Organizational Behavior, Culture And Change Management Of An Industry

Organisation culture – The behaviour and morals of the employees within the company have a big impact on the employment relationship e.g if

A company’s culture can have a huge impact on employment relations. If the organisation encourages staff to be engaged and involved in how business is delivered, they are more likely to be motivated and productive and retention will be higher. Creating a good reputation outside the business can also help with future recruitment.

Issues investigated in this report will be discussed neutrally and objectively. However, there are still numbers of limitations in this report due to many factors. First of all is the biasness of the information collected from the interview of employees in the company. These information may not be neutral and trustworthy; or even misleading. Also, lacking of time is another limitation of this report. Since this consulting report is conducted within a limited time, the consultant cannot address all issues but major points preventing the merger goes smoothly. In addition, financial issues, which can also be a factor

Organizational change involves reviewing and transforming business processes, management structures, technologies and culture within the organization with the aim to increase effectiveness and efficiency of the entire organization. It needs a careful investigation of current business procedures and structures to implement the change successfully. I have experienced a similar kind of organizational change. This organizational change came in the face of leadership change. This change that I have experienced during my work is I think most relevant to the subject matter as it comprehensively describes the aftermaths of a leadership change. Being a mechanical engineer who heads a team of supervisors (engineers) and some technicians as well. My responsibilities include supervising their everyday work and scheduling tasks. In addition, it is my responsibility to drive my subordinates in a way that they remain motivated and ready for the task that will come their way.

In order for an organization to be most effect they have to look internally at their organizational behavior and assess what is most important to them and creates a culture surrounded by the value and beliefs of the leadership employees and customers. In order to better do that one must look at the importance of its employees and how they feel about the company directly affects the productivity and performance therefore becoming human capital. In addition to including the employees into decision making regarding events that affect them and the company. Furthermore, the structure of the culture set by management dictates directly the success of implementing the values the company and its employees hold. At time organizations find they fall of the path of direction in which they want to set the culture so changes have to be made throughout the organization in order to improve and restructure to meet the new values of the company.

In fact, the associate chairmen of the two firms had just agreed in the opportunity and the necessity of joining their forces, while at the same time they either neglect or avoid discussing, enlightening and deciding upon both the deeper, crucial differences in terms of heritage, culture or vision and the several ongoing functional or operational details. The lack of communication and diffusion of the new elements, factors and directions is obvious both through the internal context of each firm -the employees are really unaware and uninformed- and through the overall, general dimension of collaboration and interaction between the two firms. In few simple words, the merging process is characterized by a major lack of perceived mutuality and essentially no sense of real synergy between the two sides.

The Idea in Brief: This memo illuminates evidence-based practices leveraging worker engagement, as a driver of organizational culture change and innovation in a large work force. I am proposing a strategic paradigm for bolstering internal communication and mobilizing a 1% cadre of frontline workers as change agents. T.E.A.M. S.T.A.R.S. is comprised of 9 facets: Team Psychological Safety, Embracing Mistakes, Autonomy & Accountability, Making & Managing Goals, Shared Vision & Identity, Team Sharing (via Enacted Capabilities), Assessments, Reflection, and Social Support Structures. Each of these components serves four interdependent, and complementary features of large organizations with superior reputations’ for worker engagement, internal communication, organizational innovation, and customer service: Organizational Learning, Information Analytics + Management, Operational Agency, and Organizational Trust.

In my current profession the organizational behavior and direction of change is influenced by the organization’s culture. Organizational behavior occurs in all organizations but and shapes and develops the culture without the employees ever being aware. Culture can be described as the particular roles and values that people are accustomed to in a workplace. Culture can vary from organization to organization. Before taking this course at Cornerstone, organizational behavior and change was an unfamiliar notion. After taking this course I have a better sense of my role as a leader within my current profession. I have been able to further expound on the concept of what drives people at work, whether it is prestige, money or power. I am now able to utilize the concepts from the CQ model and recognize our own use of the steps in Kotter’s Model.

Why companies consider merger to be important for their business success is not far fetch, to increase market share, economies of scale, profit from R&D, benefits on account of tax shields and reduction of competition. However, the merger also has some associated problems such as increased business complexity, clash of corporate culture and sometime employee may be resistance to

A positive organizational culture is essential to develop a indisputable reputation. This type of culture comprises multiple elements that must be polished to create the kind of harmony that is required for success. It is imperative that an organizational culture reflect the values, mission, philosophy, and attitude of the organization and its members. These elements also effect how associated individuals should conduct themselves as a representative of the group. Especially, if the culture wants to be considered strong and maintain tolerance without being aggressive. It can be difficult to distinctly express an organizations culture. However, leaders within the organization must effectively clarify the groups objectives, so all member have one solid perception. Which is shared an thoroughly understood. These factors help to establish boundaries and promote orderliness.

Robbins, et.al, (2013) states “It is a field of study that investigates the impact of individuals, groups and structures on behaviour within organisations, in order to apply the knowledge gained in improving the effectiveness of an organisation”. Murray, Poole, & Jones, (2006) believes that organisational behaviour is “the study and application of knowledge on how people act within organisations. It is therefore a human tool for the benefit of people and applies generally to the behaviour of people throughout class organisation”. The main aim is to have an organisational behaviour pattern that allows improving the organisations adapted to people who are different, because the human side is the decisive influence in the possibility of achieving the achievements of the establishment, being undoubtedly that the study of change is one of the most important aspects in all organisational

As a consultant hired to evaluate organizational leadership within this government agency, I have identified the leading cause of the dysfunction within this organization. This paper explores a lingering problem that has impacted this organization’s productivity and effectiveness. The problem has been identified as a negative culture situation. This paper will explore and identify issues within this organization that have created a negative culture

Introduction: For my research topic I have chosen this topic to analyse and to investigate about the mergers and acquisitions of organisations. Do these mergers and acquisitions always bring desired results or not. Mergers and acquisitions are very common and occur everywhere i.e. in organizations, administrative units and businesses in all industries and of all sizes specially in banking sector and in pharmaceutical

The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.

Nowadays with the new millennium speeding towards us and competitive advantage more rapidly than ever, organisational behavior is one of the most direct relevance study for deeper understanding of management context. Indeed, it’s about how people organised and managed at work, which contains the study of leadership, motivation and organisational design to examine human behaviour in relation to various psychological, social and political conditions. The purpose of study this subject from regulatory perspective is to examine what happens in company and suggesting minor change. From radical perspective, judgment is made on the way organisation should be and suggest recommendation on how to achieve it. An organisational culture is exist in every company to make them institutionalised and distinct them with each other. (Robbins and Millett, 2004) A company that I work in during the four months holidays after the SPM examination has their own organisational culture, though they are not a big multinational company. Learning culture is the type of organisational culture I found in my working place. It was an insurance company, Tokyo marine life. I worked as assistant there, since I’m still new, my manager gave me some briefing on the guideline in work, regarding the goal of company, the importance of learning attitude at work and productivity in work. Everyone in the organisation is keen to learn. Managers and supervisors are demanding and monitoring us from time to time. Of