The Impact of Organisational Example For Free - Free Essay Example

Sample details Pages: 9 Words: 2597 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Introduction Modern day organisations are impacted by many factors which may include the external business environment, government regulations, and internal interpersonal interactions. However, none has the more significant cultural impact of the internal operations of the organization than organizational culture its self. Culture poses the greater challenge in organisation operations because it encompasses behavioral expectation which are more difficult to monitor. Don’t waste time! Our writers will create an original "The Impact of Organisational Example For Free" essay for you Create order Overall organisational culture is best viewed as a collection of values, organisational principles, products presented, markets served, strategies applied, global cultures, languages, public assumptions, leadership styles, behavioral norms, symbolisms, habits, and belief systems that bring groups together for a common cause. It also includes a range of emotional interactions which result as a consequence of connection to the organisation. Every organisation is a culture with subcultures unto itself. They have ways of operating that differ in their approaches that bring products or services to market. Their social and psychological environments contribute to the emotional well being of society and the national groups that interact within the confines of the organisation existence. This paper presents a discussion on organisation culture. The Impact of Organisation Culture on Teams Before one can consider the impact of organisation culture (OC) on teams, it is best to provide a definition to aid in its understanding. Organisation culture is a set of shared behavioral norms and values that influence interpersonal interactions, decision-making, and resource allocations (Kotter, 2012; Silber Kearny, 2012). Kotter (2012) suggests that few individuals understand the dynamics of OC, or how to put in motion a plan to change it. As a result, many fail at the attempt to initiate OC change (Kotter, 2012). Bolman and Deal (2008) discuss organisation culture as the adhesive substance that connects the organisation structure to the unification of people for the mutual accomplishment of goals. They assert that cultural values are linked to symbols, rituals, playful humor, and other specialised symbols that contribute to its existence. These researchers argue further that management practices are undeniably culture initiated. Additionally, emotional healing and conflict resolution is conducted within the confines of cultural norms. Bolman and Deal (2008) present examples of organisations such as ATT, Coca Cola, Delta Airlines, and others as demonstration of the cultural transactions which take place within them. They discuss the emotional consequences explained by one executive as one moment euphoric and at other times depressed. Coca Colas discussion is on the introduction of a new product concoction that impacted its revenues and how they were forced to revert to the original formulation. Delta experienced success as a privately held organisation only to experience failure as it was transformed into a public one. Bolman and Deal (2008) speak of the emotional experiences that remained after Enron collapsed. The impact was felt throughout the organisation and trickled over into the public area. Where Enron succeeded as an independent entity, it failed in its acquisition prospects because its significant growth impaired its abilities to susta in an ethical culture. Enron ignored the cultural values that drove its success. The aforementioned examples serve to present the impact that culture imposes upon organisations as a social group form. Differentiating Workgroups from Teams Workgroups. Katzenbach and Smith (2003) believe it was important to distinguish workgroups from teams because they differ in operation and outcomes. Work-groups exist to follow the task-driven instructions of a single leader. All within the group operate as individuals who fulfill the requirements of assigned tasks. The individuals within the workgroup perform according to skills relevant to the task assigned. For example, an administrative assistant (individual) works in a department (workgroup), but is assigned to limited tasks, such as, typing documents or serving coffee or greeting corporate guests (Katzenbach Smith, 2003). Teams. In contrast, teams work together towards a common goal (Katzenbach Smith, 2003). Teams do not operate from task relevant assignments. They use their skills and competencies to complete all tasks that complete the mission of their coming together. They can be dissolved after initiatives are completed and be reassigned to work on other projects rel evant to individual competencies and skills. For example, an application systems designer has computer programming skills and knowledge of designing business applications; work assignments are not limited to computer programming alone (Katzenbach Smith, 2003). Additional Notes on Workgroups. Katzenbach and Smith (2003) make it clear that workgroups are prevalent within the organisation and function independent of common goals. Workgroups function best in top-down organisation structures. Focus remains on individual performance. Members in workgroups compete with other members in pursuit of personal accomplishments. Leadership Affect on Organisation Culture Leadership Behavior. Scholl (2003) posits that leaders model the behaviors and attitudes duplicated throughout the organisation. According to Morill (2008), OC is a modern day concept with roots in social movement theory and the sociology of culture. Kitts and Trowbridge (2007) posit that research concerning the logistics of OC emergence and maintenance is lacking. They assert further that Human Resource transactions, such as, recruitment and turnover, make any attempt at OC maintenance, a significant challenge. Fear as Motivator. Grenny, Patterson, Maxfield, McMillan, and Switzler (2013) affirm from their research that fear becomes the norm when cultural behaviors are challenged. Open confrontation of unhealthy behaviors warrants retribution. One example in which challenges can and do arise is a hospital setting, which requires the washing of hands for sanitary reasons. Consider that a nurse aide is in a patient room when a surgeon enters the room and fails to follow the hand-w ashing norms. Given the surgeons esteemed status, the aide witnessing such becomes intimidated and fails to mention the hand-washing rules (Grenny, Patterson, Maxfield, McMillan, Switzler, 2013). OC Characteristics. According to Silber and Kearny (2010), OC comprises three characteristics which easily identify them, namely, artifacts, espoused values, and accepted norms. Artifacts are considered to be the more obvious culture differences, such as, nationality or dress codes. Espoused values are what management consider to be important, such as, a motto that says the customer is always right. Accepted norms are values and belief systems that are taken for granted, such as, the concept of innovation requiring creativity (Silber Kearny, 2010). Affect of Organisational Culture Impact of OC on Teams. According to Rosenblatt (2011), work values come from the globalized concept of desired behaviors and relevant group beliefs. Rosenblatt (2011) believes that the values of the organisation are derived from the broader interfaces and environmental characteristics within a social system, such as, individual cultural values and collectivism (codified behavioral patters). Rosenblatt (2011) discusses the concept of codified behavioral patterns as a function of belief systems that are transferred from group to group in a globalized manner. As a result, they become embedded with the organisation rules and regulations. Impact of Teams on OC. Lucas (2010) asserts that individual cognition influences team interactions. Every person processes information according to that which has been assimilated from the global environmental group. Additionally, individual learning styles influence how information is adopted. As a result, the belief patterns of individual members is transferred via the interpersonal relationships to the team as a group. According to Lucas (2010), cognition affects the recollection of information and transmits it to thought processes. This transmission in turn affects the perceptions of individual members. How the members view the processed information is the direct result of past interpersonal interactions. As a result, the individual members respond to one another based upon the levels of confidence the information has provided. Culture Alignment Issues Behaviors. Silber and Kearny (2010) discuss behaviors within the context of cultural alignment as it relates to task completion. These researchers assert that how behaviors are manifested within the OC group identifies where the challenges lay. They use an example of how answering of the phone impacts the customer service provided. Silber and Kearny (2010) suggest that vocal intonation and attitude impacts how the customer perceives the organisation. As a result, the organisation leadership must determine if the resulting outcomes align with the intended goals and objectives. Katzenbach and Smith (2003) assert that teams impact the organisational culture by engaging in the behaviors that drive performance to the next level. Teams can resist change by not adopting the same value or belief system that management embraces. The wrong attitudes affect performance which in turn affects the organisations goals and objectives (Katzenbach Smith, 2003). ODonnell and Boyle (2008) asser t that behaviors and attitudes are complex and not always clearly interpreted. Some issues associated with the difficult of aligning the culture for success include but are not limited to: presenting a compelling vision for change; understanding the leadership mission; influencing the beliefs and values of culturally diverse individuals; communication of conflicts and how to address them; incorporating a compensation and reward system; ensuring adequate training and development opportunities; technological tools for communication transmission; removal of non-compliant team players (ODonnell Boyle, 2008). Role Considerations Leadership Role. Bolman and Deal (2008) suggest that the role of a leader is to ignite the passion (intrinsic motivation) of the individual team members to participate in the organisation mission. Grenny, Patterson, Maxfield, McMillan, and Switzler (2013) posit that leadership calls for influencing team member behavioral changes to meet organisation goals and objectives. Mitchell and Boyle (2009) assert that leaders help connect the emotional attachment of team members to the vision, hence, inspiring the desire for aligning behaviors to the mission. Joshi, Lazarova and Liao (2009) draw upon the principles of social identity theory to explain the relationship between leaders and followers. These researchers assert that leaders are effective in direct proportion to their ability to influence and connect the perception of follower identity to their cause. Team Role. Lucas (2010) asserts that individuals bring to the team their cognitive processing abilities and past influences. Add itionally, team members are required to exert various levels of risk in direct proportion to the group obligations. Katzenbach and Smith (2003) declare that team members challenge and encourage each other. Team members share a common respect of the goals to be achieved as a group. Need and Appropriate Role of Teams Katzenbach and Smith (2003) declare that business opportunities and or threatening competition can create a need for teams at all levels of the organisation. External environmental changes, such as, government regulations, international and or local business competition, and or new technology contribute to organisation needs. Teams provide an element of social engagement that contributes to the commercial and managerial aspects of the work. Teams can engage in social functions that enhance and sustain organisation performance (Katzenbach Smith, 2003). Need and Appropriate Role of Leadership Teams Keller and Aiken (nd) found in their research that seventy percent of change management teams failed and remain so by modern day standards. Their research also shows that teams everywhere are still struggling to become high performance teams. Only a very small group of teams have been able to succeed. Schyve (2009) declares that executive level oversight groups could be formed to strengthen weak work ethics or to help teams acquire the necessary skills to move them forward. Culture Support of Teams Executive Level Teams. Carillo (2015) declares that executive level teams are responsible for driving the logic of the organisation vision. They empower, encourage risk, allocate resources, and ensure that stakeholder assets are protected, and used appropriately. Grenny, Patterson, Maxfield, McMillan, and Switzler (2013) insists that these teams have a crystal clear vision of what is to be accomplished. Additionally, they are well versed in emotional intelligence and competent enough to help others feel their cause. Change Management Oversight Teams. Naranjo-Gil (2015) posits that change management oversight teams execute and implement strategic organisation change initiatives. They mediate the negative and positive aspects of change on the psychological well being of the organisation. They measure the change results to those intended by the strategy. They politically navigate formal structures and informal to ensure that friction is minimized, hence, avoiding derailing of chang e initiatives (Naranjo-Gil, 2015; Katzebach Smith, 2003; Silber Kearny, 2008). Executive Working Groups. McGuire, Palus, Pasmore, and Rhodes (2009) and Hambrick (1997), insist that the culture must be matched to the organisational purpose. Development of new belief systems must be cultivated; leaders must change themselves in the process; beyond the technology, cognitive abilities must be well developed; collaborative effects must be fostered and perfected; joint decision-making must be a public event. Conclusion The goal of this paper was to discuss the impact of organisation culture on teams. Hence, the intended goal has been achieved via the presentation of various topics that impact organisation culture in teams. The following topics were discussed a) the impact of organisation culture on teams; b) differentiating workgroups from teams; c) leadership affect on organisation culture; d) affect of organisational culture; e) culture alignment issues; f) role considerations; need and appropriate role of teams; g) need and appropriate role of leadership teams; h) culture support of teams. Additionally, a few examples of organisations which experienced success and failure was presented as a way to demonstrate the emotional power and affect of culture on the results achieved. References Bolman, L. G. Deal, T. E. (2008). Reframing organisations: Artistry, choice, and leadership. Fourth Edition. Jossey-Bass. San Franscisco, CA. Carrillo, R. A. (2015). Empower, trust resource: The role of executive leaders in safety. Professional Safety, 60(5), 32-33. Grenny, J., Patterson, K., Maxfield, D., McMillan, R., Switzler, A. (2013). Influencer: The new science of change. Second Edition. McGraw Hill, New York, NY. Hambrick, D. C. (1997). Corporate coherence and the top management team. Strategy Leadership, 25: 24-29. Joshi, A., Lazarova, M. B., Liao, H. (2009). Getting everyone on board: The role of inspirational leadership in geographically dispersed teams. Organisation Science, 20(1), 240-252,275-276. Katzenbach, J. R. Smith, D. K. (2003). The wisdom of teams. Harper Collins Publishers, New York, NY. Keller, S. Aiken, C. (nd). The inconvenient truth about change management: Why it isnt working and what to do about it. Retrieved 6-Oct-15 from: https ://www.mckinsey.com/App_Media/Reports/Financial_Services/The_Inconvenient_Truth_About_Change_Management.pdf Kitts, J. A., Trowbridge, P. T. (2007). Shape up or ship out: Social networks, turnover, and organisational culture. Computational and Mathematical Organisation Theory, 13(4), 333-353. doi: https://dx.doi.org/10.1007/s10588-007-9015-x Kotter, J. (2012). Leadership: The key to changing organisational culture. Retrieved 5-Oct-15 from: https://www.forbes.com/sites/johnkotter/2012/09/27/the-key-to-changing-organisational-culture/ Lucas, L. M. (2010). The role of teams, culture, and capacity in the transfer of organisational practices. The Learning Organisation, 17(5), 419-436. doi:https://dx.doi.org/10.1108/09696471011059813 McGuire, J. B., Palus, C. J., Pasmore, W., Rhodes, G. B. (2009). Transforming Your Organisation. Center for Creative Leadership. Retrieved 6-Oct-15 from: https://www.ccl.org/leadership/pdf/solutions/TYO.pdf Mitchell, R. J., Boyle, B. (2009). A theoretical model of transformational leaderships role in diverse teams. Leadership Organisation Development Journal, 30(5), 455-474. doi:https://dx.doi.org/10.1108/01437730910968714 Morrill, C. (2008). Culture and organisation theory. Annals of the American Academy of Political and Social Science, 619, 15. Naranjo-Gil, D. (2015). The role of top management teams in hospitals facing strategic change: effects on performance. International Journal Of Healthcare Management, 8(1), 34-41. doi:10.1179/2047971914Y.0000000078 ODonnell, O. Boyle, R. (2008). Understanding and managing organisational culture. Retrieved 6-Oct-15 from: https://www.cpmr.gov.ie/Documents/Understanding%20and%20Managing%20Organisational%20Culture.pdf Rosenblatt, V. (2011). The impact of institutional processes, social networks, and culture on diffusion of global work values in multinational organisations. Cross Cultural Management, 18(1), 105-121. doi:https://dx.doi.org/10.1108/13527601111104322 R oth, W. (2014). Evaluation and reward systems: The key shapers of organisational culture. Performance Improvement, 53(8). doi: 10.1002/pfi.21432 Scholl, R. W. (2003). Organisational culture. Retrieved 5-Oct-15 from: https://www.uri.edu/research/lrc/scholl/webnotes/Culture.htm Schyve, P. M. (2009). Leadership in healthcare organisations: A guide to joint commission leadership standards. Retrieved 6-Oct-15 from: https://www.jointcommission.org/assets/1/18/WP_leadership_standards.pdf Silber, K. H. Kearny, L. (2010). Organisational intelligence: A guide to understanding the business of your organisation for HR, training, and performance consulting. Pfeiffer. San Franscisco, CA.

The Great Gatsby is No Love Story Essay - 1354 Words

The Great Gatsby is No Love Story Many argue that F. Scott Fitzgeralds The Great Gatsby is an example of the great American love story, but it is not. The Great Gatsby is not a tale about perfect love; it is a tale of love and lust corrupting individuals in their lives, and of an American dream that is never fulfilled. Throughout the story, we follow multiple relationships, but focus is on the single relationship between Gatsby and Daisy. This relationship, however, fails to fulfill many requirements that would make it a true love story, and thus, while some hardship is to be expected, this relationship encounters an excessive amount. To determine if The Great Gatsby is a great American love story, it is necessary†¦show more content†¦These criteria for a great love story, however, are simply not filled by Fitzgeralds The Great Gatsby, for several reasons. Gatsby makes sacrifices in his life while in pursuit of Daisy, but he is not simply giving up parts of his life for her - he changes who he wa s, and his inner personality, becoming a member of higher society so that he feels worthy of Daisys love. This story also refuses to illustrate a complete whirlwind of incessant love, such as we should be finding if the novel were a true great love story. Although Daisy does claim to love Gatsby, she also refuses to admit that he is the only man she loves (140), and it is difficult to accept this as true love if it is not exclusive. They allow the want for money and power to drive them apart for years, and while Gatsby constantly thinks of means to finally raise enough money that they can live happily, this is foiled. Gatsby and Daisy do feel a love for one another, but it is not always out of pure motivations, and it is not strong enough to keep them together. 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Information Freedom the Ethical Implications of Sopa Free Essays

James Eckert Professor Reed PHIL 2306 2 December 2011 Information Freedom: The Ethical Implications of SOPA The Stop Online Piracy Act (SOPA) is a U. S. House of Representatives bill with the stated purpose, â€Å"To promote prosperity, creativity, entrepreneurship, and innovation by combating the theft of U. We will write a custom essay sample on Information Freedom: the Ethical Implications of Sopa or any similar topic only for you Order Now S. property, and for other purposes. † (1) SOPA proposes to accomplish those goals by allowing the U. S. Department of Justice and copyright owners to take action against websites thought to be facilitating copyright infringement. What brought SOPA into the limelight is the criteria it uses to determine what a copyright-infringing site is, and the methods it allows to punish those websites. It was drafted with the intention of combating websites that host U. S. copyrighted content, many of which are hosted offshore and outside of U. S. legal jurisdiction; and subsequently focuses on attacking U. S. based internet services that could benefit such ‘rogue sites. ’ The sites it targets are defined as being â€Å"dedicated to the theft of U. S. property. † The qualifications for such a site? It must be directed toward the U. S. , and either * â€Å"engage in, enable, or facilitate† infringement; or * take or have taken steps to â€Å"avoid confirming a high probability† of infringement These defining attributes are for any portion of a site, even a single page containing infringing material can qualify a site as ‘rogue. ’ SOPA then allows a copyright holder who believe s their works are being infringed by such a ‘rogue site,’ to send a notice to facilitating services of the site, such as payment processors (e. g. PayPal, Visa), ad networks, and hosting providers. These services must then deliver the notice to the site, and suspend their services; unless the site provides a counter-notice explaining how it is not violating copyright, to be delivered within five days of the original notice. If a counter-notice is supplied by the site, or if the supporting services do not end their service, the rights-holder is able to take them to court. One of the most troubling notions that SOPA introduces is the disconnect between judicial process and a real-world response. The extraordinarily broad definitions for a ‘rogue site’ would allow copyright holders (or anyone presenting themselves as one) to strangle services that support a site, without ever setting foot in court; or even requiring to verify that they do, in fact, own the copyright to the material they claim as infringing. SOPA also provides the previously mentioned supporting services with immunity from liability, if they comply with copyright violation notices, regardless of the validity of the claim itself. SOPA does provide one important clause concerning a right-holder’s request for takedown; if a copyright holder knowingly misrepresents a site as being a haven for copyright infringement, they are liable to damages. Unfortunately, this has little effect in practice, because the breadth of definition in what constitutes a ‘rogue site’ would make virtually all of the internet services we are accustomed to into an illegality. For example, YouTube – a streaming video service that allows its users to upload media content, would no longer be protected from claims on material that is provided by their users; a state of affairs that it has enjoyed due to the ‘safe harbor’ provisions of the Digital Millennium Copyright Act (DMCA), stating that sites are shielded from the liabilities of their users, provided the site follows DMCA’s notice-and-takedown policy for copyrighted content. If sites that allow user-provided content were required to actively police all user content for potentially copyright-infringing material, even social media services such as Facebook or Twitter would be under attack as facilitating copyright infringement. SOPA’s provisions even ban linking to sites deemed infringing, including results from a search engine, or comments on a blog. The implications of this lead to a decidedly unjust outcome: service providers would have no reason to defend their customers from invalid claims, supposed copyright holders would have free reign to cripple even a law-abiding site, and even websites that make a good-faith effort to remove copyrighted content would be unable to meet the draconian standards set forth in SOPA. SOPA has still more provisions, of a substantially more troubling nature. While the process previously described is only related to the abilities granted to copyright holders, SOPA also has far-reaching implications for copyright infringements that do make it into a courtroom. It allows the U. S. Department of Justice to obtain a court order against sites accused of infringing, or facilitating infringement of copyrighted material. Once the U. S. attorney general is furnished with such an order, they have the power to force U. S. ased Internet Service Providers (ISPs) to censor the website through the Domain Name Service (DNS), as well as forcing supporting services such as ad networks and payment processors to suspend their service to the site, and finally to force search engines from linking to an infringing site. This provision of SOPA is by far the most contentious, with dramatic technical ramifications that critics have compared to the internet censorship of countries such as China and Iran. 2) While the technical details are too deep to explore in thi s work, leaders in the fields of technology, business, and law have denounced it as being infeasible, insecure, unstable, easily defeated, and as setting a poor example for other nations if America were to adopt such a system of censorship. (3) (4) (5) (6) In conclusion, SOPA represents an appalling direction in U. S. copyright law. While it attempts to tackle the very real and present issue of online copyright infringement, the powers it grants are far-reaching and almost completely disconnected from judicial due process. If it were adopted and implemented, not only would it become an obstacle to the use of the internet for collaborative work, fair use content, and free speech; but it would undermine the very notion of justice in the attempt. It imposes an impossible state of constant vigilance on law-abiding sites, and proposes a dramatically imbalanced system where the burden of proof is on a website to prove that its content is legal, rather than the copyright-holder who believes their work is being infringed. Works Cited 1. U. S. House of Representatives. Stop Online Piracy Act. 2011. 2. Basulto, Dominic. SOPA’s ugly message to the world about America and internet Innovation. 2011. 3. Lemley, Mark A. , Levine, David S. and Post, David. Open letter to the House of Representatives. November 15, 2011. 4. McCullagh, Declan. OpenDNS: SOPA will be ‘extremely disruptive’ to the Internet. November 17, 2011. 5. Mozilla, Google, Yahoo! , Facebook, Twitter, Zynga, LinkedIn, eBay, AOL. Joint letter to Congressional leaders. November 15, 2011. 6. Downes, Larry. Statement on Stop Online Piracy Act. 2011. How to cite Information Freedom: the Ethical Implications of Sopa, Papers

Julia Hopkins Rosen Publishing Group

Question: Write an essay on Julia Hopkins. Answer: Julia Hopkins is an analyst who studies communication and alliance with respect to the health care teams. She gave a presentation of forty minutes concerning the ways by which the healthcare teams share information as well why it matters. Her main points were as follows: The majority of errors in health care are due to failures of communication rather than clinical errors. We educate and review medical professionals based on theirindividualcapability, however individuals need to work efficiently as part of a health care team to offer eminence patient care. We should construct learning and evaluation practices corresponding with the intricacies of communication on the teams of health care teams. Her presentation was appealing as quality health care is a widespread concern for everyone, despite of whether we are providers of health care or patients. The technique of storytelling, she utilized was very efficient, because she built each up gradually, diverging from the description to enlarge on key points as they occurred (Chochinov et al., 2013). I chose to speak regarding Steve Jobs. The particular speech I wish to share is a speech delivered as a Commencement Address at Stanford University on June 12, 2015. It is about 14 minutes long. We may possibly discover it with subtitles. What instantly caught my attention was that his second sentence in his speech was the never graduated from college. That was the hook that made me stick around and listen to what he had to say. He also went on to say that he was there to share 3 stories. That laid the exact anticipation to what was coming In this presentation here is what I suppose make his delivery remarkable: - A well-built opening; - Easy conventional structure; - the Rule of Three; - affluent figures of verbal communication; and - a recurring theme of birth/bereavement/reincarnation (Shea, 2012).. References Chochinov, H. M., McClement, S. E., Hack, T. F., McKeen, N. A., Rach, A. M., Gagnon, P., ... Taylor Brown, J. (2013). Health care provider communication.Cancer,119(9), 1706-1713. Shea, T. (2012).Steve jobs and apple. The Rosen Publishing Group.