Organizational Characterization And Social Exchange Theories

Classical organization theory evolved during the first half of this century. It represents the merger of scientific management, bureaucratic theory, and administrative theory.

The Jake’s Pet Land case study is an example of leadership and follower situations, highlighting the key points of each role within an organization. This case is a study on how the leader-member exchange (LMX) impacts the outcomes of workplaces. According to Daft, LMX is individualized leader model that explores how the relationship between leader and follower develops over time and how the quality of the exchange relationship affects outcomes (Daft, 2015, p. 54). The LMX in many cases is the foundation an organization is built upon, because of this comes a great understanding between management and subordinates. There is a massive difference between being a manager and an effective leader, and throughout Jake’s Pet Land case study this notion is very evident.

Multiple-linkage model includes four variables: managerial, intervening, criterion, and situational (Yuki, 2006). This model describes “the interacting effects of managerial behavior and situational variables on the intervening variables that determine the performance of a work unit” (Yuki, 2006, p. 228). The six intervening variables are task-commitment, ability and role clarity, organization of work, cooperation and mutual respect, resources and support, and external coordination. These variables are interdependent. To maximize the effectiveness of a group, a balance of each variable is critical. A situation can affect the variables, regardless of leader involvement. A leader’s role is to correct any deficiencies.

Fiman that took a sample of female clerical and secreterial workers and their office managers within a corporate headquarters of a lage retail organization (Fiman, 1973, pg. 99). My findings support Mackey's arugument of how positive behavior reinforcement by leadership can influence the attitude and outcome of employee performance. Researcher G. Fiman found that there were strong assoications between supervisory characteristics and the level of subordinate satisfaction. Subordinates that perceive their supervisor to possess a Theory Y attitude tend to have a higher level of satisfaction (Fiman, 1973, pg.

Transactional leadership is built on reciprocity, the ways in which leaders and followers influence one another, and the idea that the relationship between leader and their followers develops from the exchange of some reward, such as performance rating’s, pay, recognition, or praise (Marturano, 2004). This style of leadership does not promote a close relationship amongst the boss

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

Effective supervisors gain respect without demanding it. Approachability, collaboration with colleagues, encouragement, and leading by example foster respect. Supervision relationships with mutual trust lead to supervisee's personal and professional growth.

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Mrs. Rose, an 85-year-old Dominican woman, grew up in an urban town in South Carolina. She is the youngest of two sisters and one brother. Rose stated her life growing up was stressful after her parents separated. Also, she said her mother had to work two jobs so that she could provide for their family. Due to the fact of limited income with many mouths to feed, Rose's older siblings moved to their grandparent's house. She further stated once her siblings moved, there was not a relationship between the siblings, and her mother became abusive. Consequently, the stress of having to work two jobs coupled with Rose's mother experiencing abuse as a child kept the cycle of violence to continue. Rose stated her mother homeschooled her brother for the reason that the bruises left would have quickly alerted the department of family and children services. Moreover, Rose indicated her mother dropped out of middle school, and the education that her mother taught was not beneficial. As Rose developed, she noted discrimination started happening. Although she tried to disregard the racism, she stated the environment affected her ability to love.

Basically, the business partner model proves effective in building and promoting strong interpersonal skills among employees. In the CGMS case, this model will help identify and diagnose competency and cooperation between human resources employees. Adopting this model will reflect the effectiveness of both the executive management and lower level employees (Caldwell, 2008). Competent relationships between the CGMS management and employees will guarantee high levels of quality in the competent workforce. The performance culture model on the other hand demands performance records based on strategic goals throughout the organization (Graham, 2004). As is the case in CGMS, employee performance is directly affected by existing relationships

Many organizations and establishments have philosophies in how an organization is to be functioning and which positions are necessary to execute the plan. One of the crucial positions that make the establishment function is that of a Supervisor. The term supervisor is a word with Latin roots which means “to look over,” however, a supervisor is viewed as a person who is an immediate overseer to an employee at a workplace. The supervisor is the person an employee would directly report to for any work related situation. A supervisor plays an essential part of the management team that gives an organization purpose and leadership by being responsible for employees’ progress and productivity (Bittel & Newstrom, 1992).

Based on the Test that I took, the only area where I score average was LMX in terms of loyalty factor. I have a manager who is a great person as a friend, however as a leader sometimes made decisions that are black or white. He is not the kind of manager who made exemptions. I think that we all humans and we made mistake, as long that is a honest mistake, I think my manager should be a little more flexible when judge his employees. One of the suggestion that I would do based of what I read is increase the trust between my manager and I. I will volunteer to do task that require more responsibility, motivate and encourage the team to perform better results. Manager likes to see his employees step up and motivate others demonstrating

How satisfaction relates to the level of ITM present also relates to how groups are perceived. What this means is that in order to get a better idea of how important ITM is to the company, there needed to be data of all employees regardless of position or rank. What this means is that there is a greater possibly of employees just being treated as employees instead of specific opinion but this too can open doors for further evidence concerning ITM.

When looking back at all of the weekly written assignments there are a few things I should note. There were some questions like naming the ‘theories of rationality’ in the written assignments which I did not yet fully grasp at the moment of answering the questions. When I look back at the first assignment I now understand what was asked of me. To some degree, this also applies to some of the other exercises. What I have noticed is that my writing skills have improved hugely thanks to the Organization Theory course, which can be seen in the difference in quality between my first assignment and this final essay.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the