Managing for the Future Organizational Behavior & Processes

Robbins, S. P., & Judge, T. (2009). Organizational behavior (13th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

Kinicki, Angelo, and Brian K. Williams. "Management in Action."Management: A Practical Introduction. 6th ed. New York: McGraw-Hill/Irwin, NY. 150-51. Print.

INTRODUCTIONOrganizational change is a concept that regularly occurs due to the nature of today's business environment. (McNamara, 2007) It is common in business communications, strategy, management and leadership. (McNamara, 2007) Change occurs when an organization revolutionizes parts or its entire strategy and/or wants to change the way it operates. (McNamara, 2007) Thus, it involves the realigning of organizational processes and operations. In order to remain competitive and successful in today's business environment, organizations must continually undergo changes by being innovative. (McNamara, 2007) Therefore, change plays a major role in the longevity, maturity, and success of any organization.

In this scenario the telephone company, Profitel, was looking for a new CEO to help battle emerging threats in a couple new markets.

There are many models and concepts explained in Organizational Behavior that will influence my actions to become an effective manager. In regards to my own characteristics, I am very adaptable to work situations and I like to brainstorm various solutions to the problem. This is related to the contingency approach in which a person uses management tools and techniques in a situational appropriate manner. When a problem arises, it is vital that a manager should analyze multiple solutions and look at the situation from different perspectives. After carefully reading the situation, a manager should act accordingly based on experience, training, other role-models and prior knowledge. Therefore, the contingency approach is one of the main

The following essay will be described the organizational behavior terminology and concepts applied in the organization. The following topics will be presented: Organization culture as internal and external environment of control. Diversity as of individual differences based on gender, race and ethnicity, age, disabilities, and sexual orientation. As the last subject communication as the human skill that helps the organization to work well with other people, and resolves conflict. The point of view for experiences in my organization will be included in this paper and conclusion.

Over the last several years, technology has been one of the main tools that Federal Express (Fed Ex) is using to improve customer service and address the needs of stakeholders. The recent successes that company has been experiencing in these areas are causing executives to overlook certain challenges. One of the most notable has been the firm's inability to deal with issues of discrimination, harassment and employee termination. This problem has become such an issue, that the company settled several discrimination lawsuits. (Hirsch, 2007) ("Fed Ex Age Discrimination Issues," 2007) ("Prescription for Federal Express Workers," 2009)

Organizational development is crucial to building a strong organization. Change in organizational mission, change in the economy, and change of inner structural changes can organizational mission, change in the economy, and change of inner structural changes can necessitate organizational development. When these changes occur, businesses seek outside organizational assistance. According to Jex and Britt (2008), organizational development is the implementation of programs, techniques, and methods that work together to enhance individual performance and organizational improvements. This paper will highlight

The problem of whether employee resistance is possible under corporate relations of power that target the very hearts and minds of workers has become an increasingly important issue in recent critical organization studies. With the advent of ‘cultural cleansing' (Strangleman and Roberts, 1999), ‘designer selves' (Casey,

As discussed by Grant and Jennings in Organizational Behavior and Contemporary strategy analysis a true innovation in the business is more than what’s traditionally defined as innovation. The traditional definition of innovation is defined “as the adoption of an idea or behavior that is new to the adopting organization’s industry, market, or its external/internal environment.” When in reality innovation in the work place requires implementation and it is much more than a creative idea. Real innovation creates a competitive advantage and equips the innovator with the ability to overcome “the competitive advantage of other firms.” By definition true innovation in the workplace will add value to the development of a competitive advantage and in order for a CEO of a distributor to achieve true innovation, he would have to start from the very top addressing issues with his company’s culture, people, structure, processes, and incentives.

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.

Deutsche Lufthansa AG, also known as Lufthansa (sometimes also as Lufthansa German Airlines), is the largest German airline and, when combined with its subsidiaries, also the largest airline in Europe, both in terms of passengers carried and fleet size. In this paper, I will initially examine Lufthansa organizational environment and behavior method. I will start of by analyzing the collaborative work environment, specifically discussing collaboration techniques, interaction between leaders and followers, and supportive communication. Therefore, covering the decision-making environment, risk management, and how the organization resolves conflict through the strategic negotiation process. Secondly, I will examine its approach to accomplish team-building and drive innovation.

Before communicating with the employees, however, a clear company culture must be determined by the leader. Defining the company culture is not to put a few buzzword such as “innovation” or “active” but to really understand the business and determine how to manifest the company realistically. A great company culture might be just as motivational to the employees as the name of the company or the salary. That being said, the company culture plays a major role in retaining the employees who may decide

Over the recent past, many workers have developed a liking for startups over established corporate jobs. The workers do not want to get fixed by rigid laws and hierarchical structure. The trend has both risks and benefits. One of the risks is that the startup organizations do not give proper attention to the human resources. Moreover, the startups may violate one or more aspects of the employment law. The book is useful in training prospective future managers and employers since the workplace discrimination scenario is a rapidly changing issue that requires a more intellectual approach. The risks of violating the discrimination rules are devastating to both the employer and organization. Knowledge is power, and the prospective managers will gain the knowledge surrounding employment discrimination and harassment and are thus informed of the possible penalties for violating such laws. The book also gives the potential managers the ability to interpret the laws governing a certain topic in the contemporary business life. Additionally, the book enlightens the potential managers about the existing legal bodies that address issues such as workplace discrimination. The students can get more information not covered in the classroom or the book from these bodies. One such body is the United States Equal Employment Opportunity Commission (EEOC). The agency has a website that contains the jurisdictions over claims of discrimination in the various

"The building circular […] The prisoners in their cells, occupying the circumference—The officers in the center. By blinds and other contrivances, the Inspectors concealed […] from the observation of the prisoners: hence the sentiment of a sort of omnipresence […] One station in the inspection part affording the most perfect view of every cell." (Bentham, 1798:195). This is how Jeremy Bentham, an English philosopher, described the Panopticon, an institutional building designed to make the people surveilled unable to know when they were observed. Years later, as forms of power changed and transformed throughout time, the Panopticon becomes the perfect analogy for Michel Foucault to explain the advent of a new form of dominance: Disciplinary power. This form of power, strictly related to Foucault’s theory of bio-power, will later become key in the development of organizational theory and understanding of modern management practices. Throughout the decades Foucault’s studies have been applied to society, from late 19th century Taylorism and scientific management approach to modern days. Now, in the 21st century, his work is ever so actual with the implementation of modern surveillance and modern forms of Panopticon.