organizational profile

Questions:
1. Why is  diagnosis so vital in organizational change programs?

Ans: The purpose of diagnosis is to trace the cause of  problem. in addition to serving as the basis for problem identification, the diagnostic data also establish the basis for subsequent evaluation of the organizational development. Change agents facilitate the diagnostic phase by gathering, interpreting and presenting.

Learning Circle (C1) Summary

Learning Circle (C1) Summary

Managing Organizational Change and Learning

Learning Principles and Change

• Unfreezing old learning requires people who want to learn new ways to think and act. It deals directly with resistance to change. Employees face the prospect of change with different expectations and motivations. Managers must determine these expectations and motivations in order to manage change since it's the management's responsibility to show why employees should want to change.
• Movement to new learning requires training, demonstration, and empowerment. Training had been a regular part of employee's assignments. Through training and demonstration of the appropriateness of the training itself, employees are empowered to take on behaviors they previously had not imagined possible.
• Refreezing the learned behavior occurs through the application of reinforcement and feedback. Management must guard against the possibility that what a person learned at training site is lost when that person is transferred to the actual work site. They must take into account that when people receive encouragement, rewards, supportive information or acclaim for doing something they're more likely to do the same thing in a similar situation.

Change Agent

-An intervener who bring a different perspective to a situation and challenges the status quo.

• External Change Agents-are temporary employees of the organization because they're engaged only for the duration of the change process.
• Internal Change Agents- are individuals working for the organization who knows something about its problem.
• External-Internal Change Agents- a combination of external-internal change team to intervene and develop programs. An approach that attempts to use the resources and knowledge base of both external and internal change agents. This involves designating an individual or small group within the organization to serve with the external change agent as spearheads of the change effort.

Reasons of resisting change.

• Parochial Self-interest- Individuals fear the loss of power, resources, freedom to make decisions, friendships and prestige.
• Misunderstanding and Lack of Trust- Misunderstanding the intent and consequences of organizational change is more likely to occur when trust is lacking between the person initiating the change and the affected individual. Individuals resist change when they do not fully understand why the change is occurring, as well as its implications.
• Different Assessments- Individuals view change differently, as a result they often have different assessments of the situation. Initiators of change see more positive results while those being affected and not initiating change see more costs involved with the change.
• Broad assumptions that initiators often make
• Having all the relevant data and information available to diagnose the situation.
• Affected people have the same facts
• Low Tolerance for Change- People resist change because they fear they will not be able to develop the new skills necessary to perform well. Individuals may understand clearly that change is necessary but they may be emotionally unable to make the transition. For them, making the necessary adjustments and changes is the same as admitting that some of their previous behavior, decisions and attitudes were wrong.

Reducing Resistance to Change

Management take steps to minimize the resistance to change. This steps includes:

• Education and communication (explaining and informing)
• Participation and involvement ( involving employees in the process)
• Facilitation and support ( retraining and providing a range of support)
• Negotiation and agreement ( discussion with resisters and negotiation)
• Manipulation and cooptation (bringing in supporters to guide others)
• Explicit and implicit coercion (threats, taking away rewards, job loss)

Forces for Change

•  Environmental Forces- are beyond manager's control.
• Economic Forces-includes competitors who introduce new products and a change in customers' tastes and incomes. 
• Technology- includes the computer technology and automation which already affected not only the technical conditions of work but the social conditions as well.
• Social and Political Change-includes the sophisticated mass communications and global markets that created great potential for business as well as threats for managers who can not understand these important factors. 
• Internal Forces- operates inside the firm and generally within the control of the management.
• Process problems- includes breakdowns in decision making and communication resulting to interpersonal and interdepartmental conflicts within the organization.
• Behavioral problems- includes low levels of morale and high levels of absenteeism and turnover resulting to wildcat strike or walkout .

Diagnosis of a Problem

  The diagnostic phase is facilitated through data gathering, interpreting and presenting.The accuracy, interpretation and presentation of data are extremely important.Experience and judgment are critical to this phase.

• Questions for Sound Diagnosis of Problem
• What is the problem as distinct from the symptoms of the problem?
• What must be changed to resolve the problem?
• What outcomes are expected from the change, and how will those outcomes be measured?
• Attitude Survey- a useful diagnostic approach if the potential focus of change is the total organization.

Alternative Interventions

•  An intervention is a specific action that a change agent takes to focus the change process.
•  Depth of intended change refers to the scope and intensity of the organizational change efforts. It has two components namely: formal and informal.

Alternative Change Techniques

• Structural Change-refers to managerial attempts to improve performance by altering the formal structure of task and authority relationships.It can alter some aspects of the formal task and authority system.
• Changes in the Nature of Jobs-originates with new methods and new machines.This includes work simplification and job enrichment. Job can be changed by altering the job description, the role expectations of a position, relationships among positions and work flow patterns.
• Changes in the Bases of Departmentalization
• Change in Line-Staff Relationships- This change include two techniques but the first and most commonly used is the creation of staff assistance as a temporary or permanent solution.
• Behavioral Change- behavioral change techniques are efforts to redirect and increase employee motivation, skills and knowledge bases. Its major objective is to coordinate performance of assigned task.
• Team building-Its purpose is to enable work groups to do their work more effectively to improve their performance.Specific aims of this intervention includes setting goals and priorities, analyzing the group's work methods, examining the group's communication and decision making processes and assessing interpersonal relationships within the group.
• Diversity Training-a form of training that attempts to make the participants more aware of themselves and of their effect on diverse others.It stresses the process rather that the content of training and emotional rather than conceptual training.
• Technological Change- includes any application of new ways of transforming resources int products or services.Technological innovations can change other aspects of the workplace. Essentially, the decision to adopt to technological change must involve consideration of the numerous behavioral and structural impacts that often occur.

Appreciative Inquiry (AI)

 -is a method of focusing on positive or potential opportunities. It proposes that organizations and individuals are creative enough to develop programs, relationships and behaviors that address success, personal growth  and fulfillment.
-a methodology that takes the idea of social construction of reality by utilizing metaphors and narratives.
- a positive approach to change that completely lets go of problems-based management.
-an emphasis on individual engagement to bring about creative solutions.

• 4D Process
• Discovering- appreciating what is the "best" in the current situation being examined.
• Dreaming- talking about ideals and the value of being in an ideal situation.
• Designing-exchanging thoughts and formulating and constructing with others a collective model of an ideal group team or work setting.
• Delivering- establishing a plan, an execution strategy, and a set of goals to change the situation being examined.

Trends in Organizational Change

• Downsizing-involves reducing the size of the workforce and often closing some operations and consolidating others. Its core task is determining what operations should  be closed and which positions should be eliminated in the organization. Effective downsizing requires careful analysis of the companies' operations and a well-planned implementation that minimizes unnecessary human costs.
• Empowerment-includes the granting of permission to individuals to utilize their talents, skills, resources and experience to make decisions about customer relationship management, investments, hiring people, just-in-time inventory management, total quality control, computer purchases, and forming alliances.This gives the responsibility for a major segment of work to team of employees .
• Telecommuting- performing all or some portion of the job at sites away from the central work site. Virtual employees are connected to their supervisor or office through computer networks.This help workers deal with work and personal life issues and cope with commuting stress and interruptions in a traditional office by providing more flexibility.
• Flextime-a work schedule or structure that provides flexible work hours theoretically provides more autonomy and discretion to employees. This gives employees a choice of starting and ending times as long as they work a core time period.

Limiting Conditions

• Leadership climate-refers to the nature of the work environment that results from the leadership style and the administrative practices of managers. Programs not supported by the management yields negative results. Management must at least slightly positive towards change.
• Formal Organization-includes the philosophy and policies of the management, as well as the legal precedent, organizational structure and the systems of control. It must be compatible with the proposed changes.
• Organizational Culture- refers to pattern of beliefs resulting from group norms, values, and informal activities. 

Dimensions of Implementing Changes

• Timing- is knowing when to make the change. Timing is strategic, it depends on a number of factors such as the organization's  operating cycle and the groundwork that has preceded the change.
• Scope- is knowing how much of a change to make. A change of considerable magnitude should not compete with ordinary operations.

Guidelines for Managing Change

1. Management and all those involved must have high and visible commitment to the effort.
2. People who are involved need to have advance information that enables them to know what is to happen and why they are being asked to do what they are to do.
3. The effort must be connected to other parts of the organization.
4. The effort needs to be directed by line managers and assisted by a change agent if necessary.
5. The effort mus be based on good diagnosis and mus be consistent with the conditions in the organization.
6. Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation.
7. Evaluation is essential and must consist of more than asking people how they felt about the effort.
8. People must see clearly the relationship between the effort and the organization's mission and goals.
9. The change agent, if used, must be clearly competent and perceived as competent.

The Learning Organization
- described as a proactively creating, using and transferring knowledge to change its behavior.
- A major result of learning organization is that knowledge is managed more effectively.

GROUP C1 MEMBERS

Enverzo, Ashley Joya, Krisha Marie

Queja, Lovely Charmelaine

Rance, Jerlyn

Hallera, Rebecca

Tubaon, Pinky

Christmas for Sale

Learning Objectives

  Organizational Behavior
           - is  the field of study that draws on theory, methods, and principles from various disciplines to learn about individuals' perceptions, values, learning capacities, and actions while working in groups and within the organization and to analyze the external environment's effect on the organization and its human resources, missions, objectives, and strategies. 


Contingency Approach

          - believes that there's no one best way to manage in every situation and managers must find different ways that fit different situations.

 Managing Workplace Behavior in Philippines and in Germany:

  

             In the Philippines the business set up is hierarchical. Filipinos avoid behaviors that would make either party lose face. This leads to an indirect communication style, so carefully watch facial expressions and body language. This is a country where a smile may mean many different things, not all of them positive.As in other hierarchical societies, managers may take a somewhat paternalistic attitude to their employees. They may demonstrate a concern for employees that goes beyond the workplace and strictly professional concerns. 

            While in the Germany the business set up is extremely formal. German businesspeople have deep-seated rules and regulations. This is a formal culture that believes time is money. Relationships are clearly defined, which intimates the type of communication and behaviors expected.

              Germans like working in teams and collaborate quite well across hierarchical lines. The communication within a team is generally quite collegial, albeit somewhat direct and blunt. Role allocation within the team is generally quite clearly defined and people will take greater responsibility for their specific task than for the group as a whole.

Approaches to Effectiveness:

Goal approach- 

           is the oldest and most widely used evaluation approach.It  emphasizes the central role of goal achievement as a extension for assessing effectiveness . It reflects purposefulness, rationality, and achievement.

System theory approach -

         is a group of elements that individually establish relationship with each other and that interact with their environment both as individuals and as collective.

The multiple-constituency (MC) approach-

             it means that achieving balance among the various parts of the system by satisfying the interests of the organization's constituency.It ought to arrange environmental conditions so that employees or members of organizations can make decisions on how they make a safe and sound outcomes in smooth flow of activities.

Environmental forces that initiates changes to Organizations:

          The change process is driven by top-quality leaders who exert a lasting influence on the changes being made.  These leaders establish direction; align people with their vision; and inspire people to overcome political, personal, and bureaucratic barriers to change. In all industries, a standard of continuous improvement and learning is becoming the norm around the world.

 Organizational Culture
            - is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.

Difference in how some employees talk about positive culture and negative culture:

            Every organization has a culture. Some are more positive than others. Schools and religious organizations have fairly positive and stimulating cultures. Even gangs have cultures that, while positive to their members, are generally considered by the rest of society as negative.

            Culture is the sum total of everything that has been and continues to be on going in an organization.Culture can clearly guide you and your employees to a better understanding of your goals, visions, and approaches to increased productivity, perhaps with the use of valuable technology. 

The impact of an organization's culture on individual and team behavior:

             Organizational culture involves shared expectations, values, and attitudes, it exerts influence on individuals, groups, and organizational process. Scientist use a variety of techniques and approaches to evaluate each of these elements and its impact on individuals, groups, and organizational efficiency and effectiveness.

           "The behavior sciences," stated Gibson, Ivancevich, and Donnelly in Organizations: Behavior, Structure, Processes, "have provided the basic framework and principles for the field of organizational behavior. Each behavioral science discipline provides a slightly different focus, analytical framework, and theme for helping managers answer questions about themselves, nonmanagers, and environmental forces." 

Spirituality
          The term spirituality has found its way into the organizational literature.  It is a state or experience that can provide individuals with direction or meaning, or provide feelings of understanding, support, inner wholeness, or connectedness. 

          Connectedness can be to themselves, other people, nature, the universe, a god, or some other supernatural power.

  

         This definition involves inner feelings, being connected to the work and to colleagues.  Because work is such a major part of the lives of employees, organizational culture and practices can contribute to a person's spiritual development and growth.  Research results suggests that the encouragement and support of spirituality in the work setting can contribute to creativity, honesty, trust, commitment, personal need satisfaction, and improved organizational effectiveness. 

Socialization
        - is the process by which organizations bring new employees into the culture.  In terms of culture, socialization involves a transmittal of values, assumptions, and attitudes from older to newer employees. 

There are three stages of socialization, namely Anticipatory socialization, Accommodation,  and Role Management:

Anticipatory Socialization-

          The first stage that involves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization.The primary purpose of these activities is to acquire information about the new organization and/or new job.

•  Recruitment using realistic job previews. 

• Selection and placement using realistic career paths.  Recruitment and selection and placement programs.  Recruitment programs are directed toward new employees, those not know in the organization.

Accommodation -

        The second stage of socialization occurs after the individual becomes a member of the organization, after he or she takes the job.  During this stage, the individual sees the organization and the job for what they actually are. 

  

 Accommodation Socialization-

• Tailor-made and individualized orientation programs.  These are seldom given attention they deserve.  The first few days on a new job can have very strong negative or positive impacts on the new employee. 
• Social as well as technical skills training.  These are in invaluable in the breaking-in stage.Training programs are necessary to instruct new employees in proper techniques and to help them develop requisite skills. 
• Supportive and accurate feedback.  In the context of socialization, provides important feedback about how well the individual is getting along in the organization. 
• Challenging work assignments.  Assigning challenging work to new employees is a principal feature of effective socialization programs. 
• Demanding but fair supervisors.  Assigning demanding bosses is a practice that seems to have considerable promise for increasing the retention rate of employees.

Role Management-

        In contrast to accommodation stage, which requires the individual to adjust to demands and expectations of the immediate work group, this stage takes on a broader set of issues and problems. 

•   Provision of professional counseling.

• Adaptive and flexible work assignments.

•   Sincere person-oriented managers

TAKING IT TO THE NET:

TRADITIONAL ECONOMY VS NEW ECONOMY  COMPANY

1. How much of each company's revenue and profit is generated outside its country of origin? 

                

                  A.)SOFTWARE:

International Business Machines

Type	Public (NYSE: IBM) Dow Jones Industrial Average Component
Industry	Computer systems, hardware, and software Consulting and IT services
Founded	Endicott, New York June 16, 1911
Headquarters	Armonk, New York
Area served	Worldwide
Key people	Samuel J. Palmisano (Chairman, President and CEO)
Revenue	US$ 95.75 billion (2009)
Operating income	US$ 17.01 billion (2009)
Net income	US$ 13.42 billion (2009)
Total assets	US$ 109.02 billion (2009)
Total equity	US$ 22.63 billion (2009)
Employees	399,409 (2009)

                  B .)AUTOMOBILE:

HYUNDAI MOTOR COMPANY

                Hyundai Motor Company offers a globally competitive and diverse product portfolio through its sales network; 6,000 of dealers and 24 overseas production and sales bases, in over 180 countries worldwide. Additionally, Hyundai continues to aggressively target overseas markets by establishing local production bases in key markets. 

               Efforts to actively respond to and deal with the demands of each market include the operation of second plants in the emerging markets of India, China, and the Czech Republic. The Hyundai Motor Company network will further expand with the Russia Plant scheduled to commence mass production in January 2011. 

2. What does the code of ethics statement for each company say?

A.)SOFTWARE:

IBM COMPANY

             The company values were updated to reflect three modern business, marketplace and employee views: "Dedication to every client's success", "Innovation that matters - for our company and for the world", "Trust and personal responsibility in all relationships".

              In 2004, another Jam was conducted during which 52,000 employees exchanged best practices for 72 hours. They focused on finding actionable ideas to support implementation of the values previously identified. A new post-Jam Ratings event was developed to allow IBMers to select key ideas that support the values. The board of directors cited this Jam when awarding Palmisano a pay rise in the spring of 2005.

B.)AUTOMOBILE:

HYUNDAI MOTOR COMPANY

               Based on a respect for human dignity, we make efforts to meet the expectations of all stakeholders including customers and business partners by building a constructive relationship amongst management, labor, executives and employees. Also, we focus on communicating our corporate values both internally and externally, and gaining confidence from all stakeholders. 

3. What changes have they had to cope with in their people policies and product/service mix in the past decade?

 A.)SOFTWARE

 IBM COMPANY:

               The company's Client division produces the flagship Windows OS line such as Windows 7; it also produces the Windows Live family of products and services. Server and Tools produces the server versions of Windows, such as Windows Server 2008 R2 as well as a set of development tools called Microsoft Visual Studio, Microsoft Silverlight, a web application framework, and Systems Management Server, a collection of tools providing remote-control abilities, patch management, software distribution and a hardware/software inventory. Other server products include: Microsoft SQL Server, a relational database management system, Microsoft Exchange Server, for certain business-oriented e-mail and scheduling features, Small Business Server, for messaging and other small business-oriented features; and Microsoft BizTalk Server, for business process management.

B.)AUTOMOBILE: 

HYUNDAI MOTOR COMPANY

               Corporate social responsibility covers three areas: trust-based management, environmental management, and social contribution.
                     

                For trust-based management, we will focus on enhancement of labor relations, mutually beneficial cooperation with suppliers, ethics management, and transparent management. As for environmental management, we will proactively respond to global trends and regulations related to the environment.

               

                For social contribution, we plan to enlarge our capacity and obtain expertise to effectively carry out global social contribution projects and participate in volunteering programs to contribute to development of local communities.

4. How effective are the firms? (Describe what basis you use to determine effectiveness?

              For me the IBM COMPANY  is one of the top software company because for them "Innovation that matters" that's why they are effective in the costumers because they can give the needs of their costumer. And their services are good and effective.

              As well as HYUNDAI MOTOR COMPANY is also one of the top automobile company. They also make efforts to sustain or meet the expectations of their stockholders including their customer and business partner. And their services are good and effective.

  

5. Would you want to work for either of these firms? Why?

              If i will be given a chance I'm very glad to work either of the firms,  because both of the firm has a good code of ethics  and the management give their trust to the employees to do things or make innovation to the company.

ONE OF THE BEST FIRMS:

America's Top Companies

If there's a theme to this year's ranking of the top-performing stocks in the Standard & Poor's 500-index, it is the belief that the economy is heading in the right direction, what you might call cautious economic optimism. Read the profiles that follow for 50 reasons for the upbeat mood.

1	SAS
2	Edward Jones
3	Wegmans Food Markets
4	Google
5	Nugget Market
6	DreamWorks Animation SKG
7	NetApp
8	Boston Consulting Group
9	Qualcomm
10	Camden Property Trust
11	Robert W. Baird & Co.
12	Bingham McCutchen
13	W. L. Gore & Associates
14	Recreational Equipment
15	Zappos.com
16	Cisco
17	Methodist Hospital System
18	Whole Foods Market
19	Genentech
20	Devon Energy
21	NuStar Energy
22	Johnson Financial Group
23	Umpqua Bank
24	Goldman Sachs Group
25	Novo Nordisk
26	CHG Healthcare Services
27	Scottrade
28	JM Family Enterprises
29	Quicken Loans
30	Alston & Bird
31	PCL Construction Enterprises
32	Baptist Health South Florida
33	Shared Technologies
34	Chesapeake Energy
35	American Fidelity Assurance Co.
36	Container Store
37	Aflac
38	Scooter Store
39	TDIndustries
40	Scripps Health
41	QuikTrip
42	Adobe Systems
43	Salesforce.com
44	Ernst & Young
45	USAA
46	OhioHealth
47	J. M. Smucker
48	FactSet Research Systems
49	Mercedes-Benz USA
50	King's Daughters Medical Center

 2. Edward Jones

          The investment adviser weathered the recession without closing one of its 12,615 offices or laying off a single employee (the British division was sold in October). Salaries were frozen, but profit sharing continued.

2008 revenue ($ millions): 3,859

 

OFFSHORING:WHAT'S IT ALL ABOUT?

1.What do these three firms do? What services do they offer?

 

Wipro IT Business,  

a division of Wipro Limited (NYSE:WIT), is amongst the largest global IT services, BPO and Product Engineering companies. In addition to the IT business, Wipro also has leadership position in niche market segments of consumer products and lighting solutions. The company has been listed since 1945 and started its technology business in 1980. Today, Wipro generates USD 6 billion (India GAAP figure 2009-10) of annual revenues. Its equity shares are listed in India on the Mumbai Stock Exchange and the National Stock Exchange; as well as on the New York Stock Exchange in the US.

Wipro makes an ideal partner for organizations looking at transformational IT solutions because of its core capabilities, great human resources, commitment to quality and the global infrastructure to deliver a wide range of technology and business consulting solutions and services, 24/7. Wipro enables business results by being a ‘transformation catalyst’. It offers integrated portfolio of services to its clients in the areas of Consulting, System Integration and Outsourcing for key-industry verticals.

 

 Infosys defines, designs and delivers technology-enabled business solutions that help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers.

 

 At TCS, we achieve real business results that allow you to transform, and not just maintain, your operations. Our IT services, business solutions and outsourcing bring you a level of certainty that no other competitor can match. You will experience your requirements being met on time, within budget and with high quality; greater efficiency and responsiveness to your business; and the ability to shift investment to strategic initiatives rather than tactical functions.

 

2. Which industries do they serve?

wipro

Aerospace   Automotive  Banking  Business & Consumer Services   Communication Service Providers  Computer Peripherals  Computer Software  Computing   Consumer Electronics   Consumer Packaged Goods   Energy   Government   Healthcare   High-Tech  Hospitality & Leisure

Insurance   Manufacturing   Media   Medical Devices   Mobile Devices   Pharmaceutical & Life Sciences   Public Infrastructure  Retail  Securities & Capital Markets   Semiconductors   Storage  Telecom  Telecom Equipment   Transportation   Utilities

•  infosys
• Aerospace and Defense
• Airlines
• Automotive
• Banking and Capital Markets
• Communication Services
• Consumer Packaged Goods
• Discrete Manufacturing
• Education
• Energy
• Healthcare
• High Technology

• Hospitality and Leisure
• Insurance
• Life Sciences
• Logistics and Distribution
• Manufacturing
• Publishing
• Resources
• Retail
• Studios and Networks
• Utilities

 

Industries:

• Banking & Financial Services
• Energy, Resources & Utilities
• Government
• Life Sciences and Healthcare
• High Tech
• Insurance
• Manufacturing
• Media & Information Services
• Retail & Consumer Products
• Telecom
• Travel, Transportation & Hospitality

3. How do these Indian outsourcing companies  save from U.S. companies money?

 

PROJECT PARANOIA

Organizational Profile of BSOAD 3A:

DESCRIPTION:

   This organization is created to improve the skills and proficiency of each individual to become effective and confident one in working someday.

VISION:

     The organization aspire to promote change within individual to become better person.They can develop their weakness to a positive one and used it as strength.And for them to establish their knowledge,skills and to enhance their personality that will lead them   to become successful in the future.

MISSION:

      The organization will bring out the best members through various activities,project and workshop.This help them to overcome their shy/weaknesses to have a self-confidence.And this organization also aims to enhance the interpersonal skill, intra personal skill and managerial skill.

OBJECTIVES:

•  To promote development for each individual for them to know their potential.
•  To expose them in a situation for them to realize the real world.
•  To produce an efficient and proficient individual.
•  To enhance their skill to become a good individual.

ORGANIZATIONAL ENVIRONMENT:

        The organization is composed of a managers from the Bachelor of Science in Office Administration major in computer education .During the following meeting we conducted an activity called project paranoia.The purpose of this activity is to expose the manager to the different concept and for them to realize the concept or its vision.

ORGANIZATIONAL RELATIONSHIP:

        Our organization is govern by our president or boss.He is the one who give us the instruction to the task or job that he assigned to us.He also the one who give us the rules and regulation and direction for us to follow  in what the managers will do.

Submitted by: ASHLEY JOY D. ENVERZO

BSOAD 3A