The Model Of Nokia And Samsung

Specific duties and task can be assigned to employees based on their skill set. If a member of the organization is more effective at preforming a specific task, he or she can be assigned the role of performing that particular task. This person can be considered a subject matter expert and will have the ability to pass on their knowledge to fellow employees.

Knowledgeable and well trained employees are needed in every organization. It is important employees are able to perform all the tasks needed in order to reach the organizations needs and achieve the set goals. As times change, employees may stay behind in skills or may even lack training when it comes to new systems, technology or other procedures that the company may need in order to better performance. That is when the importance of training is more evident. An organization has a large responsibility for their success which is why training, development, and career development is

The diagnostic model that I believe that the Hewlett Packard and Home Depot would fit the best is the Four Frame Model. The Four Frame Model consists of: Structural, Human Resources, Political, and Symbolic. The Structural frame is based on the rules, goals, policies of the organization, technology and the environment. The Human Resources frame involves the needs, skills and the relationships between the people and the organization. The Political frame involves power, conflict and competition of the policies of the organization.

Another very importance aspect is the working environment at the office…it should be a relaxed and informal place where employee, team member should have the time to think and explore new ideas. Mutual trust and respect where disagreement is based on issue rather than personalities in this case conflict become productive to generate new ideas instead of causing problems.

Documented in an employee survey (2012) conducted by the National Association of Colleges and Employees (NACE) the belief by many of the employers surveyed set a number of employee competencies they felt were essential. The findings resulted in a list of capabilities they felt were needed in order to proficiently desired by organizations. Effective verbal articulation within and outside of the organization’s structure, a team player that will a readily work with others, an administrator and convergent thinker, obtain and process data, while planning, organizing, and prioritizing work.

Organizations do not change, people do (Sullivan and Decker, 2009). A manager’s responsibility is to manage people. Change is difficult for most people and managing through the change process is not an easy task. Many theories on managing change exist, but they basically have four elements: assessment, planning, implementation, and evaluation (Sullivan & Decker, 2009). A manager’s role is to examine each of these elements and apply them to the people that he or she leads.

Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.

4) APPROPRIATE LEADERSHIP- the team will have trust and feel comfortable in how things are being led.

Drivers for change come in two categories, internal and external. In the simulation, "Organization Structure", the pretence was that the stagnating system integration market, lead the CEO to

The diagnostic model I have chosen is the Congruence Model for both companies. The congruence model as defined by Anderson (n.d.) is a type of change management process which will examine the performance of a given company/organization as it operates as a system. This means that the company/organization will be broken down into separate elements and congruence will examine each of the elements to improve both the organization and its parts as cited by Anderson (n.d.). This model examines

Culture and Employee skills: Deep rooted quality consciousness and team spirit. Highly skilled staff and high morale. Good labor elation with effective policies leading to high level of empowerment.

Change is going in the organization. With the help of theories I can easily visualize

5. The team must have a collaborative climate. It is a climate of trust produced by honest, open, consistent

Aside from educating a manager through formal training in managing an organization through change, there are many ongoing activities that will increase a manager's awareness and aid them in supporting a more complex organizational structure as it develops. A company's organizational structure is a road map of its communication patterns. A well-designed structure can also make it easier to identify inefficiencies and new problems as the organization grows. Reviewing the organizational structure on a regular basis will help ensure that the organization set up for optimal growth well into

2. Is the structure clearly understood by everyone in the corporation? The structure is understood by all employees. Employees generally review structure changes and adapt accordingly.