Organizational Behavior

Summary Paper Assignment

Describe an organizational change to improve the effectiveness of one’s current organization

Overview

The million dollar question in today’s thriving economy is whether or not the organization participates in lean or support (TQM) Total Quality Management within the organization in an effort to improve organizational behavior. The term organizational behavior stemmed from the concepts of dedicating a better understanding of managing employees in the workplace. Total quality management states that the best approach to work is to do the job right the first time, listen to and learn from employees and customers, always make continuous improvements and finally build team, work, trust and mutual respect. Some advantages of incorporating total quality management into a work environment is that (TQM) provides a strategic approach to management at an operational level by involving several departments in cross-functional improvements lending a systematic and innovative approach, provides a high return on investments by improving efficiency, allows organizations to take advantage of developments, finally total quality management collaborate strategic alliances by establishing a culture of collaboration among various departments

Providing Continuous personal improvements

Lean and the Six Sigma method offers a plethora of benefit to encourage change within the organization. Six Sigma and Lean has helped several companies improve their quality. These two management improvements programs have reformed organizations for decades. A diverse group of companies have adopted these processes. One tactic of Lean and Six Sigma is to extract more “output and work” from management as well as employees (Barlow 2008). When these concepts are linked together the results have been record breaking. Quality focus on customer needs while upper management is placed in charge of quality training. The hierarchy to manage quality is solely reflective of employee empowerment. Lean is a new technology tool and business process concerned with a culture of people-oriented initiative.

Ethical Concerns

Webster’s dictionary defines ethics as “the discipline dealing with what is good and bad and with moral duty and obligation”. Business ethics maintains the concerns of corporate social responsibility and the importances of those involved. Ethical practices have been mandated by state, federal, and local law. Ethical principals are used to imply that our actions are consistent with our values. In a professional organization ethics are expressed in a company’s code of conduct. What ever group one belongs there are expectations about appropriate behavior that are part of the cultural group.

Each expectation is based upon agreement about what is right, good, and just. The challenge of management is to educate oneself on legal compliance with ethical business practices in an effort to maintain legal boundaries. The best interest of the organizations is to encourage good moral standards within the organization, and not to tolerate bad moral standards (Sims, R. 1992). Apparently, during complicated times organizations fail to come forth to persuade with positive and ethical cultures. Ethical decisions in the long run can become very costly for the organization. Examples of constant changes in the workplace prove that streamlining business will remain an important issue. Abused by international competition, obsolete training as well as poor management techniques fosters a plethora of mergers and acquisitions.

Many challenges are rapidly approaching organizations during the current century. These challenges impact ethical behavior. Issues such as new technologies, managing a diverse workforce, increased quality, and global competition are only a few. These challenges affect those who will either sink or swim during challenging times (Sims 1992). According to the text, Deming defines the 85 % -15 % rule which states that 85 % chance that when things go wrong the system was at fault. By system, meaning management, machinery, and rules. Therefore, 15 % of the time the problem was the employee’s error. Since the average manager blamed employees for errors, Statistical analysis can easily reveal equipment error (p. 12). Therefore, a contingency approach challenges management to analyze organizational behavior within a situational context (Kinicki, A. and Kreitner, R. 2009). Issues of moral behavior remain in an awkward zone in many organizations. Laws are set in place such as the foreign corruption practices act preventing forceful acts of unethical behavior. The potential for others to perform or engage in unethical acts is on the up-rise.

As a means to influence ethical behavior in employees many employees offer rewards to prevent unethical behavior within the organization. Training in ethical standards is provided to solidify the relationships among management and employees. Self- discipline alone with ethical training programs provides the foundation when making the “difficult” decisions in ethical relationships (Sims 1992). Expected behavior should be stressed in order for it to be enforced. To maintain this type of behavior measures should be reinforced by the organization. Therefore, modification is required to accommodate appraisal systems such as performance appraisals instilled within the organization.

Many organizations are experiencing some sort of ethical dilemma of some caliber. According to Sims, 1992 “the challenges are to gain a clarification of the issue, gather the relevant facts, list your options, test each option by asking is it legal? Is it right? , and finally is it beneficial. The final challenges are to make a decision, double check your decision making for example ask How would I feel if my decision was printed in the newspaper?” take action. Effective organizational culture addresses ethical behavior and discourages unethical practices.

Managing change in a global society

One possible concept to use when analyzing diversity, a means to ensure the success of the diversity plan is to provide diverse training to members of management and staff. These tactics typically celebrate the success amongst the differences of employees. Many organizations have these programs in place. Management and staff members are typically required to participate, during these times social networking can take place. In addition, to these programs incentives develop high potential minorities on a management level. Leadership skill can be assessed within about three to six months to expose those individuals with exceptional creative talent skills.

Companies have a duty to implement the results of a cultural diversity program by developing and maintain effective diversity initiatives. Another significant aspect is accountability. Workplace accountability is viewed as the agreement between management and staff members to execute a plan with minimal distractions. Effective assessment tools can be utilized to measure and evaluate a company diversity team. Set up benchmarks in an effort to target outcomes of the organizations diverse targets. Company committees have set up diversity training teams which consist of members of management.

Diversity

Organizations must first learn to value culture as we associate often from social circles, backgrounds, or cultures, making the need for quality our first objective. Many equate diversity with demographics, such as race, sex age, and economic class, or with the tolerance of perspectives different from one’s own. However, extended toward a boarder perspective diversity also defines the individual characteristics of people to include the way they perform a particular task in the workplace. Because of the beginning steps of diversity one can learn to put up with differences of points of view therefore, we learn the distinct perspectives of individual in various groups can bring to the table. Diversity instills an understanding by which differences become meaningful and thereby, developing the ability to incorporate the values of others in a cultural driven environment.

Organizations must first learn to value culture as we associate often from social circles, backgrounds, or cultures, making the need for quality our first objective. Many equate diversity with demographics, such as race, sex age, and economic class, or with the tolerance of perspectives different from one’s own. However, extended toward a boarder perspective diversity also defines the individual characteristics of people to include the way they perform a particular task in the workplace. Because of the beginning steps of diversity one can learn to put up with differences of points of view therefore, we learn the distinct perspectives of individual in various groups can bring to the table. Diversity instills an understanding by which differences become meaningful and thereby, developing the ability to incorporate the values of others in a cultural driven environment.

.

Impact of change and stakeholder interests

McClelland need theory, suggests a need for “affiliation”,” achievement” and “power” as the driving forces of motivation (Kinicki and Kreitner 2009 p. 147). By asserting these three motives he suggests that companies create achievement training that motivates the employee to optimal levels of performance. The second suggestion is such that these three forces are used to provide employees to a better position within the organization. The third incentive of these suggestions is such that managers provide challenging work hence; employees will rise to the occasion due to a drive to achieve a goal. McClelland’s hierchy of need assess that members in higher management should absolutely desire power and have a low need for affiliation. He also believes that those in management positions who have a need to achieve, are not always the best suitable for higher management positions. Thus, McClelland concludes that employees are motivated to achieve goals and therefore, the organizations should provide the training techniques and challenging task in order to reach the desired objective.

Therefore, a team building exercise for conflict resolution that could be presented in an organization atmosphere can be conducted in the following manner. According to a recent article entitled Managing conflict through a team intervention and training strategy business continue to rely on the same devices for solving problems strategies (Reynolds, S. 1998). typically, companies who are at a lose when organizing team members may falter as far as the way business decide to operate their organizations. The author continues by presenting a list of factors which influence the effectiveness of teams who are operating within the organization’s structure. These set of rules also apply when organizations are falling short at the time of conflict intervention. The six step intervention and training process applying an in-tact team approach includes (1) conduct an interview with the key stakeholders, (2) individual interview should be conducted with the existing team members (3) a team –business sessions should be initiated, (4) individual mediations should be conducted, (5) train team members in collaborative conflict- resolution and conflict management skills training, and finally (6) provide individual and group and follow up. Essential what the article states is the fact that even though most organizations maintain team efforts, often this team are not executed unless there is a need for intervention. During these times of conflict members are able to sharpen their team- building skills.

Further, group problem solving techniques facilitate better decision making within groups and team.

The change management approach

Specify issues that should be addressed before implementing a motivational program include that managers need to consider the variety of causes of poor performance. Motivation is only one of several factors that influence performance. Managers should not ignore the many individual differences that affect motivation. The method used to evaluate performance as well as the link between performance and rewards must be examined. Performance must be accurately evaluated, and rewards should be equitably distributed. Rewards should also be directly tied to performance. Managers should recognize that employee motivation and term performance management, distinguish between learning goals and performance outcome goals,

Performance management is a continuous cycle of improving individual job performance with goal setting, feedback and coaching, and rewards and positive reinforcement. Learning goals encourage learning, creativity, and skill development. Performance outcome goals target specified end-results. The three-step goal-setting process includes (1) set goals that are SMART—specific, measurable, attainable, results oriented, and time bound; (2) promote goal commitment with clear explanations, participation, and supportiveness; (3) provide support and feedback by providing information, needed training, and knowledge of results.

In conclusion, any organization can incorporate TQM for processing organizational improvements. Total quality management enables the organization in becoming main-stream for the future and affords them the competitive advantage toward future endeavors. A good approach to change is to incorporate a wealth of training and knowledge to staff member and leaders of management. To establish a successful network, a qualified team is necessary for success. Controls can then be set into place by utilizing risk management assessments techniques. Contingency plans work best when a need arise to deal with an emergency situation.

Reference

Barlow. R. (2008,) Erasing the stigma of Six Sigma and Lean principles. Healthcare Purchasing

News, 32(8), 42-45. Retrieved April 29, 2009, from ABI/INFORM Trade & Industry database.

(Document ID: 1529790301).

Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices

(Custom 4th Ed.). New York: McGraw-Hill Irwin. ISBN: 97800773296

Reynolds, Stephanie. (1998). Managing conflict through a team intervention and training

Strategy. Employment Relations today, 24(4), 57-64 Retrieved May 2, 2009, from

ABI/INFORM Global database (Document ID: 26172048).

Sims. (1992).The challenge of ethical behavior in organizations, journal o f business ethics, 11,505