Organizational development

Organizational Structure Paper MGT 230 Organizational Structure Paper The selected organization for the topic is AAA Remodeling AAA Remodeling is a construction company that focuses on remodeling of residential homes along with weatherization on commercial and residential buildings. Description of organizational structure of AAA remodeling will be given. Two other organizational structures will be selected for the use of contrast and comparison. The organizational functions

New strategy: To have control. Option: Traditional hierarchical structure Hierarchical, Functional Structure * Functions organized as teams: Sales/Marketing team, Software development and services team, Engineering and technology team, Operations team, Finances team, HR team, Administrative team. * Issues: How many distinct functional teams? Marketing separate of sales? Finance and accounting and

Organizational Culture Salih Dede University of Nevada- Reno EL700 Jafeth E. Sanchez, Ph.D. 10/27/2015   A Description of School (Organizational) Culture Today many companies are focusing on becoming a value-driven organization because we have seen those values types of organizations are some of the most successful companies. Value tends to drive culture and when you have an organization that has strong culture, you have a lot of employee that are bookbuild so your culture is driving complete fulfillment

of Bennington College, particularly as chronicled by Edmundson. Then, the natural selection view of organizations will be discussed in relation to Bennington’s decline. The intercession of Liz Coleman highlights themes of the political frame, organizational structure, and leadership styles to be analyzed further and

Exploring employee empowerment is a management decision based on proven capability and demonstrated trust by the employee. Transformed organizations introduce empowerment over rules and regulations through smart governance and guidelines supporting organizational culture. These practices promote improved customer service through employee decision-making extended by management authority and flexibility. Demonstrating customer-focused programs and practices through skilled and knowledgeable employees with

When selecting my topic for this research paper I reached out to a co-worker of mine, Michelle Choate. Michelle works in our Organizational Development department and is someone that I have taken communications classes from at St. Luke’s. For many years I consistently had employment evaluations that suggested that I had significant opportunity to improve my communication skills. Through the courses taught by Michelle, I was able to discover some characteristics about myself and implement her teachings

factors that influence them, it will be easier to value and respect individualities and practice inclusive and effective communication within the organization. The differences between employees can be based on race, age, gender, personality, or organizational function, among others. The roll that management has regarding diversity is to ensure that the processes and policies are designed in response to employee’s specific needs and behaviours without interfering with the company objectives. In the

Organizational Structures Functional Structure Functional structure is set up so that each portion of the organization is grouped according to its purpose. In this type of organization, for example, there may b a marketing department, a sales department and a production department. The functional structure works very well for small businesses in which each department can rely on the talent and knowledge of its workers and support itself. However, one of the drawbacks to a functional structure

translated into a model, named the Competing Values Framework. This framework shows the cultures, organized between two dimensions. The framework shows which culture coincides with which dimension, to show the effectiveness of the organization and the organizational culture. (source: Kim & Quinn, 1999) When

competitors. It is important that organizations maximize ownership of intellectual capital as documented explicit knowledge as much as possible. The development of intellectual capital can be achieved through the codification of existing explicit knowledge into information systems, the personalization of individual tacit knowledge into organizational processes (Hansen et al, 1999) or the continual encouragement of a learning environment within the organization to acquire new knowledge (Pershing, 2006)