revenue generation strategies
MIDLANDS STATE UNIVERSITY
GRADUATE SCHOOL OF BUSINESS LEADERSHIP
NAME JOSHUA NKOMO
MODULE ORGANISATIONAL BEHAVIOR
MODULE CODE MBM 701
LEVEL 1:1
LECTURER
DUE DATE 3 FEBRUARY 2013
QUESTION 1
INTRODUCTION
Plumtree Town Council is an organization established in terms of the Urban Councils Act Chapter 29:13. This organization often behave like “sluggish thermostat”. It delays in taking action until crisis develops. This trend seems to be affecting a number of Local Authorities in Zimbabwe. Local Authorities like any organization are in an open system. They influence and are influenced by the environment in which they operate. This lead to a state of dynamic (changing) equilibrium between the organization and its environment. As a local Authority it translates political vision into implementable policies and programmes that transforms the daily lives of people. If offers a range of services such as health, education, public infrastructure and personal identification. As a public organization it links the ordinary a=citizen with the state through the delivery of services like its employees are public servants who are expected to demonstrate and display impartiality and a high degree of professional rectitude in the discharge of their responsibilities. If for whatever reason, the trust and relationship that citizens bestow on Council officials and Council diminish, a social crisis arises.
The relative health of an organization is dependant on being able to match its pace of charge in line with the rate of change with its environment.
There can be dangers to an organization it reacts too slowly or too quickly to change. For example Plumtree Town Council in 2006 was under huge external pressure to change. Residents were up in arms with Council for poor service delivery. The residents threatened to carry out some demonstrations and also stop paying rates to Council. In response to that the Council
GRADUATE SCHOOL OF BUSINESS LEADERSHIP
NAME JOSHUA NKOMO
MODULE ORGANISATIONAL BEHAVIOR
MODULE CODE MBM 701
LEVEL 1:1
LECTURER
DUE DATE 3 FEBRUARY 2013
QUESTION 1
INTRODUCTION
Plumtree Town Council is an organization established in terms of the Urban Councils Act Chapter 29:13. This organization often behave like “sluggish thermostat”. It delays in taking action until crisis develops. This trend seems to be affecting a number of Local Authorities in Zimbabwe. Local Authorities like any organization are in an open system. They influence and are influenced by the environment in which they operate. This lead to a state of dynamic (changing) equilibrium between the organization and its environment. As a local Authority it translates political vision into implementable policies and programmes that transforms the daily lives of people. If offers a range of services such as health, education, public infrastructure and personal identification. As a public organization it links the ordinary a=citizen with the state through the delivery of services like its employees are public servants who are expected to demonstrate and display impartiality and a high degree of professional rectitude in the discharge of their responsibilities. If for whatever reason, the trust and relationship that citizens bestow on Council officials and Council diminish, a social crisis arises.
The relative health of an organization is dependant on being able to match its pace of charge in line with the rate of change with its environment.
There can be dangers to an organization it reacts too slowly or too quickly to change. For example Plumtree Town Council in 2006 was under huge external pressure to change. Residents were up in arms with Council for poor service delivery. The residents threatened to carry out some demonstrations and also stop paying rates to Council. In response to that the Council