control, flexibility and change (adaptation) was the theorist’s preference when composing this structure within the framework. Doing so added additional dimensions in this organisational cultures theory. The four major models that comprise of the competing values framework are the Humans relations Model, the Open Systems Model, Rational Goal Model and the Internal Process Model. It is through these four fundamental models that this theory develops its main cultures which are the clan culture, the adhocracy culture, the market culture and lastly the hierarchy culture. The fact that New York has five mafia families working the streets in its self is the penicil of the clan culture. The boss or the don is the leader of each “clan” or “mob” or “family” or “schmucks” (the last one was only if they did a silly thing).

The competing values framework represents a theory, based on the crucial indicators of an effective organization. It revolves around four major components of organizational culture, which measure the organization's leadership style, institutional bonding, strategic emphases and general cultural characteristics. Leaders and managers benefit from this conceptual framework as it offers teaching tools and helps interpret various organizational functions and processes. In order the examine the organizational culture more in depth, this framework has been extended (Quinn and Kimberly, 1984, p 298). They identified the two main dimensions upon which the competing values framework of cultured is based : the competing demand of change and stability, and the conflicting demands created by the internal organization and the external environment. These dimensions were reflected by other scholars as Thomson

In the start-up cycle an organization will typically have substantial limitations. For example, organizations during this phase will often have limited operational budgets, infrastructure and manpower. The internal structure will be comprised of a few members, if not just the founder in some cases. This non-bureaucratic environment contributes to other challenges which include: highly controlled decisions and information, as well as placing the overall ownership in the hands of one or few individuals. The decision-making process is placed in the hands of the one(s) who are focused on the development and existence of the organization (Lester, Parnell & Carraher, 2003). During this phase the organization will attempt to secure a competitive place in the marketplace through the use of long hours, informal structure and information, and centralization. Other challenges deal with the organization’s focus on production and quality while operating with limited resources (Beverland & Lockshin, 2001). These are just a few challenges management must consider during the start-up cycle.

Startup.com shows the perils of going into business with a shaky business plan. It shows the initial excitement, the rise and fame, the bumping of heads and the eventual downfall. Such is the story of govworks.com, the documentary, startup.com covers it’s first, and only, year in business.

“What started out as conversation between friends on a night out in 2012 turned out to stimulate a growing business of exciting and creative services in the U.K.”