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Get help for Post University MGT 335 Homework Help. When one thinks of organizations, it would be natural to first consider businesses. However we are surrounded by and probably part of, many other organizations, including religious groups, social clubs, volunteer organizations and government. Even families can be viewed through the lens of organizational behavior. Consider the Executive Branch of the federal government. What ideas from our reading do you see evident in the way the Executive Branch is organized? How do these principles contribute to the successful function or dysfunction of this branch of government? A large functional department in state government decided to modernize their computer system. The employees were made aware several months in advance of the changes, however, the implementation date kept getting pushed back. The changes were significant and affected everyone. Many were not happy with the changes; there was quite a bit of fear and consternation. The changes meant that some employees who were used to doing things one way, now had to do things differently. Some were concerned that they were not adequately prepared for the new system and they lacked training.

When the change came it was, at first, a disaster. Instead of the expected increase in productivity and effectiveness, there was a significant decrease. To add to the problems, the system had a number of “bugs” that had to also be worked out. These things only served to fuel the employees concerns. How would you use the MARS model to explain the drop in performance experienced in this case example? Describe your cultural background in light of Hefstede’s theory of cultural dimensions. Where does this culture sit in regard to these five dimensions? What are the implications for managing employees from such a culture? Some believe that embracing Corporate Social Responsibility (CSR) can be a competitive advantage; others believe that doing so is inconsistent with the role of business and wastes important business resources. What do you think and why? Research and cite sources that support your position. There is a saying among managers that one must manage the employee’s perception as well as the reality.

What does this mean to you? How would one go about managing from such a perspective? There is a saying among managers that one must manage the employee’s perception as well as the reality. What does this mean to you? How would one go about managing from such a perspective? I manage things at work, verse how my boss does. I am a supervisor at my place of work and I tend to think that everyone should know they’re job title, and what needs to be done when they come to work. I recently had a sit down with my manager and he expressed that he wanted me to be more forceful, and push the team members more. I guess to a outsider looking in, I am very calm and if there’s something wrong I will take over and let the team member continue working on something else. I guess this is not the right way.

I have to show the team members how to complete a task, and then enforce it. This can sometimes be hard for me because I do not want to seem like I’m hovering over anyone , or forcing them to do their job. My perception at times is wrong. I like working in a environment where everyone feels as one, and not fear management. On the other hand, I have learned so much for my boss. He is a former Marine, and he has so much discipline and structure. He relates to his team and reflects on reality. In my opinion I believe that managers should manage employees by connecting with them, understanding their flaws and weaknesses, and their pro’s and strengths. I understand that it’s managements duty to keep everyone on track and to get daily task done, but they also need to understand that each employee has their own things going on, it’s reality. Going back to my boss, he knows what needs to be done on a daily basis, but he also knows how to connect with each one of his team members. This makes me feel comfortable and promotes a healthier work environment for everyone.

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