Saturday, September 28, 2019
Reflective Paper Essay
Introduction            Organization in the business and industrial setting is like a very interesting organism worthy of effort and time for study. The behavior of people and the environments with which they are in constant interaction is a ceaseless source for curiosity and fascinating research. This is so especially during this particular century when technology sparks the many changes that take place. This generation is in the epoch of organizational reform and innovation. The time is marked with rapid changes in the demography of workforce, changing corporate culture, and changing institutions. In the light of the rapid shift in today’s organizations, the skills required of managers, beginners in the profession and even aspiring students in the discipline, rest on the foundation of knowledge on the whole gamut of organizational development. Corporate America is not without its complications. When the company â€Å"succeeds,†there is with it (the success) a corresponding notion of responsibilities and liabilities. Organizations thrive today because of the policies and guidelines they have managed to fixed firmly in their set-up and translated into their day to day affairs. Big businesses have the competitive edge over others – i.e., over small entrepreneurs, because they have arrived at their positions in the market place by securing certain parameters in the many facets that comprise their organizations. This is especially true on government laws and regulations (McKenna, 2000).            It is imperative that organizations in industry and business compete with the changing times. To fail to do so may spell substantial loss in both the financial and human capitals; two major components necessary in an organization. Being competitive in today’s business jargon is not as simple as it sounds; it involves a comprehensive and in-depth understanding of the whole gamut of organizational behavior and the complex changes that are dynamic in nature (Mangelsdorff, 2007).            This paper attempts to express in prà ©cis the various facets of the nature of organization with specific intentions to elaborate on the student researcher’s understanding, insights and learnings regarding how quality management and control systems relate with human motivation. It takes into consideration the importance of how all these concepts are of significance in one’s individual relationships as well as their relevance of the person’s (especially the student researcher’s) professional plans and actual work situations.            Organizational change though oftentimes unpredictable and incomprehensible to many, still goes through a cycle; the nature of which makes it possible for concerned people to study with the hopes and intentions of ultimately, implementing revisions or remodeling. These serve to enhance and improve systems and discover excellent procedures of handling things or procedures and people (Mangelsdorff, 2007). Problem Statements            To be specific, the following questions are addressed in this paper: Define what is meant by â€Å"strategic planning.†Distinguish this from long-range planning and other forms of planning. Planning can lead to organizational change. What do the text writers feel are the issues that face the managerwho plans to bring about organizational change? How should a planner go about the process of identifying strengths, weaknesses, and distinctive competencies in an organization? What is the impact of the findings on planning? Discuss the relationship between mission statements, planned change, and unplanned change. Use Discussion – Define what is meant by â€Å"strategic planning.†Distinguish this from long-range planning and other forms of planning.            Bruffee, author of Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge (1993), explains the need for a more efficient, economical and equitable management of the people in the industry or organization has never been as pronounced as it is today. This need has never been brought about by factors which inevitably affect not only the established structures and ways of doing things within the personnel area but also by the more meaningful and substantial task of managing the organization’s most important asset – the human capital. Among these factors are: stiffer competition in business; rapid changes in technological, competitive and economic environments; the explosion of technical and managerial knowledge; spiraling wage and benefits cost and so many others. These factors have no doubt been responsible for the emergence of the personnel function as a vital area in the implementation of corporate strategy.            Demick and Miller (1993) places in context first what an organization is like and settles how it can affect behavior in general and when that is established, proceeded to explain leadership and management in this context. In organizational behavior which is basic to the management of human resource, it points to the inquiry and application of learning about how people, individuals, and groups perform, operate, and work in organizations. It accomplishes this by means of adopting a system approach. Explicitly, it infers people-organization affairs in terms of the entire person, group totality, complete organization, and total social structure. Its intention is to put up enhance relations by attaining human goals, organizational purposes, and social goals. In such a milieu, the goals to effect change are influenced by several significant factors which are crucial to the overall results. Hence, there are expected leadership behaviors that maintain momentum during the change process.            Effective strategic planning is a process of analyzing an organization’s assets and its needs under changing conditions and developing the activities necessary to satisfy these needs. It is essentially a two-step process. The emphasis is on techniques or systems to be applied. The forecasting of needs allows determining of priorities and allocating of resources to where they can do the most good. Analysis of needs leads to program planning. The planning approach defines human resource needs in relation to the organization’s overall needs and defines a strategy to satisfy them. In this way, individual development, training programs, recruitment, compensation and other activities become integral part of a dynamic process. There are different types of planning aside from strategic type of plan. These include the alignment type, the goal-based type, the self-organizing type, and the scenario-based type (McNamara, 2006). The goal-based type of planning is involved with tailoring the process of improving and enhancing the system of operation of an organization with the focus on the organizations’ goals which may be further specialized according to each of that organization’s departments. The alignment type bases its planning strictly on the organization’s mission and tailors all activities according to that specific aspect of organizational flow. In particular, the scenario type of planning, however, makes use of the critical areas of the organization’s set-up which nay be experiencing problems and issues that may emanate from the external environment such as changing laws and problems outside the firm or establishment which may affect the life, continuity and effective productivity of the organization.  Lastly, self-organizing type of planning is centered on the organization’s core of values and that any or all of the various problems or issues encountered have to be evaluated according to the values of great importance to the members of the organization (McNamara, 2006). -Planning can lead to organizational change. What do the text writers feel are the issues that face the manager who plans to bring about organizational change?            Organizational behavior is actually a complex and dynamic mechanism. It includes the application and integration of theoretical perspectives from the social and behavioral sciences to shed light on how and why individuals behave in a variety of ways in organizations. Included in the study are the ways the individuals carry out their tasks, the structure, design and operation of human persons in simple and complex organizational set-ups (Mangelsdorff, 2007).            This is accomplished utilizing the systems approach or systems model. The latter is meant as interpreting people and organizational relationships in reference to the whole individual, â€Å"whole group, whole organization, and whole social system†(Knoster et al., 2000). The objective is developing improved and enhanced relationships by attaining individual aims, organizational goals and social aspirations (Mangelsdorff, 2007).            Specifically, any student who pursues the study of the concepts involved in the matter will examine how individuals work in groups; acquire insights into human strengths and interpersonal relationships. Intertwined in the study is to delve into theories or principles of motivation of personnel, effective leadership with the goal of formulating a sound thinking and values of management and leadership. Moreover, organizational behavior investigates scientific data and utilizes a variety of research traditions to further understand how individuals work and function efficiently in diverse forms of structures (Shortell et al., 2000)            The concepts that are pursued in organizational behavior include the following: the evolution and organizational and management theories; the rich historical background of management, organizational theories and the development of management thought, are adequately covered in this particular aspect (Robbins,1997).            Organizational behavior, when scrutinized closely, thus far covers a lot of topics. It embraces the understanding of structure, design of the organization itself. It also includes the study of the work design, policies and practices of the human resource, job design, and decision making as an organization. Furthermore, it also examines the organizational culture, its dynamics where change is aimed to be implemented (Revans, 1982) – How should a planner go about the process of identifying strengths, weaknesses, and distinctive competencies in an organization? What is the impact of the findings on planning?            Working relationships are a central portion of a person’s life. Motivation and dedication to any endeavor (e.g. work) and the pleasure from it are collective concerns of the organization and the individual. There are definite factors that generate satisfaction, the so-called â€Å"motivator†factors according to Herzberg. These factors push the worker to the highest levels of accomplishment possible. They are an inherent part of the work itself and consist of the nature of the work, the person’s sense of achievement, level of responsibility, and individual development and improvement. These motivator needs can only be rewarded by stimulating, challenging, and absorbing work. Consequently, the goal of motivation should be to enhance individual growth and advancement, develop sense of accomplishment and liability, and provide recognition (Franken, 1994).            Psychology recognizes different perspectives of motivation. One of these viewpoints pertains to the idea of â€Å"motivational inducements,†otherwise known as incentives. Incentives are referenced from either the vantage point of internal, or that of external motivation. An inducement coming from within the individual is called intrinsic or internal motivation. It is, according to Morris and Maisto, about the â€Å". . . desire to perform a behavior that originates within the individual.†An inducement coming from outside the individual is called external or extrinsic motivation. It is the aspiration to do or achieve a goal in order to acquire a type of incentives or escape or steer clear of punishment (Morris and Maisto, 1999, p.316). People are often induced by the presence of external incentives to perform expected tasks or avoid incurring punishment. For motivation experts, however, a person developing the internal type of motivation will reap more lasting and beneficial effects compared with external motivation (Morris and Maisto, 1999).            For instance, in taking care of a medical surgical unit and handling newly hired nurses with a few years of experience only, myriads of problems are not remote possibilities. From issues of tardiness during call of duty, in irresponsibility in dispensing of medicines and relational clashes, to grave misconduct within the workplace such as sexual harassment between employees, these are all stark realities that are potential complex problems. Initiating the Herzberg idea can probably be useful. I will groom first the few expert nurses and those who will be directly supervising others that they practice and execute specific agenda for increasing motivation, one of which is Management by Objectives (MBO). It entails having faith in involving the employees in goal-setting and in decision-making. MBO works by integrating goal-setting into individual participation in decision-making in order to establish individual work goals to which the employee feels reasonably committed. At the motivational level, it is theorized that resistance to change is decreased if individuals participate in decisions regarding change and that individuals accept and are more committed to decisions in which they have participated in making. To further encourage and increase involvement, the hospital provides suggestion boxes and hold monthly contests where they give monetary rewards for the best three suggestions. These give the employee a sense of achievement and responsibility for its success. For this workplace in particular, the employees receive incentives in the form of Ladder promotion, general salary increase annually plus performance rating salary increases, CBA – employees can expect a minimum of 15% increase in salary annually within three years; and welfare benefits which include group insurances, medical insurance, accident benefits among others (Baron, 1983). A set-up like this goes to such great lengths at least to assure that it does something for sustaining employees’ morale and motivation. -Discuss the relationship between mission statements, planned change, and unplanned change. Use illustrations.            The elements of organizational behavior lean upon management’s plan and philosophy, vision and objectives. Basing on this foundation springs the organizational culture where the formal and informal types of organization and the social environment are best understood (Knoster et al., 2000).            Every person in direct supervision of employees or workers knows the intricacies of leadership and management of people under his/her care. Whenever possible, it is to the best interest of the organization and employer in general that the workers perform their respective jobs efficiently and on a continuous or consistent manner. This is the aspiration of every owner of a company or those delegated to deliver their/his/her goals. However, this will only work so long as the individuals in their various places or positions know and understand what they want and where they want to go in the context of the overall goals of their organization. Intertwined in this idea is the fact that individuals are motivated to work not only for them but that the vision and mission, goals of the corporate world where they belong must be their own also. Ownership as a motivational factor is critical for the survival and sustainability of both the individual worker and the organization as a whole. Studies reveal that how an organization runs depends upon every human person within the workplace functioning as he/she should be in order that productivity is achieved. This is actually a cyclical picture; both the organization or employer level and the rank and file levels must understand the team and group dynamics that must work to achieve their own objectives. However this seemed to be easy to understand, the applications of which are complex involving multiple disciplines (Mangelsdorff, 2007). Conclusion            The problem of employee motivation is critical in all kinds of organizations today and is responsible for the shoddy products we buy and the careless service we receive. It was thought that all that was necessary to produce high motivation in workers was to pay them more; this idea may no longer be valid for a large portion of the work force (Adams, 1965). Modern workers demand jobs that satisfy their inner needs for fulfillment, expression, and self-actualization. Traditional values involved loyalty to the company and a strong drive for money, status, promotion and security. The new breed of workers focuses on self-fulfillment and self-actualization and demands jobs that are challenging and that allow participation in decision-making (McClelland, 1976). They have little loyalty to the organization and less concern with money, status and security.            Psychologists have proposed several theories of motivation. The need for achievement by McClelland posits the existence to be the best in whatever they undertake. Studies show that good executives are higher in Ach than poor ones. High in ability and take calculated risks and set moderate achievement goals. These individuals constantly need feedback on their progress (Halonen & Santrock, 1996).            These theories deal with content of motivation, with internal needs that arouse and guide behavior. Process theories of motivation focus on the psychological processes involved in making decisions and choices about work. This is illustrated in the goal-setting theory, which argues that employee motivation is defined by our intention to achieve a particular goal; and equity theory, which deals with our perceived ratio or outcome to input and how equitably that ratio compares with those co-workers (Halonen & Santrock, 1996).            The workplace today considers any of the perspectives mentioned in this paper. However, what are more reflective at many organizations are their strategies in enhancing the life of the average worker. The understanding of the needs or drives that motivate people is therefore critical in the choice of what â€Å"motivator variables†that the management may employ to encourage their people to do or sustain an excellent job or an efficient performance.            Mentoring and its application is very much the vogue today in corporate America. It is a strategy employed by companies or institutions to enhance professionalism and the increased transfer of learning and building of skills from the more adept and/or experienced to the junior or neophyte employee. It is also a way of improved retention rate within a company. Reference: Baron, R. 1983. Behavior in Organizations: Understanding and Managing the Human Side of Work, Boston: Allyn and Bacon. Bruffee, Kenneth A. Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge. Baltimore: Johns Hopkins Univ. Press, 1993. Demick, J. and Miller, P., Development in the Workplace, Lawrence Erlbaum Associates, Publishers, New Jersey, 1993. Druckman, Daniel, Jerome E. Singer, and Harold Van Cott (Editors) (1997). Enhancing Organizational Performance. National Academy Press: Washington, D.C. (optional) Franken, R.E. 1994, Human Motivation (Belmont, CA, Wadsworth). Halonen, JS and JW Santrock, 1996. Psychology: Contexts of Behavior, Dubuque, IA: Brown  and Benchmark, p.810. Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co. Landy, F.J. 1985. Psychology of Work behavior. 3rd Ed. Dorsey Press. Mangelsdorff, David A.2001. â€Å"Organizational Behavior and Theory. Accessed August 19, 2008 McClelland, D. C., & Burnham, D. H. 1976. Power is the great motivator. Harvard Business Review, 54(2), 100-110. McKenna, Eugene, 2000. Business Psychology and Organizational Behavior: A Student’s Handbook. 3rd Ed. Psychology press: Taylor and Francis Group. McNamara, Carter. 2006. â€Å"Basic Overview of Various Strategic planning models.†Retrieved August 19, 2008. http://www.managementhelp.org/plan_dec/str_plan/models.htm Morris, Charles G., Maisto, Albert A., 1999. Understanding Psychology.4th ed., Prentice Hall: New Jersey, pp.315-316. Revans, R. W. 1982. The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley Robbins, Stephen P. 1997. Organizational Behavior: Concepts, Controversies, Applications, Eighth Edition, Prentice Hall. Shortell, Stephen M. and Arnold D. Kaluzny. 2000. Health Care Management: Organization Design and Behavior, Fourth Edition, Delmar Publishers Inc. Revans, R. W. 1982. The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley Robbins, Stephen P. 1997. Organizational Behavior: Concepts, Controversies, Applications, Eighth Edition, Prentice Hall.
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