Who 's Of Charge?

* I think Davies didn’t have a strong connection with the CEO and his business peers, which lead to a communication problem between the management team and the IT department. I think he may also lack the business skills and competencies.

Many of the problems that Carl has found concerning the new employee orientation could have been avoided. Carl is a recently hired employee himself. He should have kept up with the progress of the new employee orientation and checked on the files for the applicants. ABC, Inc. should also have made sure that their new employee was capable of doing his job efficiently. If Carl had stayed on top of his project, the problems that he faced would not have occurred.

Gerald should have received some type of on-the-job training that goes over ever piece of detail that needs to be attended to. John left everything up to Gerald then eventually got upset when business was not being taken care of. The reason for on-the-job training, is because John can use the opportunity of OJT to really teach Gerald how he wants the store ran, and what transactions he want done on a daily basis.

Several observations and stories touch on how to use the large corporate environment and its resources to maintain a satisfying, successful career. In chapter 15, MacKenzie talks about how to address those who make their living within the hairball. He reminds us that we should not view those within the hairball as our enemies. He suggests that any time a bureaucrat stands between

Ultimately, Knapp had the opportunity to commit this heinous act because of his unreasonable financial position and power in the organization. Robert’s duties included authorizing and distributing checks, which led to the opportunity to commit the crime. The clear lack of separation of duties was tremendous and indefensible by

Humiliation stained my face and ego as I styled a black cotton T-shirt and matching black slacks. My coworkers and I were dressed in the same attire, hinting we were all “one” and a “team.” As an employee, work hours were assigned based on one’s availability, work performance, and the turnout profit of the parlor. Thus, work hours were never guaranteed nor specified. There were also two staff meetings a month where discussions of improvement were presented. There is clearly a centralization of power since there are higher agents assigning duties and payroll. By having an established authority (Kunda, 2006), there are fewer attempts of employee objections or disobedience. It also means employee emotions and actions are regulated. Thus, to be a steadily paid employee, the employee must “work embrace” their member role and think accordingly to the company (Lecture 5/2/16). These conditions are a form of normative control since policing of poor job performance would jeopardize one’s wages. Staff meetings served as spaces where management presented an agenda—reflecting of the company’s goals to maintaining order, commitment, and work relationships (Kunda, 2006). The implementation of role embracement and company ideologies is again

Jim is an experienced trader whose professionalism brings stability to our department. He supports the organization’s strategic plan, and his business practices are consistent with our mission. Jim follows the established guidelines, and he works with the Trading Controls group to get things done right. He is a good team player who has a concern for delivering measurable results. Going forward Jim needs to take a more active role in advising others on new and existing responsibilities and he will need to work on his confidence and understanding of each

Carter Racing and NASA examples discussed in the class taught us the value of the voice of dissension. While Stevens acts like the character of Tom from Carter Racing, Jack Bryant from Personnel Audit team would have been the voice of Paul. Carter should have included him on the team and listened to his experiences while talking to the employees and their managers. After all, his “on-the-ground” experience and intuition gained through the audit process was more likely to reveal the real situation than PAS or the brief audit reports. Just as NASA, after the Challenger Disaster instituted a rule that a launch could be vetoed by anyone in the team, including Jack in the conversation would have served as an antidote to overconfidence bias that would otherwise creep in.

Building off of the problem arising from Patty and Jim’s relationship there is a problem with political skill that arises as well.

Audience: We believe the book is an excellent read for anyone in the workplace, people who yearn to be skilled bosses or want to work for one.

Once David had made the decision to form a team, he started by hiring Brian Doyle. Brian was a seasoned consultant and would be able to offer knowledge in high-technology. Although, David had been working on this concept for some time, he failed to ensure all the stakeholders had buy-in. He did talk to a few people within the company, but never had a formal meeting with Whitney to outline his goals for the team. Also, David expected Whitney and Brian to work on any crossover of stock analysis among each other without his assistance. However, due to the past one-on-one working relationship between David and Whitney she was ill prepared for how to deal with Brian or his role within JFP. David compounded this by not providing leadership, guidance or accountability when he

The first major problem was that other sections within the department were unhelpful and difficult to deal with when he made requests of them or sought to initiate collaborations. When he asked his staff why this was the case, the most common response was that the department had “had it in” for the taskforce as posing a threat to their own positions. The bad blood between the taskforce and the rest of the department made Joseph’s position vary difficult because he and his staff were heavily reliant on other areas of the department for their expertise, advice and assistance in order to manage the project successfully.

As far back as history can be told mankind has struggled between balancing culture, power and politics. Many wars have been fought and many people have placed their lives on the line in order to stand up for what they believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s business environment individuals have much more to worry about than just completing their assigned tasks. Organizational culture, power and office politics influence day to day operations as well as govern the atmosphere within the organization. The amount of impact that power and politics have in the workplace, directly reflect the organization’s culture formally as well as informally.

Taking on a management position puts you in a competitive arena, there are expectations to prove yourself, that you can outshine your colleagues; Consequently, it’s this external factor that no matter how good you think you are, there will always be someone else to try and steal your thunder. When you enter what seems to be utter chaos that requires an immediate solution, the only thing to do is put your genius hat on and make it personal. Even amid my finest hour, I became a victim of the economic woes. My response to being downsized has been a career change, by pursuing my degree, obtaining new experiences, and honing-in on old ones, I’m destined to prove myself yet, again.

In an organization where there is a culture that has been developed through years, a culture of uncommitted individuals and selfish authorities, the harmony that is needed in accomplishing the organizational goals between the management and the rank-and-file employees cannot be attained. At this point, any person who wants to implement changes in the system for the better of the company can experience great stress and difficulty due to the resistance and developed attitudes of the members of the organization.