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Organizational Change and Adaptability, 2003.
An examination of methods used by organizations to organize and manage themselves and a look at how well these organizations adapt to change.
4,369 words (approx. 17.5 pages), 28 sources, APA, $ 115.95
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Abstract
Organizations must be flexible and adaptable to change if they are to survive in today's rapidly changing and competitive environments. Organizations that remain wed to the past may find themselves being left behind and their very survival threatened. Flexibility and adaptability can only be achieved through the commitment and mindset of the entire organizational culture. This paper examines various ways organizations organize themselves and how managing and leading these organizations play a role in how well these organizations adapt to change in reaching a level of relative equilibrium.
From the Paper
"From a rational systems perspective, organizations are designed to attain specific goals by organizing in such a way to lead to maximum efficiency in attaining these goals (Scott, 2003). The focus is on organizational principles in achieving predetermined goals. Three early rational theories were Taylor's Scientific Management, Fayol's Administrative Theory, and Weber's Theory of Bureaucracy.
Taylor's Scientific Management was the belief that it was possible through scientific means to analyze tasks performed by individuals and to pick out those procedures that produced a maximum output with the least amount of energy and resources and that after these tasks were identified, they would become the standard performance measures. Taylor introduced an objective method for determining how fast a job should be done. Taylor's solution was to break down the work tasks into its constituent elements or motions so the work would be done in the "one best way" (Taylor, 1912/1970a, p. 85). Taylor also pushed strongly for standardization in the design and use of tools and advocated that each worker be assigned a specific amount of work based on the results of time study (Locke, 1982). Under Taylor's Scientific Management, the focus was on studying the best procedures at the worker level and then implementing these standards; a bottom-up approach to management was the rational (Scott, 2003)."
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Organizational Change, 2007.
This paper applies theories of organizational change to the re-engineering of the information management function (IT) at the New York City Administration of Children's Services (ACS).
975 words (approx. 3.9 pages), 6 sources, APA, $ 34.95
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Abstract
This paper explains that many of the challenges to the strategies of information management (IT) change at the New York City Administration of Children's Services (ACS) are on the organizational level and of specific programs on the strategic level. The author points out that several theorists believe that the most painful part of change is in changing long-standing processes, which involve the management and use of data. The paper relates that the organizational change stages of development, which can not be shortcut, are stability, adaptation, struggle and revolution.
Table of Contents:
Introduction
Develop the Service Vision and Process Objectives for ACS
Identify the Processes to be Redesigned
Understand and Measure the Existing Processes
Design and Build a Prototype of the New Process
From the Paper
"Mintzberg and Westley (1992) mention the third level being that of "the most concrete level shown, an organization can change its people (their jobs) and its operations, including its machines, architecture, and other facilities the concern of fields such as organizational development and operations management," which speaks to the role of operations research, time and motion studies, and the logistical and tactical approaches people rely on to do their jobs. In the case of the ACS, often individual employees and contributors are left to complete this entire process on their own, without a unified direction in change management coming from their leadership. This results in the inappropriate disposal of patient records, patients' records being lost or misplaced, and a lack of accountability specifically on results.
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Organizational Change, 2002.
A look at how organizations manage change.
1,395 words (approx. 5.6 pages), 5 sources, APA, $ 46.95
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Abstract
This paper examines how an organization is affected by change, both in the external environment and within the organization. The author finds that organizational structures typically have rules and regulations that affect implementation of change. Issues of labor and management, communication, risk management and human relations are addressed in light of how they affect an organization's adaptation to change.
From the Paper
"Change is normal and life?s one salient certainties. The environment in which an organization operates is constantly changing (Mukherjee and Mukherjee, 2001). How an individual relates to change determines the achievement of success. While change is good for an organization?it helps stimulate the organization to grow?change can be difficult to implement in an organization. Recognizing the role of the workers in an organization is important. Ethical dilemmas generally occur when values conflict; consequently hampering the implementation of changes in an organization."
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Organizational Change, 2004.
Examines the Nadler-Tushman Change Management Model.
675 words (approx. 2.7 pages), 2 sources, MLA, $ 23.95
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Abstract
This paper is about the Nadler-Tushman Change Management Model. It describes Reactive changes,
Incremental changes and four fundamentally different types of changes: Tuning, Adaption, Re-orientation and Re-creation.
From the Paper
"David Nadler and Michael Tushman suggest that sustained organizational growth or change cannot be accomplished with a leader who has only visionary and charismatic skills. Mike Woods of Chemistry and Industry explain that Nadler and Tushman suggest that a unique set of skills is needed to ensure that large-scale changes that are necessary from time to time are successful. Woods adds that based on their consulting experience with some of the largest companies in the United States including Xerox that they believe a ..."
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The Adaptive Leader and Change, 2008.
This paper looks at the responsibilities of an adaptive leader and discusses the effects of change.
3,729 words (approx. 14.9 pages), 15 sources, APA, $ 103.95
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Abstract
In this article, the writer describes the considerations of an adaptive leader that are related to the management of change. The writer also evaluates how those factors impact followers in implementing change. The writer notes that while the changes occurring globally are perhaps exciting, those same changes are calling upon leadership and demanding new ways to deal with new and emerging challenges requiring innovation in leadership. The writer points out that traditional practices may no longer be successful and the historical leadership methods may not be sufficient for leading today's workers in the global workforce. Today's workforce is diverse characterized by differential learning levels and various experiential backgrounds. The writer concludes that the adaptive leader is one who is able to intuitively and with intent make decisions and solve problems while empowering those whom are being led.
Outline:
Introduction
Theoretical Framework of Study
Literature Review
Summary & Conclusion
From the Paper
"The Adaptive leadership has the responsibilities of setting the direction in times of change. Where the leader would in the technical or routine situation be responsible for defining problems and making the provision of solutions, the adaptive leader will instead, make identification of the adaptive challenge and frame the key questions and issues prior to seeking a solution. The leader is responsible in routine situations to shield the organization from threats that are external to the organization but in times of change, the adaptive leader will allow the organization to experience the pressures that are external to the organization but only to the extent that the employees can manage the pressure being experienced. The leader of an organization has the responsibility within the area of orientation of employees to their duties and responsibilities to clarify the employee's roles and responsibilities but in times of change the adaptive leader will need to challenge the current roles of employees and will be resistant to any pressures that wish for new roles to be defined quickly. In times when everything in the organization is ticking along as usual conflict management requires that the leader restore order to the organization and its systems however, during times of change the adaptive leader must let the conflict emerge, in order for it to be exposed, resolved and effectively purged. In times of routine organizational management the leader is required to assist in maintenance of the organization's norms to keep thing running smoothly however, during times of change it will be necessary for leadership to adapt and challenge the norms that work against productivity in the organization. Heifertz and Laurie relate that while those being led desire the organizational environment to be comfortable, stable and for their leaders to provide answers, effective leaders ask their employees the difficult questions and remove the employees from their zone of comfort and then the leader takes responsibility for managing the distress that ensues."
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The Changing Role of Organizational Accounting, 2002.
An examination of the changing role of the accountant and his importance in a rapidly changing business environment.
1,445 words (approx. 5.8 pages), 6 sources, MLA, $ 47.95
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Abstract
This paper discusses how the accountant in a modern organization must be able to perform many more functions than in the past. Managerial accountants are important in assuring that the organization is on target for meeting strategic goals. It looks at how it is no longer enough to have a basic understanding of receivables, payables and cash flow and how accountants now play an active role in management and decision making. They are responsible for goal setting, forecasting and many other activities that were previously in the realm of management and must consider corporate culture and be able to adapt their techniques to meet specific company needs.
From the Paper
"Corporate culture and accounting used to be two terms that should never occur in the same sentence. Accounting was a separate entity from other systems in the organization. Now accounting is an integral part of every phase of the business including legal, political and social systems within an organization (Shraddha and Sidney, 1997). As the needs of an organization change, so do the accounting system change to meet these changing needs. A modern accountant must be more flexible in practice than in the past. Modern accounting practices must be able to adapt a trait that was not synonymous with accounting in the past. Accounting used to adhere to a rigid set of rules and procedures, but now they must remain flexible and willing to change on short notice. "
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Organizational Behavior: Organizational Structure Metaphor, 2006.
An assessment of the Emperor penguins' organizational effectiveness as a metaphor for organizational structure.
3,470 words (approx. 13.9 pages), 12 sources, APA, $ 97.95
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Abstract
Out of thousands of living creatures populating our planet, Emperor penguins represent one of the most inspirational natural metaphors for modern organizational behavior. The paper shows that Emperors put their skills and abilities to good use; they utilize their resources effectively; they overcome numerous obstacles to help the organization internal processes flow smoothly. Finally, they accomplish their common goal. Emperor penguins flourish in the place where few living things can survive. The paper shows that as we study Emperor penguins, we cannot help drawing parallels. What if the workplace worked like this? An employee and a manager could take some lessons in the areas of protection, sacrifice, cooperation and teamwork.
Paper Outline:
Abstract
Organized Penguins
Skills and Abilities
Group Development Process - Adult Penguins
Group Development Process - Chicks
Roles and Norms
Teamwork Effectiveness
Leadership and Decision-Making
Managing Team Conflict
Organizational Effectiveness
Conclusion
References
From the Paper
"Another criterion of assessing organizational effectiveness is resource acquisition. Emperor Penguins rely on the ocean as their only food source, so it must be within reach of every mature penguin or they will starve and die. The acquisition of heat can be seen in the huddle where penguins must cooperate during storms or they will freeze to death. The acquisition of safety can be seen in the protection of their chicks from predators. Acquiring a mate takes a certain amount of skill and determination as well. The "healthy systems" approach is in effect in the rookery because we can see the genuine sense of community."
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Adaptability as an Emotional Competence, 2002.
Examines the importance of an employee's ability to adapt to organizational change.
1,900 words (approx. 7.6 pages), 8 sources, $ 71.95
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Abstract
Individual employees experience difficulties in keeping pace with the organizational restructuring or improvement processes. A key challenge for an individual during organizational changes is not only to reaffirm capability to learn new skills but also to develop and maintain an attitude to tackle new ways of doing things. Organization experts believe that the self is the key in determining the reaction of individual employees to the changing organizational landscape.
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Models of Change, 2008.
Analyzes ten change models and theories as they relate to today's business corporations.
4,215 words (approx. 16.9 pages), 10 sources, APA, $ 112.95
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Abstract
This paper explains that today's fast-changing organizational environment requires corporations to adapt or risk death. The paper points out that compounding the challenges posed by today's competitive business environment is the growing complexity of organizations themselves. The paper then analyzes ten change models and theories in terms of their purpose, their historical and political perspective, their structure and methods, their strengths and weaknesses, their applications and their process of implementation.
Table of Contents:
Introduction
Models
Evolutionary
Teleological
Life Cycle
Dialectical/Political
Cultural
G.R. Lueddeke-Adaptive/Generative Development (AGD-M)
Peter Senge's Model of Learning Organizations-The 5th Discipline
Personal
Mental Models
Shared Vision
Team Learning
Systems Thinking
Kotter's Eight Stage Process
Pettigrew's Open Learning System
L.E. Bolman & T.E. Deal's Four Frames of Organizational Change
Structural Frame
Cultural Symbolic Frame
Human Resources Frame
Political Frame
Discussion and Conclusion
From the Paper
"The product/service life cycle is based on the idea that the market demand for any product or service has a finite life and that during its life cycle it passes through distinguishable stages. The market for the product or service needs to be managed in different ways during the different stages of its life as changes occur. Once the market for a product or service has entered the 'maturing' phase, an organization should then stop putting new resources - finance, recruitment, research - into it and begin funneling resources in other products and services in the 'developing' phase."
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Wal-Mart's Application of Organizational Behavior, 2008.
This paper is an analysis of Wal-Mart's organizational culture, organizational structure and human resources practices.
2,413 words (approx. 9.7 pages), 10 sources, APA, $ 73.95
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Abstract
This paper discuss Wal-Mart's organizational culture, organizational structure and human resources practices. First, the paper discusses how Wal-Mart's founder, Sam Walton shaped it's culture from a belief system, which inspired him and which is preserved by the company to this day. It consists of the three basic beliefs, the sundown rule, the 10-foot rule, Sam Walton's 10 rules for building business, equality of opportunity and diversity. Secondly, the paper looks at how Wal-Mart is lifting its business to a new level through new initiatives in fields, like merchandising, marketing, supply chain, store operations and environmental stewardship. Lastly, the paper discusses Wal-Mart's response to the criticism that it offers low prices to consumers at the expense of its 1.8 million employees it calls "associates".
Outline:
Organizational Culture
Organizational Structure
Human Resources Practices
From the Paper
" Wal-Mart set up new policies, which confined wages in certain positions only, hire more part-time employees in place of full-time, and change schedules, which would force some employees to an on-call status only (Mittal 2007). The company has been the respondents since 2002 to lawsuits for unfair labor practices and policies. These lawsuits included class-action charges of sexual discrimination in pay and promotion for 1.6 million current and former female employees. The lawsuit asserted that 92% of Wal-Mart's cashiers were female but only 14% of them were managers. The wage gap was wide from the highest levels between female and male vice president downwards. Accusations hurled against Wal-Mart included wage abuses, the omission of contraceptive coverage in insurance plans, child labor and disabilities violations, sexual orientation and coercing employees to file for public benefits to hide the company's inadequate wages and benefits. This new wage and work rule policy would reduce or eliminate higher-paid fulltime employees and replace them with part-timers with lower wages and no benefits. Requiring them to be on-call on a 24-hour basis would discourage employees with families. Most of them are women and long-time employees, who would have to give up salary increases or forced to work at unreasonable or difficult hours. National Organization of Women vice president Olga Vives commented that Wal-Mart's claims of valuing its employees could only underscore a solid intention to further enrich the Waltons, the company's executives and shareholders at the expense of the workers (Mittal)."
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Wal-Mart's Organizational Structure, 2008.
An analysis of the elements of Wal-Mart's organizational structure and organizational culture that allow it to offer low cost quality products.
1,725 words (approx. 6.9 pages), 8 sources, MLA, $ 55.95
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Abstract
This paper discusses the organizational structure of Wal-Mart and how it allows them to offer quality products and services at low prices and yet remain successful. The paper looks at the company's external and internal elements, such as organizational structure and functions. It also discusses low costs that allow the company to offer quality products at low prices.
Table of Contents:
Organizational Structure
Organizational Culture
Human Resources Practices
From the Paper
"As we can see, according to the company's organizational structure and culture and in line with these policies, at Wal-Mart, the emphasis is placed on attaining the cost reduction objectives in order to be able to provide low priced products. This is done by improving operational mechanisms and by continuously developing means by which efficiency can be increased. This ranges from providing feedback from the operational departments to the IT department in order to improve automatic procedures to encouraging an excellent horizontal communication between the different departments in the organization."
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Organizational Behavior Trends, 2007.
A look at the effect of trends such as ethics and technology on organizational behavior.
833 words (approx. 3.3 pages), 2 sources, MLA, $ 29.95
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Abstract
Organizations must be willing to adapt or change in response to trends in the marketplace. This paper looks at how these trends include shifting demographics, new technologies, competition and changing social values. The paper also looks at how, in reaction to the external forces, high-performance organizations have emerged. Other trends in organizational behavior such as the influence of ethics on decision-making and the impact of technology on work-related stress are also detailed.
Outline:
Abstract
Organizational Behavior Trends
Ethics and Decision-Making
Technology and Stress
Conclusion
From the Paper
"Success in any work setting depends on a respect for people and an understanding of human behavior in complex organizational systems (Schermerhorn et al, 2005). Understanding the human behavior is especially important when trying to manage and develop people to make ethical and savvy business decisions on behalf of the organization. Most people will agree ethical behavior is defined as behavior that is morally right and good as opposed to wrong or bad. However, the consensus of what is ethical pertaining to a specific action will often vary from person to person."
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Impact of an Intranet on Organizational Functions, 2002.
This paper attempts to develop and validate a credible body of evidence supporting the value of organizational intranets in relation to organizational productivity.
6,805 words (approx. 27.2 pages), 23 sources, MLA, $ 154.95
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Abstract
The paper gives an assessment of both the character and the degree of the impact of the extent to which an intranet is used within private sector organizations on both individual organizational functions (such as intra-organizational communications, decision making, group collaboration and employees? productivity) and on overall organizational business activities.
From the Paper
"When technology is considered within the context of physical science, it is typically viewed as the application of physical science and engineering technology to human endeavors. This concept emphasizes device effects and procedures. When technology is conceptualized within the context of the behavioral sciences, it is viewed as the application of language and linguistics, communications, cybernetics, and psychometrics to human endeavors. The behavioral science concept of technology incorporates applications of engineering research (particularly human factors engineering), logistics related to the effective use of physical resources, and information science. Technology, thus, is the "conscious invention of ways of acting on the material world to meet our needs.""
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Organizational/Leadership Behavior of the VHA, 2007.
A case study analysis of organizational and leadership behaviors in the Veterans Health Administration (VHA).
1,548 words (approx. 6.2 pages), 14 sources, APA, $ 50.95
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Abstract
This paper describes the organizational structure, design, function and processes of the Veterans Health Administration (VHA). It also reviews the VHA's culture, communication style and barriers, its decision-making processes, values and ethics and its leadership styles. Additionally, the paper presents a current environmental change affecting the VHA and discusses the corresponding leadership behaviors.
Table of Contents:
Organizational Design
Organizational Structure and Process
Organizational Culture
Leadership Styles
Organizational Communication
Communication Barrier
Organizational Decision Making
Environmental Changes
Problems with Environmental Changes
Conclusion
From the Paper
"The VHA organizational leadership is continually looking for avenues to improve healthcare delivery to the veteran. An environmental change affecting the VA is the sudden influx of younger and multi-gender patients with nontraditional ailments. The traditional VA patient population consists of older males with chronic ailments, such as diabetes mellitus (DM), hypertension, and congestive heart failure (CHF). TBI is an example of the influx of nontraditional ailments. Out of the 21,000 wounded veterans returning from OIF in 2001, 60% came back with TBI (Clark, Bair, Buckenmaier, Gironda, & Walker, 2007). "Symptoms of TBI can be mild, moderate, or severe, depending on the extent of the damage to the brain." Symptoms can range from headaches and occasional confusion to repeated vomiting or nausea, convulsions or seizures, or total incapacitation (National Institute of Neurological Disorders And Stroke, 2007)."
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Organizational Behavior Concepts, 2005.
An overview of some of the main concepts used to describe organizational behavior.
939 words (approx. 3.8 pages), 3 sources, MLA, $ 33.95
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Abstract
There are many terminologies and concepts used in the study of organizational behavior. This paper examines how these terminologies and concepts help define the many aspects of organizational behaviors. Some of the terminologies and concepts described, include: organizational behavior, organizational culture, diversity, communication, organizational effectiveness and efficiency, and organizational learning.
From the Paper
"What is organizational culture? First, organizational should be defined. Organizational can be defined as anything that pertains to an organization. Second, culture should be defined. There are many definitions for the word culture. In order to fully understand the meaning of organizational culture, the correct definition should be used. One definition for culture is a high level of development. Another definition is the process of growing bacteria. A third defines culture as improvement or refinement. (Morehead, A. & Morehead, L. (Ed.). 1995). In this case, the proper definitions would be the first and third. So, organizational culture can be defined as, actions that promote a high level of development, improvement, and refinement within an organization. "
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