Organization

The website is used to let the people know about their shop in more details e. G. Hat do they do, donations, collections and so on. Site search is easy to access Major Headings Are Clear & Descriptive Navigation Labels Are Clear & Concise TV (advertisements) Marketing Finance They used TV for advertisements to convey a message for their customers e. G. What is British Heart Foundation is for etc. Basically, to market a product or service. Can easily identify the topic Trying to show the qualities of the product or service the commercial is trying to sell. To convince the target audience to buy a product or to donate.

Posters To inform about their products they selling to their customers. To persuade customers to come and visit the shop. Sales Discounts Half-price Special offers Face to face Sales They talk to the customers personally about what they do, how to donate clothes and how to contact them and also to get involved to help others. Persuasive words More information Formal used of language Leaflets They used leaflet to reach customers in their homes. Basically, it’s not a phone call that will annoy them when they’re relaxing or chilling.

Direct (whoso it for? ) For people wants to donate clothes phone number(s) email address business address Phone call want to donate clothes or you want them to collect it. Phone call is easier to contact them. You can contact them anywhere you like A phone call gives you more time to communicate Allows you to confirm and check details quickly. Email A way of communicating to someone by sending messages and a way to send important documents. Easy to use The language used in emails is simple Formal/landforms language

The storytelling approach towards the knowledge sharing is explored in detail. The story telling can be used to elicit tacit knowledge and can be used to flow the knowledge about previous events in the organization and any other work related knowledge in an interesting and effective manner. Since emotions are attached to the stories, they narrate the much value to the listeners and the listeners tend to keep what they have heard. In this sense, organization memory is created by the anecdotes of the stories being told.

The lessons learnt from the past experiences are label to the employees working now. It is also studied the negative stories have much impact on the listeners. The story telling has the potential to capture tacit knowledge and how it is done in the context of IBM is explained. Moreover, the story telling in the organizations can be enhanced by the use of IT tools like intranet, emails and other knowledge management systems which helps employees to create platform to share their stories and communicate the values of the organization.

This values and the knowledge base of the organization helps to form the organization memory. Table of Contents Introduction Storytelling is one of the approaches towards knowledge capture and codification, the first phase of KM cycle. This is used to elicit tacit knowledge, towards creation of new knowledge and to organize the content in systematic manner. In knowledge capture phase, the distinction between the capture of existing knowledge and the creation of new knowledge has to be made. Mostly, only existing knowledge is set into the pattern, which only forms the explicit knowledge.

There is huge pool of knowledge, which needs to be captured towards generating the new knowledge and that knowledge is mostly tacit in nature, which resides within the heads of knower. Every organization also has a memory. The embodiment of the organizational memory is the experience of its employees, tangible data and knowledge stores in the organization (Walsh and Unison, 1991). The value of knowledge is increased when it is transferred otherwise the uncultured knowledge is devalued and ignored with time. In today’s fast-paced economy, an organization’s knowledge base is quickly becoming its only sustainable competitive advantage.

This competitive advantage is owned by utilizing the organizational knowledge, the individual skills, thoughts and ideas. So Tacit knowledge management is must to capture the experience and expertise of the individual in an organization and making it available to anyone who needs it. Once the tacit knowledge becomes explicit, it needs to be organized in a structured document that will enable multipurpose use. The KM tools help to create knowledge and then leverage it across multiple channels, including phone, email, discussion forums, Internet and any new channel that come online.

Story telling is one of the best KM tools to capture tacit knowledge. Organizational story can be defined as past management actions, employee interactions or other key events that have occurred and that have been communicated informally (Swap et al, 2001). The stories provide a rich context making it interesting for the listeners and also remains in the conscious memory longer. Stories reinforce organizational learning and communicate common values. The core capabilities of an organization are built by critical skills of employees, management systems and organizational values.

This capability can be transferred in formal and explicit way. However much knowledge articulacy knowledge with rich tacit dimensions is transferred internally through processes of colonization and initialization. Story telling is one such transfer mechanisms that can leverage the tacit knowledge of the organization. Literature Review The use of the stories and storytelling may provide a powerful practice as a part of efforts by individuals, groups or organizations to share what they know. It breaks away from the traditional means of communication and adds new dimension to the knowledge management tools.

Deeding, in his article “Telling Tales” tries to convey hat the age-old practice of storytelling is an effective method to be used as knowledge management tools but the stories told should match the situation and conditions in the organization. Storyteller as a leader should influence the listeners and the story should have enough detail to be intelligible and credible. Different narrative patterns like Sparking Action, Communicating who you are, Transmitting value, Fostering collaboration and Taming the grapevine can be used.

Snowman’s article titled “The new simplicity-context, Narrative and Content” focuses on the need f knowledge management to go beyond the boundaries of using best practices into the realms of uncertainty. Since both the human behavior and system are complex, the cause and effect of the system and the interacting agents can’t be separated; the contextual stimulation is needed to capture the knowledge. The decision making pattern is important. Narrative is emerging as one of the most exciting approaches to knowledge management.

It involves going and finding a person to ask questions whenever faced with the new task or encounter a problem and get context-sensitive answers. In short, stories allow the communication of complex ideas in a simple, memorable form. Karakul Shaffer B Kali in his research on “Transfer knowledge Using Stories: A Malaysian University Case Study ” attempts to explore the usage of knowledge-embedded stories in a Malaysian institute of higher learning and will consider the understanding of organization members concerning storytelling in the organization.

It provides insights on the culture of storytelling as a method of knowledge transfer medium and explores the practicality of using stories in the organization and the employee’s perception of the usage of stories to transfer knowledge. This case reveals that story telling is regarded as an acceptable approach in knowledge transfer. Mostly gathering sessions in the university stimulated storytelling. The case also presented the factors that influence the KM storytelling.

The factors are an extension of the existing knowledge transfer factors mentioned in literatures, which do influence KM storytelling. Walter Swap, Dorothy Leonard, Mimi Shields and Lisa Abram in their research “Using Mentoring and Storytelling to transfer knowledge in the Workplace” explains that the knowledge with rich tacit dimensions is transferred informally through processes of colonization and naturalization. They have focuses on two transfer mechanisms mentoring and storytelling.

Most stories told informally in organizations are negative. Therefore managers interested in how knowledge accrues in the organization cannot ignore these important transmitters. Stories that dramatist or illustrate managerial systems, values, norms are more likely to be believed and acted upon than mere statements of policies and norms. Finally, the use of information technologies can enhance the story telling. The effect of verbal storytelling can be enhanced through the use of multimedia.

Consistent with the elaboration effect, seeing and hearing the storyteller can add weight and detail to the story as can visual about the environment in which the story occurred. Story-telling-a technique to capture tacit knowledge In KM, the knowledge capture and creation may be done by the individuals who work for the organization or a group within that organization, by all members of a community of practice (COP), or by a dedicated COP individual.

So the creation, capture and the codification of the information is done at the personal level while performing activities at Job. Within the firm, individuals share perceptions and Jointly interpret information events and experiences (Cohen and Leviathan, 1990) and at some point, knowledge acquisition extends beyond the individuals and is coded into corporate memory (Napkin, 1995; Spencer, 1996; Monika and Takeouts, 1995). Unless knowledge is embedded into corporate memory, the firm cannot leverage the knowledge held by individual members of the organization.

Knowledge acquisition from individuals or groups can be characterized as the transfer and transformation of valuable expertise from a knowledge source (human expert, documents) to a knowledge repository (organizational memory, facts and rules). Explicit knowledge is already well described but we need to abstract and summarize this content. Tacit knowledge capturing needs various techniques of which story telling is the one. Stories involve the detailed narrative of management actions and decision-making styles, employee activities and interaction and other events within the division that are communicated informally within the organization.

A story can be defined as telling of a happening or a connected series of happenings whether true or fictitious (Deeding, 2001). This involved the group interaction and collaboration for story telling. The SEC’ model developed by Knock and Takeouts also supports that story telling or narratives can be used to bring out tacit knowledge. Fig 1 :SEC Model by Monika and Takeouts Here, colonization process is involve which emphasizes the tacit knowledge exchange through Joint activities such as gathering, spending time together, informal talks and living and working in the same environment rather than through written or verbal instructions.

The process of transferring one’s ideas or images directly to colleagues or subordinates means to share personal knowledge and create commonplace or Baa. During extrapolation process, an individual commits to the group and thus becomes one with the group. The individuals’ intentions and ideas merge and become integrated with the group’s mental world. This involves the expressing of ideas or images as communicable manner such as metaphors, analogies, event description or narratives. A number of conditions must be in place, however, in order to ensure that storytelling in its various enacted forms creates value in a particular organization.

Sole and Wilson (2002) argue that although all stories are narratives, not all narratives are good knowledge-sharing stories. As an example, they cite movies, which tell stories designed primarily to entertain and therefore need not necessarily be authentic-?or even believable. In contrast, in organizational storytelling, stories are often used to promote knowledge sharing, inform, and/or prompt a change in behavior, as well as communicate the organizational culture and create a sense of belonging.

In order to achieve these organizational objectives, knowledge-sharing stories need to be authentic, believable, and compelling. Stories need to evoke some type of response, and, above all, they need to be concise Deeding, 2001), so that the moral of the story or the organizational lesson to be learned can be easily understood, remembered, and acted upon. In other words, organizational stories should have an impact: they should prevent similar mistakes from being repeated, or they should promote organizational learning and adoption of best practices stemming from the collective organizational memory.

Deeding (2001) describes the power of a springboard story, knowledge that has been captured in the form of a brief story that has the ability to create a strong impact on its audience. He outlines a number of key elements required to use stories to encapsulate valuable knowledge, such as: The explicit story should be relatively brief and detailed Just enough that the audience can understand it. The story must be intelligible to the specific audience so that they are “hooked.

The story should be inherently interesting. The story should spring the listener to a new level of understanding. The story should have a happy ending. The story should embody the change message. The change message should be implicit. The listeners should be encouraged to identify with the protagonist. The story should ell with a specific individual or organization. The protagonist should be prototypical of the organization’s main business. Other things being equal, true is better than invented.

One should test, test, and test again Story telling and KM processes involved in context of MM. IBM has leverage on the power of story telling at the daily work place to enhance the employees’ performance. IBM has a four-stage storytelling approach. 1 . Anecdotal elicitation through interviews, observation and story circles 2. Anecdotal deconstruction to analyses cultural issues, ways of working, values, rules and beliefs to lied the story’s key messages 3. Intervention / communication design with a story constructed or enhanced 4.

Story deployment Story telling workshops can be run to elicit the knowledge and cultural values of an organization as well as both its best and inhibitors to sharing and identifies business issues. Values, rules and beliefs of organization were identified. Storytelling provides the platform to the employees to share experiences and build social capital and networks and most importantly it achieves agreement among the participants The knowledge management framework developed by Olivia and Lieder (2001 a) is based n the view of organizations as “knowledge systems”.

According to this view, organization consists of four knowledge processes Creation Storage / Retrieval Transfer Application Here in case of MM, knowledge creation process takes place by the creation of anecdotes, which are captured as tacit knowledge, and they are stored in a repository and aligned with communities, processes and subject areas. This shows the knowledge storage process.

Then the knowledge transfer takes place through support discussion forums (lunch and learn), databases, intellectual capital, management systems (training), document management systems, bulletin boards, inline chats, portals (community kick-off days) and intranets. Ultimately, the people who make communities do the knowledge application process. The effective communities have valuable stories. Practice of dedicated Story Telling Sessions The practice of dedicated story telling sessions in some organizations have proved the increased level of knowledge exchange among employees.

For example, NASA, Deducted and Malaysian university have Km initiative in form of story telling sessions. The ITEMS (Information Services and Media Services) Department has its own storytelling sessions. There are two storytelling session ITEMS Sharing Session- It involves the staffs from whole ITEMS department and it is conducted once a week to share the stories on the problems encountered and the solutions. Toolbox Session-alt only involves the units in ITEMS department. It gathers the support unit employees to share their stories on the problems raised.

They have one program to stimulate KM storytelling called Buddy program. In Buddy program, two employees from different department are paired together to work as a single department. Junior staff is paired with senior academic acting as mentor. Conclusion Stories are powerful conveyors of meaning and tacit knowledge and been in use from ancient times. It helps to share knowledge with context and emotion. It triggers the listeners to respond with other stories building new understanding.

Stories can capture and hold the attention increasing the likelihood of hearing and listening. Story telling is very valuable in story telling network. Any organization has a set of its memories embedded from the time of its inception. These memories are the skills and knowledge of its employees while in an organization over the years of operation. So, the organizational memory has its role on forming the knowledge base of the organization. Employees can use the organization memory to learn and improve the effectiveness of their work.

Employee’s knowledge can be stored and then information and knowledge can be shared by KM. Organizational memory is one of intangible assets of one organization; it stores past experiences and knowledge, supports organization strategy and improves organization effectiveness. Accordingly, it is important to establishment and development of organizational memory for KM. Organizational culture can be stored by story, and it is one of retention facilities of organizational memory.

The idea, spirit, and culture of organizations can be passed down by storytelling. Through storytelling, organization members emotionally connect to their organization and then identify their organization. Storytelling can store organizational culture, convey experience and knowledge, and improve acquisition, retention, and maintenance of process of organizational memory management. Organization value and spirit can be conveyed effectively by storytelling.

One of the aims of this article, Roy wanted to make scientific value for the sociologists and students of subject who are studying restriction of industrial output, and introduced human group behaviour on a production line as well as in an interracial discussion group. Another aim of article he attempted to estimate the blanket term’ restriction’ into several kinds and emphasized on evaluating quota restriction and goldbricking related with payment system depend on his experiences in a machine shop where he worked during last 10 months. (Roy, p427)

In your own words, provide a 250-word summary of the key arguments in the paper

In this article, Roy

There are two major kinds of output limitations in production behaviour of the machine, which are ‘Quota Restriction’ and ‘Goldbricking’.

In Mayo’s explanation for the quota restriction from his research in a bank-wiring group at Western Electric Ltd. He inferred output limitation due to lack of understanding of the economic logics of the management by worker, also he considered the economic man a fallacious conception. (p430) In ‘gravy’ job, Roy found the workers only earn certain quota wages, then slow down or stop their work. Normally they don’t make full effort on that. Because they knew, if they make maximum output, next the price of productions will go down, meanwhile they will get wages less than before they made numbers of productions less than that. Therefore, they limited amount of productions to protect their own economic interests, and wasted significant time and money for them and their company. In the Roy’s proposal the worker should understand using economic logics of management. Machine operators alert to their economic interests. Because of ‘economic determinism’ may account for quota restriction.

In contrast, ‘stinkers’ is a very hard job. The worker resentful low pay that was considered too low for quota earnings and they thought it is not worth the effort to achieve quota or not satisfied on base wage rate without premium pay. Therefore they don not turn in equal to base wage rate or deliberately slowed down.

What are the main theoretical and /or empirical findings of the article?

One of the theoretical findings is from Mayo. According to Mayo (Pugh, 1971, p353)’ he emphasized that workers must first be understood as people if they are to be understood as organization’. From this article we knew the workers who worked in that machine shop, knew quota of output in their shop and how to reduce earning from the same amount of effort expended or increase effort to maintain the take-home level. (p430)

Another of theoretical findings is initiative and incentive system. Buchanan & Huczynski (1985) describes initiative and incentive system is ‘a form of job design practice in which worker are given a task to perform by management two also provide them with a financial incentive. Workers are then left to use their initive as to how to complete the task and which tool to use.

One of empirical findings is wage condition can incent employee whether work hard/waste time during their working or not. According to online article (2004) ‘Monetary incentives can get workers to engage in ‘unnatural’ behaviours’. As Roy’s machine shop shows monetary incentives always drive behaviour to extreme.

Another finding on empirical is Systematic Soldiering is group activity. According to Roy’s article, he found this phenomenon which did not only single person do that, also it around the whole machine shop during his ten months working.

In a brief conclusion, to what extent do you personally find the author’s arguments convincing? Give reasons to justify your evaluation.

From this article, I don not completely convince the author’s argument, but part of the gap between the management and organization of human resources has not been keeping up with the technological advances to increase production output (p442), I think this argument could be accepted.

First, the author was working and made a record in that machine shop just ten months. It is not able to cover all points and situations. According to his Roy’s article, he said ‘a complete record might include management at higher levels, whose series of new rules, regulations, order, and pronuncamentos designed for purpose of expediting production processes actually operated to reduce the effectiveness of the work force’ .(p442)

In addition, author found some problems between management and organization of human resources are close to Frederick Taylor’s principles of scientific management, and he suggested organizational management need to innovate. Those are arguments I convince.

Forecasts of how many robots will be used In 1990 I- the u-led States range between 75,000 and 150,000 (Hunt & Hunt, 1983). Little Is known, however, about how Individual employees react to the Introduction of robots or about the changes needed In organizations to support robotics. Our research focuses on “deterrents”g the human side of robotics–how Individuals react to robots, how and when organizations should be modified to support robotics, and what effective strategies are for the Implementation of robotics.

The Robot Institute of America defines a robot as a programmable, multifunctional manipulator designed to move objects through variable programmed motions to perform a variety of tasks (Robot Institute of America, 1982). Two characteristics differentiate taboos from most other forms of automation: multiple task capability and programmability. The robots used most frequently in U. S. Factories today, in jobs that involve moving material, welding, drilling, or spray painting, are called level To’ first-generation robots.

Researchers are now in the process of developing taboos, known as level II or second-generation robots, with more sophisticated sensing and thinking capabilities. For example, a level II robot that is capable of identifying the location of parts of different shapes and sizes is currently bee”g developed. Other examples of level II robots include those that mine underground coal seams, detect gas leaks, or perform sophisticated I”speciation tasks. Ares and Miller (1983) provide a good description of the current and expected future capabilities of robotics. 2 1:1 this paper. E first develop a GE:learn framework for’ the effects of robots I:altitudes and We I:electorate from our field studies of the implementation:l of robotics as well as from other field studies f the Impact of robotics our general framework. The methodology and results of our field studies are described in greater detail In Argots, Goodman, a:old Cascade (1983) a:old Argots and Goodman (1984). We conclude the paper with suggestions for researchers who are analyzing the Implementation of robotics and with recommendations for managers who plan to utilize robotics In their organizations.

A General Framework The use of robotics may have a profound effect on the organization of work a. ‘old on the productivity of tessellations. Robots typically require :lee skills of both reduction and technical support personnel and require closer l:alterations among functional areas (Argots. Goodman, & Cascade, 1983). Robots may displace some Technology Assessment, 1984). Robots may also enable organizations to be more flexible by decreasing set-up times associated WI the product changeovers. Moreover, robots may enable organizations to achieve greater consists:LLC I:l the quality of their products (Ares & Miller, 1983; Guest, 1984).

In this section, we develop a general framework for anticipating these effects of robots on individuals and organizations s well as for predict:leg the conditions under which the use of robots will enhance organizational performance. Organizational Performance L “l order to present our general framework, we first must discuss the concept of organ:location:ala performance. Organizations can be thought of as consisting of three basic components–people, etc””logy. And structure. 3 It is the compatibility between” these three basic comps”e”TTS of organ”Tioga:l’s that determined”sees their Performa”CE (Alleviate, 1965; Emery & Trust, 1973).

Organizational performance is a complex variable with multiple dimensions (Goodman & Pen”inns, 1977; Katz & Kahn, 1978). Examples of performance criteria that are critical in the manufacture:leg environment are productivity, product quality, manufacture:leg flexibility, absenteeism, turnover, and employee motivation and well-bee:leg. These criteria may vary in importance over time and to different constituencies. For example, sales and marketing departments may place a higher premium on manufacturing flexibility than other functional areas because it enables the organization to adapt to customers’ needs in a timely fashion.

Similarly, manufacture:leg flexibility may be ore important in early than in late stages off product’s life cycle (Kaplan, 1983). Further, these performance crib terra are likely to be interrelate Ted, sometimes complex ways. For example, employee motivation may be positively related to work unit productivity under conditions of uncertain:let that occur, for example, when a machine breaks down, while employee motivation may have little effect on the productivity of capital-I:latencies firms under route”e or programmed condo actions (CB. Goodman, 1979).

Similarly, productivity, at least measured I” the short tune, may be negatively associated with manufacture:leg flexibility. The complexity of the concept of organizational performance suggests that understanding the impact and effects of :lee technologies requires an appreciation of the interrelationships among the elements of organizations. It also suggests the ”deed for exam”I:leg multiple performance criteria a:old the trade-offs among them. Further research is :leaded to identify how the I”duration:l of robots will affect the elements of an organization a:old the conditions under which these elements may be 4 compatible. He few exists”g meme”kcal studies of the of robots (Argots, Goodman, & Cascade, 983; Argots & Goodman”, 1984; Office of Technology Assessment, 1984) and thee-ethical work on Job design, o”generational SST”structure, o”generational effective”sees, a”d the introduction of change enable us to suggest what these effects a”e likely to be and when the use of ”boots is likely to e”ha”CE manufacture”I”g pee”finance We want to emphasize that us’”g robots does not automatically imply certain consequence”sees for organizations but rather it is the interplay between characteristics of the technology, the manner in which it is I”traduced, the organization’s structure, For example, some companies p”ovoid little training of” their robot operators and design the Jobs of operators such that they have little autonomy and are very dependent on technical support staff.

Other comma”sees provide more trait”ins for their operators, design more autonomy into their Jobs, and expect them to be actively involved in patriotism”g the operation of the robots. Our sense is that the latter approach to design”ins the operator’s Job results in more motivated operators and a speedier and smoother implement”taxation than the boomer. The technology in each approach is the same. It is the supporting organizational arrangements that are different. Thus, the use of robots does not determine certain consequences for organizations. Instead it is the relationship between characteristics of the robots, the people who operate and maintain the robots, and the organizational arrangements that support the robots that affect the putrescence of o”sanitation”s. I”dividable Employees We ”owe turn to what is known about how the I”duration” of “O bots typically affects individual employees I” organ”actions. The I”duration” of robots usually changes the skills and Job activities of I”dividable employees. In our study off plant in the metal-working industry, the introduction of a robot that performed material handling activities caused a shift in the robot operators’ Jobs from primarily manual to primarily mental activities (Argots, Goodman, & Cascade, 1983). The Office of Technology Assessment (TOT) reports a similar change with the introduction of welding robots in the automobile industry: the introduction of the robots removed some of the physical demands from the Jobs of human operators (TOT, 1984).

Thus, the introduction of robots in both studies had a positive effect on employees’ work environments: the robots assumed some of the very physically demanding tasks otherwise performed by humans. At the same time, both studies found that the introduction of robots had certain negative effects on employees. Operators in our study reported that they experienced more stress and less control after the robot SASS introduced (Argots, Goodman, & Cascade, 1983). Similarly, the TOT report indicates that direct production employees felt less control with the introduction of the welding robots, because their Jobs were now tied to an assembly line (TOT, 1984).

Repair supervisors in the TOT report also experienced greater stress upon the implementation of robots, apparently due to the pressures of maintaining a complex and highly integrated production system (TOT , 1984). Based on previous research, we expect that if the I”transduction of robots leads to employees experiencing less control over their work environment, then they will be less satisfied, less motivated, and experience more stress upon the introduction of new technologies (Blabber, 6 1964; Hack” & Lawyer, 1971; Hickman & Lolled, 1975; Sutton & Kahn, in press). We also expect that systems that are very complex or characterized by low reliability will be associated with increased stress (Bright, 1958; TOT, 1984). The experience of variety and feedback on the Job promotes employee well-bet”g (Hickman & Lolled, 1975).

If the use of robotics affects the variety and feedback employees experience, then we expect corresponding changes in their satisfaction and motivation. Along these lines, the TOT report I”dictates that mat”tenancy introduction of welding robots: the maintenance workers’ Jobs were characterized by greater variety and more challenge (TOT, 1984). The introduction of robotics typically changes the skill requirements of both production and technical support personnel. As noted earlier, the use of robots usually shifts operators’ Jobs from manually-oriented to mentally-oriented activities. If these changes are compatible with employees’ skills and preferences, employees will feel more satisfied and less stress with the change.

Strategies are suggested later in this chapter for maximizing the fit between employees and their Jobs and for designing the Jobs of employees, both direct and indirect, who must interact with robots. The manner in which robots are implemented may also affect employee reaction to the change. Coco and Fresh’s (1948) classic study indicates that introducing change n a participative fashion increases the likelihood that employees will react positively to change. Other researchers have also stressed participation as a key variable in determining the extent to which employees react positively to change (Cotter & Schlesinger, 1979; Deteriorate al. , 1983).

While employees I” the two organizations we studied did ”to participate at all in any decisions surrounding the I”transduction of the robots, employees at both organizations desired more that” they actually had (Argots, Goodman, & Cascade, 1983; Argots & Goodman, 1984). The discrepancy between how much influence they actually had and how much they desired was especially pronounced at the second organization we studied, possibly because the organization was unionized and had a tradition of employee participation. While employees desired more influence, they acknowledged that the implementation of robotics is a complex activity requiring technical expertise that they generally do not possess. Hence, employees did not expect a great deal of influence in decisions regarding robotics.

They did feel, however, that they had some expertise, especially concerning work processes and machines in their department, and that they should be involved in socio” related to their areas of expertise. Another dimension of the implementation process is the method organizations use to communicate with employees about the introduction of robotics. Organizations may use a variety of communication mechanisms, including talks by the plant manager, meetings with first-line supervisors, and demonstrations. L” our research, we examined how effective employees rated the various communication sources their organizations used to introduce robotics. Our results indicate that demonstrations of the operation of robots are [dated by employees as most effective or increasing their understanding of robots (Argots, Goodman. & Cascade, 1983).

This result is corroborated by the finding that the demonstration had a greater impact on employees’ beliefs about and attitudes towards robotics than any other communication source the organization used (Argots & Goodman, 1985). 8 How employee motivation, satisfaction and stress affect the performance of firms using robotics remains an open question. Teethe is a growing sense in the business literature that these human resource issues are critical too firm’s ability to compete that using robotics and other programmable automation in ways that enhance employee well-being leads to increased organizational efficiency (TOT, 1984). Consequently, it is important that we identify the conditions under which employee motivation, satisfaction, and stress affect the overall performance of firms using robotics.

A” interesting hypothesis developed from previous research is that these human resource variables affect the overall performance of work units when nonprogrammer situations occur, for example, a machine breakdown or the introduction of a new product (CB. Goodman, 1979). Under routine operating conditions, human motivation and attitudes ”ay have little effect on the performance f robotics systems. That is, human resource variables may matter more when tech. ”eulogies are first being implemented, when new products alee being introduced, To’ when unexpected problems arise than when systems are operating routinely. Organizational Structures In addition to affecting individual employees, the introduction of robots may also change the basic structures of organizations–communication within and between departments, decision-making responsibilities, role relationships and the like.

In our study, we found that the introduction of a robot led to increased interactions teen production and technical support personnel from engineering and maintenance. Studies of other technologies similar to robots, such as numerical control machines, report similar increases in interaction among production, engineering, and maintenance groups (Williams & Williams, 1964; TOT, 1984). 9 The use of robotics also has the potential to chaw:leg collation:lisps between production a:old markets:leg groups is:lace robots may reduce the time it takes to change from one product to another. This potential could e:label organizations both to accommodate a more varied product mix a:old to response:old more easily to customer demands.

Although we have :lot yet witnessed a:AY empirical evidence of modified relationships between production and marketing due to the introduction of robots, these changes might occur as more robots are put on line and linked in integrated systems. There is some evidence that the use of advanced automation on the factory floor may enable organizations to centralize production scheduling decisions (TOT, 1984). This may reduce the need for technical experts who schedule production as well as eliminate scheduling tasks from supervisors’ Jobs. Similarly, intelligent robots that perform inspection tasks may reduce the requirement for facial quality control staff. Indeed the use of intelligent robots may lead to fewer hierarchical levels within organizations as well as too smaller number of direct production workers (Cherty, Dunked, Jordan, & Miller, 1984).

This is because intelligent systems alee capable of performing many activities, both manual and mental, traditionally performed by supervisors and certain support staff as well as by direct production workers. There are already examples of organizations where the use of programmable automation has led to the elimination of one layer of supervisors Chem.., Sisley, Liker, Earthman, & Thomas, 1984). At the same time, the use of intelligent robots may require more individuals with expertise maintaining and programming robots. R Thus far, we have focused on describing how the use of robotics is likely to change these structural changes may be associated with improved manufacturing performance.

As noted earlier, the use of 10 robotics typically I”creases the I”trepanned”CE of activities performed by member’s of different functional groups. He”CE the use of robotics usually requires more interaction among these functional areas. We have observed companies where the increased interactions went extremely smoothly, a”d all groups were motivated to cooperate in the implementation of the ”ewe technology. We have also observed companies where the increased interaction was characterized by hostility, impede”g the implementation. What differentiates these two situations? In their analysis of interdepartmental conflict in organizations, Walton and Dutton (1969) discuss the conditions under which interdenominational relationships are characterized by conflict.

These conditions include: a reward structure that emphasizes the performance of separate roofs; asymmetric interdependence in which one group is more dependent on the other; communication obstacles such as different locations or specialized languages; and aggressive individuals. Applying these findings to the implementation of robotics provides insight in predicting when the increased interactions required by the use of robotics are likely to be smooth and when they are likely to be confliction. If a company’s reward structure emphasizes the putrescence of separate groups, we expect the introduction of robotics to be characterized by conflict. This might occur, for example, if production groups are threaded according to short-term efficiency figures while engineering groups are rewarded for the number of ”ewe equipment pieces they introduce. Asymmetric interdependence is also likely to contribute to conflict.

This situation characterizes most introductions of new technology where, at least in certain stages of the implementation, production is more dependent on engineering for hardware and software then engineering is dependent on production. The effect of asymmetric needs on conflict is 11 moderated by the company’s reward system. A reward system that emphasizes the performance of operate groups will only amplify the conflict potential of asymmetric interdependence. Instead, a reward system that has a more global and long-term orientation may foster cooperation and reduce the potential for conflict caused by asymmetric interdependence. When the functional groups that must interact to implement new technology are located in different areas or use different terminologies, conflict is likely to surround the process.

Conversely, if the different groups are located near each other, sit in on each other’s meetings to understand each other’s goals and constraints, and use a common language, then we expect the interactions required by the introduction of robotics to be more graceful. Finally, the nature of people who play key roles in the introduction, such as the lead engineer, affects the level of conflict. When key positions are occupied by . ”aggressive, authoritarian individuals concerned primarily with their own careers, the probability of conflict increases. The behavior of these individuals also will be affected, of course, by the company’s reward sys tem. &”other structural issue raised by the implementation of robotics concerns the balance between centralization and decentralization in a organization. Current

It may be seen as an unproductive cost which conflicts with the requirement to keep costs low. An undesired event resulting in personal injury, damage or loss. A situation with the potential to cause harm or damage. (iii) The likelihood that harm from a particular hazard may be realized. (3) Unsafe conditions and unsafe acts. The number of people likely to be affected by the harm from a hazard, and the severity of the harm that may be suffered.

Revision Question 2 Workers should: a) take reasonable care for their own safety and that of other persons who may be affected by their acts or omissions at work; (b) comply with instructions given for their own safety and health and those of others and with safety and health procedures; use safety devices and protective equipment correctly and do not render them inoperative; (d) report forthwith to their immediate supervisor any situation which they have reason to believe could present a hazard and which they cannot themselves correct; (e) report any accident or injury to health which arises in the course of or in connection with work.

Criminal – fines; Civil – compensation. External data sources include: National legislation (e. G. Regulations); Safety data sheets from manufacturers and suppliers; Government Enforcing Authority publications such as Codes of Practice and Guidance Notes; Manufacturers’/ suppliers’ maintenance manuals; National/alienation standards; Information from local safety groups; Information from trade associations; Information from Journals and magazines. Internal data sources include: Information from accident records; Information from medical records and the medical department (if you have one);

Information from company doctors; Risk assessments; Maintenance reports; Information from Joint inspections with safety reps; Information from audits, surveys, sampling and tours; Information from safety committee minutes. NOBLES International General Certificate 1-27 Revision Question 3 There should be a framework of roles and responsibilities for health and safety allocated to individuals throughout the organization, including the appointment of specialist staff and ensuring that general management roles and arrangements address health and safety issues.

To ensure that the organizational arrangements, health and safety standards and operational systems and measures are working effectively and, where they are not, to provide the information upon which they may be revised. 1-28 NOBLES International General Certificate Setting Policy for Health and Safety I Element 2 Element 2 Why might the health and safety policy of two organizations, both undertaking similar work, be different? What are the three key elements of a health and safety policy? By whom should the policy be signed?

What does a safety organization chart show? What responsibilities do all workers have relating to health and safety? 2-12 NOBLES International General Certificate Element 2 | Setting Policy for Health and Safety What forms the base for the plans for the systems, procedures and other measures required to put the health and safety policy into effect? State the three main forms of communicating health and safety information to staff. What are active monitoring systems? In what specific circumstances should a policy review be held?

NOBLES International General Certificate 2-19 Because the policy is a reflection of the particular circumstances of each organization. Thus, any variations in size, nature and organization of operations, etc. , will mean that the health and safety policy will also vary. The general statement of intent, organization and arrangements. A senior Director or the Chief Executive Officer, indicating the organization’s commitment at the highest level. The hierarchy of roles and responsibilities for health and safety, and the lines of accountability between them.

To act responsibly and safely at all times, and to do everything they can to prevent injury to themselves and to fellow workers. Risk assessments. The three main methods of communicating health and safety information are the use of written procedures, provision of instructions and provision of appropriate training. Active monitoring systems are those which seek to identify deficiencies in current arrangements before any resulting accident. They include testing, inspections and consultation procedures, as well as management controls to ensure compliance.

The circumstances which should give rise to reviews, either of general policy or specific aspects of it, are: Changes in the structure of the organization, and/or changes in key personnel. A change in buildings, workplace or worksheet. When work arrangements change, or new processes are introduced. When indicated by a safety audit or a risk assessment. Following government enforcement action or as the result of the findings from accident investigations. Following a change in legislation.

If consultation with workers or their representatives highlights deficiencies. If requested by a third party. NOBLES International General Certificate 2-21 Element 3 | Organizing for Health and Safety Element 3 Outline typical duties of employers to workers. Outline common duties of workers. What are the responsibilities of employers to people who are not their workers? Where business premises are rented, is the employer responsible for health and feet matters relating to points of entry to and exit from the workplace?

NOBLES International General Certificate 3_11 Outline the areas of responsibility placed on people in the supply chain for the articles and substances which they supply to workplaces. Outline the responsibilities of the client and the contractor where a contractor is working in the client’s own workplace. 3_17 Organizing for Health and Safety I Element 3 How may employers consult workers? What are safety circles? 3-20 NOBLES International General Certificate The general duties of employers are:

Provision of adequate instruction, training, supervision and information necessary to ensure the health and safety at work of workers. Provision/maintenance of safe plant/equipment and a safe system of working. Provision and maintenance of a safe workplace (including a safe way of getting to and from that place of work). The two general duties of workers are: To take reasonable care for their own health and safety and that of other persons who may be affected by their acts or omissions at work. To co-operate with the employer so far as is necessary to enable the employer to fulfill his legal obligations.

Employers must make adequate provision to protect third parties from harm as a result of their work activities by: Conducting their undertakings in such a way as to ensure that people not in their employment who may be affected by their activities are not exposed to risks to their health and safety. Giving people who are not their workers sufficient information regarding the undertaking as might affect their health and safety; for example, details of potential hazards. It would depend on the terms of the tenancy agreement. Responsibility lies with the person who may be said to control the particular aspect of the premises.

Task 1: Understand the relationship between organizational structure and culture. P1. 1: Compare and contrast different organisational structure and culture. According to Buchanan and Huczynski, an organisation is a ‘social arrangement for the controlled performance of collective goals’. Chester Barnard described an organisation as ‘a system of co-operative human activities’. Organisation are can be define as; ‘A deliberately formed group of human being with known boundaries and common goal’. Or, a group of people working together to achieved a common goal.

There are 2 types of organisation: i. formal organization and ii. Informal organisation. A formal organization is one which is deliberately constructed to fulfil specific goals’. It is characterized by planned division of responsibility and a well-defined structure of authority and communication. ‘An informal organization is one which loosely structured, flexible and spontaneous, fluctuating with its individual membership’. Examples of an informal organization are colleagues who tend to lunch together. Organizational structure: There are many types of organisational structures exist.

Following are the common types that include their advantages and disadvantages: A. Geographical organisation: In a structure of geographical, regional or territorial departmentation, some authority is retaining at head office, but day to day operations are handled on a territorial basis. Example: northern region, western region. Advantage: i. There is local decision-making. ii. It may be cheaper to establish local factories or office. Disadvantage: i. Duplication and possible loss of economies of scale might arise. ii. Inconsistency in stander may develop from one area to another. B.

Functional organization: functional organization involves grouping together people who perform similar tasks or use similar technology or materials. Primary functions in a manufacturing company might be production, sales, finance marketing and general administration. Advantage: i. Expertise is pooled and related technology/equipment or materials accessed more efficiently. ii. It avoids duplication and offers economies of scale. iii. It makes easier the recruitment, training and motivation of professional specialists. Disadvantage: i. It is organization by inputs and internal processes, rather than by output and customers demand. i. Communication problems may arise between different specialism, with their own culture and language. iii. Poor co-ordination may result, especially in a tall organization structure. C. Product-based organization: Some organizations group activities on the basis of product or product line. Some functional departmentation remains but a divisional manager is given responsibility for the product or product line. Example: manufacturing, distribution, marketing and sales. Advantage: i. Accountability. ii. Specialization. iii. Co-ordination. Disadvantage: i.

It increased the overhead costs and managerial complexity of the organization. ii. Different product divisions may fail to share resources and customers. D. Matrix organization: Matrix organization crosses functional and product, customer and project organization. Advantages of the matrix organization: i. It attempts to retain the benefits of both structures ( functional organization and project team structure ). ii. Coordinates resources in a way that applies them effectively to different projects. iii. Staff can retain membership on teams and their functional department colleagues.

Disadvantages of the matrix organization: i. Potential for conflict between functional vs. project groups. ii. Greater administrative overhead. iii. Increase in managerial overhead E. Centralization and decentralization organization: In a centralised organisation head office (or a few senior managers) will retain the major responsibilities and powers. Conversely decentralised organisations will spread responsibility for specific decisions across various outlets and lower level managers, including branches or units located away from head office/head quarters.

An example of a decentralised structure is Tesco the supermarket chain. Each store of Tesco has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager. F. Multi-functional and Multi divisional organization: In a functional structure jobs become differentiated around areas of specialty. For example, accounting and human resource specialists are hired to handle these specialized tasks. These specialists (functional line managers) report to the CEO, but usually have autonomy for day-to-day decision-making, e. . , hiring and firing personnel. The multidivisional structure centres on the use of separate businesses or profit centres. The M-Form is used by many organizations that compete in the global economy. General Electric is an example of a company that uses this structure. Each unit is operated as a separate business with its own corporate staff including President. Some parent companies do little more than provide capital and guide units to an organizational-wide strategy. The overall goal is to maximize the overall organization’s performance.

In order to accomplish this, managers at the “parent” use a combination of strategic and financial controls. G. Internal and external network structure: ‘A behavioral view is that a network is a pattern of social relations over a set of persons, positions, groups, or organizations’. ’ Network organizations are defined by elements of structure, process, and purpose’. A network organization maintains permeable boundaries either internally among business units or externally with other firms. H. Organizational charts: Organization charts, such as those used to traditional way of setting out in diagrammatic form: i.

The units (department etc. ) into the organization are divided and how they relate to each other. ii. The formal communication and reporting Chanels of the organization. iii. The structure of authority, responsibility and delegation in the organization including. iv. Any problems in the above: insufficient delegation, long lines communication or unclear authority relationships. I. Span of control: The p of control refers to the number of subordinate immediately reporting to a superior official. The right Span of control is depended are those things: i. A manager’s capabilities limit the p of control. i. The nature of the manager’s work load. iii. Subordinates work. iv. The interaction between subordinates. J. Flexible working: A useful definition of flexible working relates to when, where, how and what work is done: Flexible time:Work is performed at times that better suit the employer and/or employee Flexible place:Work is carried out wherever is most appropriate and effective for the employer and/or employee. Flexible contract:Workers are employed and/or rewarded in non-standard ways. Flexible tasks:Multi-skilled workers are able to undertake a variety of tasks according to need.

Organizational culture: Organizational culture (in the sense organizational climate) is the collective’s self-image and style of the organization; its shared values and beliefs, norms and symbols. In the bellow we discuss about various organizational culture: Power culture: This is also known as web structure. This is usually associated with the small organizations. This is where the central character, usually the founder has all authority and is typically surrounded by people they get on with and usually seen with empowerment since there is lot of trust between the webs.

There is a central power source and the rays of influence spread out from that central figure. In this type of organization individuals rather than a group make all the decisions. The danger of this sort of culture is that, because it is autocratic, there can be a feeling of suppression and lack of challenge in the workforce. Since this is associated with small organizations there are not many theories associated with it and are only seen in smaller companies, which shows it, will only work on small scale. Role culture: The role culture is typical of bureaucracies.

In the role culture, the jobs that people do- their roles – are more important than the people themselves. Managers have power and influence due to their status within the organization and not because of personal influence or expertise. Business would be divided into various functions (e. g. finance, marketing, production etc. ). These would then have a hierarchical ordering of offices (e. g. Finance director, Production manager, Supervisors, operators etc. ). Role cultures can only be successful where the environment in which the business is operating remains stable.

Where a business faces rapid change, the role culture is likely to collapse. The large organizations, which can be difficult to control often, have a role culture. Task culture: Task cultures have become very important in business in the first decade of twenty first century. The task culture focuses on getting the job done. Groups or teams within this culture are not fixed but are made up of individuals brought together to achieve a specific task. In the task culture there is a strong emphasis on building the team. Team members will need to share values and aspirations. They will also need to feel valued by the organization they work for.

In task culture, teams will often have considerable input in determining how a particular job will be done. Their views and opinions will be listed. Person culture: In a person culture, individuals are central. Person culture is also known as cluster structure. This is very rare and is only associated to small organizations with very short structures and an extremely wide base. This is because they are usually conjoined with the organizations that are specialist in many different areas (universities, many lawyers and scientific researching) there is no real rules, only law associated with the types of experimenting and research.

Organizational cultures values and beliefs: i. It affects the motivation and satisfaction of employees. ii. It can aid the adaptability of the organization, by encouraging innovation, risk taking, sensitivity to the environment, customer care, willingness to embrace new methods and technologies. iii. It affects the image of the organization. Development of organizational culture: There are many factors which influence the organizational culture, including the following: i. Economic condition. ii. The nature of the business and its tasks. iii. Leadership style. iv. Policies and practices. v. Structure. vi.

Characteristics of the work force. P1. 2: Explain how the relationship between an organizations structure and culture can impact on the performance of the business. Broadly, we can say that a behavioural problem is anything in the behaviour of people-individual, interpersonal and group. At first we discuss about various type of diagnosing and interpersonal behavioural problems; Diagnosing behaviour problem: Diagnosis is the thorough analysis of facts or problem in order to gain understanding. Principles of diagnosis: i. Distinguish the symptom from the problem. ii. Look at the facts. iii. Don’t be simplistic about causes. iv.

Focus on the problem, not the person. v. Don’t impose your own judgments. vi. Respect privacy and confidentiality. Methodology of diagnosis: i. Observation. ii. Interview. iii. Questionnaires. iv. Reports. Perception: Perception is the psychological process by which stimuli or in-coming sensory data are selected and organized into patterns which are meaningful to the individual. Perceptual selection: Perceptual selection as determined by any or all of the following: i. The context. ii. The nature of the stimuli. iii. Internal factors. iv. Fear or trauma. Perception and work behavior: Perception and work behavior do are following way: i.

Consider whether you might be misinterpreting the situation. ii. Consider whether others might be misinterpreting the situation or interpreting it differently from you. iii. When tacking a task or a problem, get the people involved to define the situation. iv. Be aware of the most common clashes of perception at work. Such as, manager and staff, work culture, race and gender. Attitudes: An attitude is a mental and neural state of readiness, exerting a directive or dynamic influence upon the individual’s response to all objects and situations with which it is related.

Ability and aptitude: there have been many attempts to make a useful distinction between: i. Abilities-thins that people can do or are at- largely believed to be inherited. ii. Aptitudes-the capacity to learn and develop abilities or skill. Intelligence: Intelligence is a wide and complex concept. There are many forms of intelligence: i. Analytic intelligence. ii. Spatial intelligence. ii. Musical intelligence. iv. Physical intelligence. v. Practical intelligence. vi. Intra-personal intelligence. vii. Inter-personal intelligence. P1. 3: Discuss the factors which influence individual behaviour at work:

In the bellow we discuss about various type of individual’s behavior: Personality: personality is the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individuals distinctive method of relating to the environment. Traits and types: Traits are consistently observable properties or the tendency for a person in a particular way. Self and self-image: Self: self has a two component: A. T- the unique, active, impulsive part of the individual, which rises above conformity. And B. Me- the mental process which reflects objectively on the self and measures it against the social norms, values and expectation.

Self-image: People have a subjective picture of what their own self is like, this called a self-image. Personality and work behavior: Obviously personalities are complex and individual. Personality and work behavior conflicted in organization; manager will have to consider the following aspect: i. The compatibility of an individual’s personality with the task. ii. The compatibility of an individual’s personality with the systems and management culture of the organization. iii. The compatibility of the individual’s personality with that of others in the team. Where incompatibilities occur, the manager will have to: . Restore compatibility. ii. Achieve compromise. iii. Remove the incompatible personality. Organizational structure and Culture of Sainsbury and Tesco: Sainsbury’s organization structure: The organizational structure of Sainsbury’s is hierarchical because there is series of levels of people and the level above controls each level. Each level is the responsibility of the level above. For example senior managers are responsible for the line managers and line managers are responsible for sales assistants. The diagram below shows the downward flow of communication in Sainsbury’s.

I think Sainsbury’s structure is between hierarchical and tall structure. Tall structure has many layers but not as many layers as matrix structure and as less as flat structure and this means the information is not a s fast in flat structure and not as slow as in matrix structure. Due to fast flow of communication it is easier and clear between each layer. This when decisions are made they will be specific to order instructions. Strengths of Sainsbury’s structure: i. It gives them a greater sense of unity and purpose as they can see themselves as members of a team. i. It is easier to get help, as they can ask experienced colleagues or take more difficult problems to boss. iii. It makes easier to carry out joint projects as everyone involved is working together. iv. There are economies of scale as specialist staff can do more work efficiently. v. Communications from top to bottom are better, as there are definite channels through which orders can flow. Weakness of this structure: i. Hierarchies usually have tall organizational structures with seven or eight levels of authority. This means that there is long chain of command. i. Each employee is concerned mainly with his or her own function, or specialized work, and often has only employees in other departments. iii. There is natural tendency for managers to protect the interest of their own department. This may make them more concerned with office politics than with the interests of the whole firm. iv. The hierarchical system emphasizes status. This creates divisions in the firm, which are reflected in separate car-parking spaces for managers, longer holidays for white-collar workers and separate canteen for blue-collar workers.

Tesco organization structure: Tesco has a hierarchical/pyramid structure. In Tesco organisational chart they have more levels and they have more employees at down level. In hierarchical structure each functional area has many staff to do a particular task they are specialised in the job. Each person has a job role and there will be a specific salary for the job. In a hierarchical structure the communication can be distorted because their chains of command are long. When messages pass from top level to the bottom level they receive a message slightly different message than the one they intended to receive.

In hierarchical structure the staffs at the bottom level feels that the manager at the top has no idea what they think or do. In a hierarchical structure many people have to be consulted before a decision is made. This means that the company is slow in responding to changes. The p of control is less in Tesco because they have many levels and the p of control explains the person who is responsible for you. For example if a store manager has 4 sections manager then his p of control are four. In hierarchical there is a good promotion prospectus because of many levels.

Sainsbury’s organizational culture: Sainsbury is a varied company and I don’t feel it can safely be placed into any of these categories, but I will say it’s a mixture between Role culture and Task culture. Since Sainsbury is a big organization there can be many things at once, I feel Sainsbury has taken the best attributes of the two and made their own Sainsbury’s culture. This includes: – i. Very tall and board structure but with many web links. ii. Strict communication channels low down. iii. Jobs, not people lowdown (but they do get their say when needed). iv. Jobs suited to the task in the central range. . Communication between departments by knowledgeable workers (not manual laborers). vi. Formal communication going up the hierarchy. All these are associated with the two cultures and so Sainsbury can’t be defined to one group. Since Human culture is a mixture of hundreds of separate culture trying to produce the best of all words. In my opinion Sainsbury’s would more suite the Role culture since the formal structure also emphasizes this by adding a rigid structure you add a formality quality or a freedom associated with the person, thus the job is more than the employee, which is the role culture.

These two also dictate the management style because Role culture has important job. There is communication with the job not the person, this is autocratic because the person has no say. The structure means there is a formality also so Sainsbury is a formal business and this means all jobs are done in formal and this should increase production by having quick workers who don’t have to think. All the difference influences each other because they all have an effect on certain aspects of the company. They all knock on to each other and manipulate the finer points of each.

Tesco organizational culture: Tesco’s corporate culture can be determined from its corporate responsibility statements, which describe its core values and core ideologies as well as some aspects of cultural artifacts. Tesco’s stated core priorities include: i. Ensuring community, corporate responsibility and sustainability are at the heart of our business. ii. Being a good neighbor and being responsible, fair and honest. iii. Considering our social, economic and environmental impact as we make our decisions. (Tesco, 2008) These values have had a significant impact on the way in which Tesco does business, as well as its inancial performance. For example, its expansion into California was designed to be not only profitable, but also socially responsible. As in the United Kingdom, American inner cities have a food supply problem wherein there are few large supermarkets and the smaller supermarkets do not have an adequate supply of fresh foods, including fruits, vegetables and proteins. How the relationships structure and culture can impact Sainsbury and Tesco’s performance: Tesco’s organisational structure is a hierarchical structure.

In a hierarchical structure the communication can be distorted as messages pass from one level to another means that the staff at the bottom level receive a slightly a different message than the message they intent to receive it. Many people’s have to be consulted before a decision is made so the company is slow in responding to changes and challenges. This means they cannot provides quick services to their customers and it is going to affect in terms of sales and profit but there is an advantage that if everybody is consulted they will come out with the best results.

In hierarchical structure there are specific functional areas and job roles. The employees can be easily identified and given training so they can provide good services to their customers. Hierarchical structure has good delegations because they are many people’s with specialised skills are working here so they can easily assign their subordinates for a particular task. The p of control is less than the flat structures. In hierarchical structures they have good promotion prospectus so the staff are motivated and they provides good services to their customers.

I think that the impact of the organizational structure has an excellent impact on Sainsbury due to the staff of Sainsbury working hard and being highly motivated in the work that they do, and the customer service that they provide for the customers that shop at Sainsbury. This is due to the human resources function of Sainsbury recruiting staff that they feel is suitable to work at Sainsbury, this could be due to the experience, qualifications, and availability of the member of staff working at Sainsbury.

The finance function helps Sainsbury by the accountants keeping accounts up to date, this is an advantage because this has an impact on Sainsbury by enabling it to see if the financial factors of Sainsbury are improving or declining, and if new targets should be set, and if new objectives should be made. The marketing function has an impact on Sainsbury by the way that it helps the supermarket grow bigger by the advertisement campaigns it launches to make potential customers of Sainsbury notice what Sainsbury has to offer them. Task2: Understand different approaches to management and leadership. P2. : Compare the effectiveness of different leadership style in different organizations. In the below we discuss about various type of management style: Scientific management: According to Fredrick Winslow Taylor, “Scientific management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way. ” Classical administration: Henri Fayol was a French industrialist, according to him, the idea that all organizations could be structured managed according to certain rational principle. Bureaucracy: An organization structured on classical lines is often identified as a bureaucracy.

Human relations approach: The human relations approach emphasised the importance of human attitudes, values and relationships for the efficient and effective functioning of work organizations. Systems approach: Systems approach described as which consists of interdependent parts. Every system has a boundary which defines what it is ‘inside’ what is ‘outside’ the system. Contingency approach: The contingency approach to organization developed as a reaction to the idea that there are universal principles for designing organization, motivating staff and others.

In the below we discuss about some function of management: Planning: This essentially means looking to the future. It involves selecting the ends which the organization wishes to achieve. Organizing: The work to be done must be divided and structured into task and jobs. Commanding: Fayol called this maintaining activity among the personal. Co-ordination: this is the task of harmonizing the activities of individuals and groups within the organization. Controlling: This is the task of monitoring the activities of individual and groups. P2. : Explain how organizational theory underpins the practice of management In the below we discuss about various managerial role: Interpersonal Roles: Interpersonal roles process and outlined three basic roles. Those are: i. Figurehead. ii. Leader. iii. Liaison. Informational role: A manager is likely to have a wider network of contacts within and outside the organization than his subordinates. So he is the best parson to gather and spread information. Decisional roles: The manager’s formal authority and access to information put him in a strong position to take decisions.

In the below we discuss about nature of managerial authority: Power: Power is the ability to do something or get others to do it. Authority: Authority is the right to do something or to get others to do it. Responsibility: Responsibility is the liability of a person to be called to account for the way he was exercised the authority given to him. Delegation: Delegation is the process whereby superior A gives subordinate B authority over a defined area which falls within the scope of A’s own authority. P2. 3: Evaluate the different approaches to management used by different organizations.

Opportunist: The opportunist action-logic is aimed at controlling their environment in order to survive. Typically development has been blocked by a legacy of mistrust, egocentrism and manipulativeness. The title for this action-logic denotes a tendency to focus on personal wins and to see relationships as opportunities to be exploited. From the opportunist action-logic, the world is highly competitive. Only the fittest individuals survive and, since the opportunist assumes everybody else is also operating from this frame of reference, competition rather than collaboration is the only viable course of action.

Diplomat: Moving away from the “anything-goes-that-serves-me” framework of the Opportunist, Diplomats are aware of group strength over individual power. Thus, they seek to belong to established groups which may be based on kinship, club, church or profession. Since power comes from affiliation with others, rules and social norms are followed to seek approval and safeguard status as a group member. Achiever: Leaders who have developed this action-logic can be both challenging and supportive, creating a positive atmosphere both inside the team and external to the team.

They represent approximately 30% of the general managerial population and are tightly focused on deliverables. People whose developmental focus is on the Achiever action-logic have a more complex and integrated understanding of the world than do managers who display the previous three action logics. Strategist: At 4% of leaders, people who have developed to this action-logic are likely to be found in less conventional settings. If they have survived life in the Public service, they are likely to have developed a reputation as transformational leaders.

They distinguish themselves from Individualists through their focus on organizational constraints and perceptions, which they treat as discussible and transformable. Transformational: Transformational leadership occurs when the leader and the follower elevates one another to higher levels of motivation and morality. Carlson (1996) points out that Burns felt that leadership theories developed up to the mid-seventies were lacking ethical/moral dimensions so he elaborated on his exchange theory which maintains that followers play a crucial role in the definition of leadership.

This theory is made up of power relations and entails bargaining, trading and compromise among leaders and followers. Management styles and leadership used in Tesco’s: Tesco’s tend to use autocratic because the company needs too or the e tasks won’t be carried out within the business, also decisions need to be made quickly or they won’t be done for example a task that is set for a shelf filler to put the milk out but hasn’t been told to put the milk out because the management are still deciding who’s going to put what out, so the milk would be still sat in the storage room and the customers cant buy it.

So if the management didn’t use autocratic then Tesco’s wouldn’t be run sufficiently. Tesco also uses management by objectives. They use this because they state to each employee in their appraisals what their objectives are for a certain period. Also each manager is set objectives by their line manager for their team for example the sales team’s objective that has been set is to increase the amount of customers using Tesco by 25%. The way in which Tesco is structured and managed. (Management at Tesco. ” 123HelpMe. com. 05 Jan 2012 . )

Management styles and leadership used in Sainsbury’s: If a company adopts the consultative style, then the person may well set the objectives and this would mean a lesser extent of pushing to achieve objectives. In my opinion Sainsbury uses a mixture of two types of management style. First being autocratic means the objectives would be set up and to a good standard; they will want the most work out of their subordinates, to gain maximum value. For the key areas of operations: Sainsbury is using autocratic management style, for setting its objectives, policies at top management level. They also use democratic management style.

These would be set to gain maximum revenue they would want this and strive to get this because this style is associated with the managerial levels and will mean they get bonuses. For overall working of the organization at middle management levels and lower management levels, the style of Sainsbury is democratic, because the area of operations is widely decentralized and for the implementation of policies in three different segments, policies should be consulted with the local personal, which are specially appointed for this purpose. As they know the inner constraints, strengths of that particular segment.

Task3: Understand ways of using motivational theories in organization. P3. 1: Discuss the impact that different leadership styles may have on motivation in organizations in periods of change. Maslow’s Hierarchy of needs: The basis of Maslow’s theory of motivation is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be addressed. Per the teachings of Abraham Maslow, there are general needs (physiological, safety, love, and esteem) which have to be fulfilled before a person is able to act unselfishly.

These needs were dubbed “deficiency needs. ” While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization. The satisfaction of these needs is quite healthy. While preventing their gratification makes us ill or act evilly. Maslow’s Hierarchy of Needs Chart As a result, for adequate workplace motivation, it is important that leadership understands which needs are active for individual employee motivation. In this regard, Abraham Maslow’s model indicates that basic, low-level needs such as physiological requirements and safety must be atisfied before higher-level needs such as self-fulfillment are pursued. As depicted in this hierarchical diagram, sometimes called ‘Maslow’s Needs Pyramid’ or ‘Maslow’s Needs Triangle’, when a need is satisfied it no longer motivates and the next higher need takes its place. Herzberg’s theory: Hygiene Factors Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: – Company policy and administration Wages, salaries and other financial remuneration – Quality of supervision – Quality of inter-personal relations – Working conditions – Feelings of job security Motivator Factors Motivator factors are based on an individual’s need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: – Status – Opportunity for advancement – Gaining recognition – Responsibility – Challenging / stimulating work Sense of personal achievement & personal growth in a job McGregor’s theory X and Y: Theory X Theory X assumes that the average person: •Dislikes work and attempts to avoid it. •Has no ambition, wants no responsibility, and would rather follow than lead. •Is self-centered and therefore does not care about organizational goals. •Resists change. •Is gullible and not particularly intelligent. Essentially, Theory X assumes that people work only for money and security. Theory Y The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied.

As such, it is these higher-level needs through which employees can best be motivated. Theory Y makes the following general assumptions: •Work can be as natural as play and rest. •People will be self-directed to meet their work objectives if they are committed to them. •People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment. •Under these conditions, people will seek responsibility. •Most people can handle responsibility because creativity and ingenuity are common in the population.

Vroom and Expectancy theories: Essentially, expectancy theory states that the strength of an individual’s motivation to do something will depend on the extent to which he expects the result of his efforts, if successfully achieved, to contribute towards his personal needs or goals. Maccoby, Mccrac and costa: There is relative consensus on a five-factor structure of personality, based on a bipolar taxonomy of underlying traits, which is supported by factor analyses of extensive lists of trait adjectives.

The five broad personality dimensions are commonly labeled extraversion, conscientiousness, agreeableness, emotional stability, and openness. It should be noted that these dimensions are not types, meaning that personality is made up of scores on the five dimensions. Motivation and performance: Motivation, as it most nearly concerns the manager, is the controlling of the work environment and the offering of rewards in such a way as to encourage extra performance from employees. Rewards and incentives: A reward is a token (monetary or otherwise) given to an individual or team in recognition of some contribution or success.

An incentive is the offer or promise of a reward for contribution or success, designed to motivate the individual or team to behave in such a way as to earn it. Motivation and manager: Managers are constantly searching for ways to create a motivational environment where associates (employees) to work at their optimal levels to accomplish company objectives. Workplace motivators include both monetary and non-monetary incentives. Monetary and Non-monetary rewards: The purpose of monetary incentives is to reward associates for excellent job performance through money.

Monetary incentives include profit sharing, project bonuses, stock options and warrants, scheduled bonuses (e. g. , Christmas and performance-linked), and additional paid vacation time. Traditionally, these have helped maintain a positive motivational environment for associate. The purpose of non-monetary incentives is to reward associates for excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. P3. 2: Compare the application of different motivational theories within the work place.

Leadership in organization: This definition is similar to Northouse’s (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Managers and leaders: Influence is the process by which an individual or group exercises power to determine or modify the behavior of others. Leadership traits: People who believe that leaders are born are likely to buy into the Traits Theory. This theory basically centers itself on the leader. What are the qualities of a leader? Now if you look at the different leaders of the world, companies or armies they all carry certain traits.

It is believed that if one carries these characteristics then one is likely to become a leader. So, this theory defines what are the qualities that a leader should posses rather than leadership. If one is a leader then these leadership traits should be present. Management style: Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. There are two sharply contrasting styles that will be broken down into smaller subsets later: oAutocratic oPermissive Each style has its own characteristics:

Autocratic: Leader makes all decisions unilaterally. Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities. Contingency approach: The Contingency Theory takes in consideration the weaknesses of the previous theories. Since leadership functions in a dynamic situation, it is only logical that different styles and traits will work in different situations. The Contingency Theory takes into consideration the context where leadership is exercised. P3. 3: Evaluate the usefulness of a Motivation theory for managers.

Leadership and successful change in organizations: Pluralistic: inclusive enough consistent with the needs of pluralistic leadership. Such organizations emphasize hierarchy, authority and structure over participation and inclusiveness. Pluralistic leadership results in diversity and diversity results in pluralistic leadership (Bass, 1990; Millman and Kanter, 1986). Pluralistic leadership is very consistent with notions of participation of all in the leadership decisions and the understanding of multiple perspectives within the organization and outside it (Kezar, 2000).

Transformational: It depends on two main points of view: – The theoretical, and – The applied Theoretical definitions come from those that study leadership, who have the formal qualifications to write long dissertations on the subject. This body of knowledge is fantastic for grounding in the subject and to get into the depth of the potential implications, especially when it comes to the morals and ethics department. The applied is the interpretation, and then applied action in a specific field of endeavor. We’ll use the personal, organizational, and global contexts for this purpose.

You will have your own applied experience, or not, depending on where you are on your own personal Transformational Leadership journey. Communications: The closest definition of a communication leader is Gramsci’s definition of the organic intellectual – which Gramsci essentially sees as a leader. Gramsci sees in the intellectual not only as a leader but also as a poet, thinker, reader and activist. Sainsbury’s motivational theories: Sainsbury agree that employees are their most important assets and need to be treated fairly.

The good performance of employee’s management s has an effect on the organization’s success, in terms of profitability. Sainsbury give out financial rewords to most people who complete the training programme. Training is designed to keep employees motivated and is convinced to complete their training by rewarding them with financial gain. Motivation comprises of the need for employees and controls their action. Using motivation techniques can improve productivity and customer service. Also employee satisfaction leads to good service that leads to customer satisfaction.

Maslows- Hierarchy of needs This theory is based on meeting staff needs with in the workplace and suggests that meeting their needs can lead to be fill are: – Self- fulfillment- researching your full potential Self-esteem needs- status and recognition, achievement and independence Social needs- love, friendship, a sense of belonging part of a team Safety needs- protection against danger, fair treatment, job security Physiological needs- food, rest and shelter Mc Gregor- Theory x and theory y They are two types of main types of managers.

Theory x managers tend to have the point of view that the average dislikes and will try to avoid it. Therefore the managers must control direct and punish them to get them to work towards business objectives. Theory y suggests that the ordinary person does not dislike work; it all depends on the conditions in which the work takes place. If people are committed to objectives, they will be motivated towards achieving them the biggest motivation factor is the personal satisfaction of completing the job. (“A Report on Sainsbury’s Resource Management. ” 123HelpMe. com. 5 Jan 2012 . Tesco motivational theories: Tesco is Britain’s largest retailer. It now has over 2,200 stores. As well as food, it also sells other products such as insurance and banking. To support growth, Tesco needs staffs who are motivated. It achieves this by increasing their knowledge, skills and job satisfaction through training and reward systems. Needs: Self-fulfill: Tesco offers Personal Development Plans, recognition of skills and talents, opportunity for promotion and career progression programmed. Career discussions feed into Tesco’s Talent Planning meetings.

The Options fast-track management programmed provides a route for capable staff to reach higher levels. Self-esteem: Tesco values emphasize self-respect and respect for others and praise for hard work, its self assessment, 360 degree feedback and appraisal system help to recognize individuals’ contributions and importance and celebrate achievement. Social needs: Tesco promotes team and group working at various levels; The Company ‘Steering Wheel’ assesses individual and group work and enables store staff to work as a team. Working conditions and a home-from-home ethos encourages long service. Basic/physical needs

Security needs: Tesco provides the security of formal contracts of employment as well as pension and sickness schemes and the option to join a union to give people a sense of belonging. It ensures health and safety in the workplace. Basic/physical needs: This would include a place of work, regular monthly pay and essential facilities such as a restaurant or lockers for personal belongings. Tesco provides motivation for its staff through many different routes. Reviews and personal development plans ensure that employees are able to develop and grow. This benefits both staff and the business. (The Times 100 Edition 15 | www. hetimes100. co. uk) EDITION Task 4: Understand mechanisms for developing effective teamwork in organizations. P4. 1: Explain the nature of groups and group behavior within organizations. Groups: Groups in business organizations are, in effect, sub-organizations and they require management for controlled performance of collective goals, not only their own collective goals, but those of the business organization as a whole. Definition of group is ‘A group is any collection of people who perceive them to be a group’. Informal group and formal group: Informal groups will invariably be present in any organization.

Informal groups include workplace cliques and networks of people who regularly get together to exchange information, groups of mates who socialize outside work and so on. Formal groups, put together by the organization, will have formal structure and a function for which they are held responsible, they are task oriented and become teams. Team: A team is a formal group established to achieve particular objectives. Purpose of teams: i. Team allows the performance of tasks. ii. Team encourages exchange of knowledge and ideas or creation of new ideas. iii. The power of the team over individual behavior can be both: control and motivator.

Selecting team members: A manager is able to select team members, he or she shuld aim to match some requirement: i. Specialist skills and knowledge. ii. Experience. iii. Political power in the organization. iv. Access to resources, v. Competence. Team roles: RM Bellbin researched business-game teams at the Carnegie Institute of technology. He developed a picture of the character-mix in team, which many people fine a useful guide to team selection and management. Bellbin suggests effective team is made following eight roles: i. The Co-coordinator. ii. The shaper. iii. The plant. iv The monitor and evaluator. . The resource investigator. vi. The implementer. vii. The team worker. Viii. The finisher. Multi-disciplinary teams: Multi-disciplinary teams bring together individuals with different skills and specialism’s, so that their skills, experience and knowledge can be pooled or exchanged. Teambuilding: The team building goal in this learning journey is to help participants develop increased awareness of team dynamics, practical skills for maximizing team performance, and developing a belief in the power of teamwork. Team building assists participants in planning specific improvements in the way the team operates.

Participants will gain an integrated set of skills that can be applied anytime and anywhere, while enhancing their team performance, leadership abilities, and team unity. The result of applying these skills will be serious TEAMWORK – not teamwork in the ordinary sense, but something stronger, more committed, more productive, and more personal. Team identity: A manager may be able to increase his work groups sense of itself as a team by any or all the following means: i. Giving the team a name. ii. Giving team a badge or uniform. iii. Expressing the team’s self-image. iv. Building a team mythology.

Commitment to shared belief: All team members must agree on what the team is trying to accomplish. Teams work much harder if members have a say in team goals and focus. Having team members discuss and decide on team goals would foster this sense of team commitment. P4. 2: Discuss factors that may promote or inhabit the development of effective teamwork in organizations. Group norms: The rules of behavior that are part of the ideology of the group. Norms tend to reflect the values of the group and specify those actions that are proper and those that are inappropriate, as well as rewards for adherence and the punishment for conformity.

Group decision-making behavior: As we noted, empowerment involves groups in decision-making. This can be having benefited where: i. Pooling skills, information and ideas. ii. Participation in the decision-making process makes the discussion acceptable of the group. Dysfunctional team: Dysfunctional is defined as “abnormal or unhealthy interpersonal behavior or interaction within a group”. Most definitions state that a team is dysfunctional when individuals strive to conform to the prevailing thought processes or decisions within the group, at the expense of feelings of individual responsibility or personal views.

Cohesiveness: Cohesiveness is generally defined as “the resultant of all forces acting on all the members to remain in the group” (Cartwright, 1968, p. 91). Group cohesiveness is one of the essential concepts for understanding group dynamics (Zander, 1979) studied for its conceptual similarity with teamwork. P4. 3: Evaluate the impact of technology on team functioning within a given organization. Technology: Technology teams share a common goal: all members are dedicated to helping writing project site leadership meet local needs and priorities through the wise integration and implementation of technology.

But while these tech teams generally have a similar purpose, the ways in which writing project sites have gone about establishing and using their technology teams are as nuanced as the sites themselves. Communication: One way to start developing a communications strategy is to look at the nature of the different kinds of work the team will be doing and what kind of communication is needed to support that work. There is a continuum which describes how individuals (or sub-groups) on the team are working from autonomously to interdependently.

For example, there may be some tasks unique to a specific country which team members can do on their own without interacting with anyone else on the team. Other product-related projects may require more collaboration among team members in different parts of the region. Change: All these changes in organizations have changed how teams are formed and how they operate. Teams have changed: From fixed team membership all team members drawn from within the organization team members are dedicated 100% to the team team members are co-located organizationally and geographically teams have a fixed starting and ending point eams are managed by a single manager To shifting team membership team members can include people from outside the organization (clients, collaborators) most people are members of multiple teams team members are distributed organizationally and geographically teams form and reform continuously teams have multiple reporting relationships with different parts of the organization at different times Network and virtual teams: The nature of teams has changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries.

Relationships between people inside an organization and those previously considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. Organizations have discovered the value of collaborative work. There is a new emphasis on knowledge management – harvesting the learning of the experience of members of the organization so that it is available to the whole organization. Global and cross-culture teams: Cross-cultural training usually occurs as an integral component of training that’s designed primarily to attain a broader objective.

Two of GROVEWELL’s Global Leadership Programs provide examples. •Influencing Colleagues across Organizational Units & Mindsets is primarily about influencing colleagues within global organizations, but is infused with the intercultural perspective. •Working Effectively on International Projects is primarily for the managers and staff of global projects; it, too, is infused with the intercultural perspective. Effective teamwork in Sainsbury: General theories of work design suggest that groups can humanize work with group tasks designed to create meaningful work.

Team working is associated with higher job satisfaction according to job characteristics and participative management theories. The variety of tasks in teams encourages workers to learn and use different skills and rotate between jobs to reduce the boredom of repetitive work. This enables team members to share a sense of collective responsibility for work in their area and to develop the mix of skills necessary for effective work teams who share both identification with a common task and mutual beliefs. Teams also make possible employee participation in goal setting, thereby enhancing intrinsic motivation for team members. www. sainsburys. co. uk J Sainsbury plc Annual Report and Financial Statements 2005 accessed through www. sainsburys. co. uk) Effective teamwork in Tesco: We treat people how we like to be treated. We want our people to enjoy working at Tesco. Our people do a great job each and every day by giving our customers the best possible shopping trip. By creating an open environment of trust and respect, our people feel supported, they share their knowledge and experience and work hard to give our customers great service.

We support our people, trusting in their ability to deliver while helping them to reach their full potential. We encourage our people to learn on the job and take responsibility from day one. Giving our people an opportunity to get on in their careers is very important. With the increasing breadth of the Tesco business, our people have a great opportunity to develop their skills and experience across new product areas, services and countries. Every year, we build our plans for the year around our People Promises.

We want all of our people across all of our markets to: • be treated with respect; • have an opportunity to get on; • have a manager who helps them; and • have an interesting job. It’s through our People Promises and our benefits package that we are proud to say that our people stay with us for a long time. Around half of our Director population has at least 12 years’ service. Effective teamwork in Asda: Asda changes Norman outlines – in the way people work together and communicate with each other – are more complex.

The company’s goal is to become a genuine leader in fresh foods and clothing – making the George brand a ‘real brand’, second in the UK to Marks & Spencer’s St Michael – and also to create an ‘organization which is the preferred place to work’, offering customer service ‘with a personality derived from the heart of the company’. One change has, accordingly, been in the approach to recruitment, which now aims to seek out people for the stores who really do want to serve the customers and who genuinely like selling. There is no point, he remarks, in employing people who won’t like the ‘Asda Way of Working’.

This is the name given to the new approach, intended to transform the old culture, which had grown autocratic and slow-moving, to one where all members of Asda feel involved in improving the business – the equivalent, within the context of a corporation, of market-stallholders, who run their own show, and who engage actively with their customers. (http://www. managementtoday. co. uk/news/410110/UK-ASDAS-OPEN-PLAN Bibliography: Reference: 1. HNC, HND BTEC Business Course Book, Organization behavior, Unit-3, first edition September 2000, publishing BPP, ISBN 0 7517 70337.

Building an Ethical Organization Part 1 Jennifer O HSM/230 9-18-11 Sharon Johnson-Fox Today, we have an overabundance of citizens who cannot afford good, quality medical care. Hampton Roads Complete Care Center (HRCC) is hoping to change that. We are going to be a non-profit dedicated to the citizens of our community and the surrounding cities. We will provide quality care for those who need it and will provide resources for those who request it. We will treat all clients as well as staff with compassion and respect. The organization is going to be a complete wellness and care facility.

The first priority will be to provide residents with the proper care they need. We will be a non-profit and will rely on government grants, donations, and volunteer workers who can hopefully be able to eventually move into paid positions. We are also hoping to employ the elderly and disabled to give them a feeling of accomplishment and being needed. We will service the elderly, disabled, homeless, low income, pregnant women, veterans, anyone who needs our services and we will provide services for those who have been denied help elsewhere. We are going to be a full service center and will also be able to help those with mental disabilities.

Eventually as we grow, and with more funding, we would like to have many doctors and counselors on board as there are many people in the community that could benefit from mental and health services. We will provide pregnancy testing as well as birth control pills. We will have counselors and mentors to help anyone who feels they need to talk in private. Sometimes, there are teens and young mothers who feel that they have no one to listen and we can provide that here. We will also have referrals for those who need extra help, for instance if they are pregnant and contemplating abortion; we can direct them to the proper person.

This also holds true if there is a veteran who needs help with a drinking or drug problem, we can provide them with the needed information. Even though we are not a facility that will deal with those specific issues, we will certainly try and provide any help that we can. In the Human Service industry ethics are of great importance and I believe everyone deserves the chance to receive help and if HRCC doesn’t provide it then we will do whatever it takes to get them to a place that can. As Manning (2003) states “How we operate affects the entire organization. This quote should be taken to heat by any organization that hopes to succeed. Our mission statement is to protect the health and well-being of all clients in the Hampton Roads and surrounding cities community. To increase access to healthcare and wellness to the uninsured, and to provide clients with a safe place in which their medical and emotional needs can be met. I feel the mission statement does support the ethical system. In my opinion it is unethical to turn away anyone who needs help. Communication is another important factor in dealing with clients and their physicians.

As Ashley and O’Rourke (2002) stated, ‘Today a patient often receives healthcare from a team of providers, especially in the setting of the modern acute-care hospital. But the resulting multiplication of the relationships does not alter the personal character of the interaction between health care providers and the patient. The relationship of the person seeking healthcare and the professionals providing the care is an important part of the foundation on which diagnosis and care is provided. ” (p. 226)

This is especially true when you do have elderly or homeless, who are sometimes either more trusting or reserved. The doctors and counselors that we employ are going to try as much as possible to have that communication and one on one time although it may be difficult at times. It is a vital part of our mission that clients need to feel safe and secure. Our mission statement will let the community know that we will be there to help in any way we can and will provide for their needs as much as we possibly can. I recall a time when my grandmother was still alive and I was taking her to a doctor’s appointment.

When we arrived she was notified that her doctor had retired and that she would be seeing the new doctor, she was understandably very nervous and scared and asked if I would please find out why she had not be informed. The receptionist let us know that the doctor had retired without notice and they simply overlooked some of his regular patients. The new doctor was so concerned for my grandmother that he spent an extra 20 minutes making her feel at ease. This is the behavior that I envision for HRCC. It is extremely important to make clients feel at ease in an uncomfortable situation.

Values can be defined as those things that are important or valued by someone. Honesty, loyalty and integrity are important parts of HRCC and the values shared by the team can be very powerful. The vision is clear, The Hampton Roads complete Care Center will partner with the community to improve the quality of life through better health. Our values statement is Teamwork, Integrity, and Quality. We will work as a team to achieve our purpose and make sure we connect our clients to the proper information. We will treat each other with respect and behave in an ethical manner.

We will continuously improve the quality of all our services over time. We will have compassion for others and sometimes we can even offer humor, laughter is, after all, the best medicine. I think in working together we can create a remarkable care center that can potentially thrive. In conclusion, Hampton Roads Complete Care Center will meet the needs of many of our citizens. We will make them feel safe and secure in the knowledge that their needs will be met and they will get the healthcare and medications that they need.

It is my greatest hope that HRCC becomes a vital part of the community and that in the years to come it can flourish and have many contributors. It is my dream that we can greatly reduce the number of people in our community that don’t have proper healthcare. Through hard work and dedication, with the desire to help others, this is a very achievable dream. References Ashley and O’Rourke (2002) Ethics of Healthcare; an introductory textbook. Manning (2003) Ethical leadership in Human Services; A multi-dimensional Approach. Strategic Leadership and Decision Making, retrieved from www. au. af. mil