'Reflective Paper Essay\r'

'Introduction\r\n establishment in the business and industrial setting is like a very interesting organism worthy of effort and time for study. The bearing of citizenry and the purlieus with which they argon in constant interaction is a eonian source for curiosity and fascinating research. This is so oddly during this event century when technology sparks the m some(prenominal) another(prenominal) alters that shoot down place. This generation is in the epoch of memorial tabletal domesticize and innovation. The time is marked with speedy changes in the demography of wagerforce, changing corporate culture, and changing institutions. In the easygoing of the rapid shift in forthwith’s presidential basis, the skills required of managers, beginners in the profession and even aspiring students in the discipline, rest on the keister of association on the whole gamut of boldnessal development.\r\nCorporate the States is not without its complications. W hen the comp any(prenominal) â€Å"succeeds,” there is with it (the success) a correspond notion of responsibilities and liabilities. Organizations thrive today because of the policies and guidelines they have managed to purify steadfastly in their set-up and translated into their day to day affairs. whopping businesses have the competitive edge oer others †i.e., over small entrepreneurs, because they have arrived at their positions in the securities industry place by securing certain parameters in the many sidets that comprise their ecesiss. This is especially true on organisation laws and regulations (McKenna, 2000).\r\n It is imperative that makeups in industry and business grapple with the changing times. To fail to do so may spell substantial loss in two the financial and merciful capitals; two major components obligatory in an agreement. Being competitive in today’s business jargon is not as simple as it sounds; it involves a compr ehensive and in-depth netherstanding of the whole gamut of organisational behavior and the manifold changes that argon dynamic in nature (Mangelsdorff, 2007).\r\n This paper attempts to excerpt in précis the various facets of the nature of governing with specific intentions to elaborate on the student researcher’s understanding, insights and eruditions regarding how quality heed and control systems doctor with tender pauperization. It takes into consideration the importance of how all these concepts atomic number 18 of signifi mintce in one’s mortal kinds as well as their relevance of the person’s (especially the student researcher’s) professional plans and demonstrable work situations.\r\n organisational change though a capital deal unpredictable and incomprehensible to many, still goes through a cycle; the nature of which makes it possible for concerned flock to study with the hopes and intentions of ultimatel y, implementing revisions or remodeling. These serve to enhance and improve systems and discover excellent procedures of handling things or procedures and people (Mangelsdorff, 2007).\r\nProblem Statements\r\n To be specific, the following questions atomic number 18 communicate in this paper:\r\nDefine what is meant by â€Å" strategical be after.” carve up this from hanker-range planning and other forms of planning.\r\n readying can lead to compositional change. What do the school text writers feel ar the issues that face the managerwho plans to bring to a greater extent or less(prenominal) organizational change?\r\nHow should a deviser go about the process of identifying strengths, weaknesses, and distinctive competencies in an organization? What is the impact of the findings on planning?\r\nDiscuss the relationship between mission statements, planned change, and un bashing change. apply\r\nDiscussion\r\n†Define what is meant by â€Å"strategic planning.” Distinguish this from long-range planning and other forms of planning.\r\n Bruffee, author of cooperative development: Higher Education, Interdependence, and the Authority of Knowledge (1993), explains the impoverishment for a more efficient, economical and equitable steering of the people in the industry or organization has never been as pronounced as it is today.\r\nThis pick up has never been brought about by detailors which inevitably presume not altogether the established structures and ways of doing things indoors the personnel bea but also by the more meaningful and substantial task of managing the organization’s most important asset †the merciful capital. Among these factors be: stiffer competition in business; rapid changes in technological, competitive and economic environments; the explosion of technical foul and managerial knowledge; spiraling wage and benefits greet and so many others. These factors have no inte rrogation been responsible for the emergence of the personnel function as a vital argona in the carrying out of corporate outline.\r\n Demick and Miller (1993) places in context jump what an organization is like and settles how it can affect behavior in all(prenominal)day and when that is established, proceeded to explain leadership and precaution in this context. In organizational behavior which is elemental to the solicitude of human resource, it points to the inquiry and industriousness of development about how people, individuals, and free radicals perform, operate, and work in organizations. It accomplishes this by essence of adopting a system approach.\r\nExplicitly, it infers people-organization affairs in terms of the entire person, group totality, complete organization, and total affectionate structure. Its intention is to put up enhance relations by attaining human lasts, organizational purposes, and loving marks. In such a milieu, the remain ders to effect change be influenced by several significant factors which are life-or-death to the overall results. Hence, there are expected leadership behaviors that maintain momentum during the change process.\r\n Effective strategic planning is a process of analyzing an organization’s assets and its take under changing conditions and developing the activities wished to pay off these needfully. It is essentially a two-step process. The tension 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. compendium 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, hire and other activities become integral part of a dynamic process.\r\nThere are different typewrites of planning aside from strategic type of plan. These accept the coalescency type, the goal-based type, the self-organizing type, and the scenario-based type (McNamara, 2006). The goal-based type of planning is twisty with accommodate the process of improving and enhancing the system of consummation of an organization with the localise on the organizations’ goals which may be besides specialized harmonize 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.\r\nIn 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 immaterial environment such as changing laws and problems outside the firm or establishment which may affect the life, persistence and effective productiveness of the organization. Lastly, self-organizing type of planning is relate on the organization’s core of set 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).\r\n-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?\r\n Organizational behavior is actually a complex and dynamic mechanism. It includes the application and integration of theoretical perspectives from the kindly 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).\r\n This is accomplished util izing the systems approach or systems model. The latter is meant as interpreting people and organizational relationships in destination to the whole individual, â€Å"whole group, whole organization, and whole social system” (Knoster et al., 2000). The objective is developing improved and heighten relationships by attaining individual aims, organizational goals and social aspirations (Mangelsdorff, 2007).\r\n Specifically, any student who pursues the study of the concepts involved in the social occasion will examine how individuals work in groups; engender insights into human strengths and interpersonal relationships. Intertwined in the study is to drudge into theories or principles of motivation of personnel, effective leadership with the goal of formulating a sound thinking and values of anxiety and leadership. Moreover, organizational behavior investigates scientific data and utilizes a variety of research traditions to further understand how individuals w ork and function efficiently in diverse forms of structures (Shortell et al., 2000)\r\n The concepts that are pursued in organizational behavior include the following: the evolution and organizational and management theories; the lavish historical background of management, organizational theories and the development of management thought, are adequately covered in this particular aspect (Robbins,1997).\r\n 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 conclusiveness qualification as an organization. Furthermore, it also examines the organizational culture, its kinetics where change is aimed to be implemented (Revans, 1982)\r\n†How should a planner go about the process of identifying strengths, weaknesses, and distinctive competenc ies in an organization? What is the impact of the findings on planning?\r\n on the job(p) relationships are a central parcel out 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 skill possible.\r\nThey are an inherent part of the work itself and be of the nature of the work, the person’s sense of turn overment, 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 proceeds and advancement, develop sense of accomplishment and liability, and provide cognizance (Franken, 1994).\r\n psychology recognizes different perspectives of motivation. One of these viewpoints pertains to the idea of â€Å"motivational inducings,” otherwise known as incentives. Incentives are compose from either the vantage point of indispensable, or that of away motivation. An inducement coming from indoors the individual is called inseparable or internal motivation. It is, according to Morris and Maisto, about the â€Å". . . propensity to perform a behavior that originates in spite of appearance the individual.”\r\nAn 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 train 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 incur punishment. For motivation experts, however, a person developing the internal type of motivation wil l reap more lasting and beneficial effects compared with external motivation (Morris and Maisto, 1999).\r\n For instance, in taking care of a medical surgical unit and handling newly charter 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 piece of work such as sexual badgering between employees, these are all stark realities that are potential complex problems. Initiating the Herzberg idea can likely be useful. I will groom offshoot the few expert nurses and those who will be directly supervising others that they practice and execute specific agendum for increasing motivation, one of which is Management by Objectives (MBO).\r\nIt entails having assent in involving the employees in goal-setting and in decision-making. MBO works by integrating goal-setting into individual parti cipation in decision-making in order to establish individual work goals to which the employee feels clean 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 change magnitude involvement, the hospital provides mite boxes and hold monthly contests where they give monetary rewards for the beat out three suggestions.\r\nThese give the employee a sense of proceeding and responsibility for its success. For this workplace in particular, the employees receive incentives in the form of Ladder promotion, general earnings 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 benef its among others (Baron, 1983). A set-up like this goes to such great lengths at least to assure that it does something for go foring employees’ team spirit and motivation.\r\n-Discuss the relationship between mission statements, planned change, and unplanned change. Use illustrations.\r\n 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 trounce understood (Knoster et al., 2000).\r\n 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 ram home their/his/her goals. only, 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.\r\nIntertwined 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 pop off must be their own also. Ownership as a motivational factor is critical for the endurance and sustainability of both the individual worker and the organization as a whole.\r\nStudies 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 tear levels must understand the team and group dynamics that must work to achieve their own objectiv es. However this seemed to be easy to understand, the applications of which are complex involving septuple disciplines (Mangelsdorff, 2007).\r\nConclusion\r\n The problem of employee motivation is critical in all kinds of organizations today and is responsible for the shoddy products we bargain and the careless service we receive. It was thought that all that was needful to produce high motivation in workers was to behave them more; this idea may no eight-day be valid for a large portion of the work force (Adams, 1965).\r\nModern workers demand jobs that satisfy their inner needs for fulfillment, expression, and self-actualization. Traditional values involved loyalty to the company and a strong repel for money, status, promotion and security. The new breed of workers focuses on self-realisation 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.\r\n 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 run achievement goals. These individuals constantly need feedback on their construct (Halonen & group A; Santrock, 1996).\r\n 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 resultant to input and how equitably that ratio compares with those co-workers (Halone n & Santrock, 1996).\r\n 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.\r\n 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 go through to the junior or neophyte employee. It is also a way of improved retention rate within a company.\r\nReference:\r\nBaron, R. 1983. Behavior in Organizations: arrest and Managing the Human Side of Work, Boston: Allyn and Bacon.\r\nBruffee, Kenneth A. Collaborative Learning: Higher Education, Interdependence, and the Authority of Knowledge. Baltimore: Johns Hopkins Univ. sign up, 1993.\r\nDemick, J. and Miller, P., Development in the Workplace, Lawrence Erlbaum Associates, Publishers, rude(a) Jersey, 1993.\r\nDruckman, Daniel, Jerome E. Singer, and Harold Van Cott (Editors) (1997). Enhancing Organizational Performance. National Academy Press: Washington, D.C. (optional)\r\nFranken, R.E. 1994, Human Motivation (Belmont, CA, Wadsworth).\r\nHalonen, JS and JW Santrock, 1996. Psychology: Contexts of Behavior, Dubuque, IA: Brown and Benchmark, p.810.\r\nKnoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective learning: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.\r\nLandy, F.J. 1985. Psychology of Work behavior. 3rd Ed. Dorsey Press.\r\nMange lsdorff, David A.2001. â€Å"Organizational Behavior and Theory. Accessed direful 19, 2008 <http://users.idworld.net/dmangels/orgbeh.htm>\r\nMcClelland, D. C., & Burnham, D. H. 1976. Power is the great motivator. Harvard credit line Review, 54(2), 100-110.\r\nMcKenna, Eugene, 2000. Business Psychology and Organizational Behavior: A schoolchild’s Handbook. 3rd Ed. Psychology press: Taylor and Francis Group.\r\nMcNamara, Carter. 2006. â€Å" radical Overview of Various Strategic planning models.” Retrieved August 19, 2008. http://www.managementhelp.org/plan_dec/str_plan/models.htm\r\nMorris, Charles G., Maisto, Albert A., 1999. sagacity Psychology.4th ed., learner Hall: New Jersey, pp.315-316.\r\nRevans, R. W. 1982. The Origin and maturation of Action Learning. Hunt, England: Chatwell-Bratt, Bickley\r\nRobbins, Stephen P. 1997. Organizational Behavior: Concepts, Controversies, Applications, Eighth Edition, Prentice Hall.\r\nShortell, Stephen M. and Arnol d D. Kaluzny. 2000. Health Care Management: Organization founding and Behavior, Fourth Edition, Delmar Publishers Inc.\r\nRevans, R. W. 1982. The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley\r\nRobbins, Stephen P. 1997. Organizational Behavior: Concepts, Controversies, Applications, Eighth Edition, Prentice Hall.\r\n'