Leadership and Organizational Behavior

Topics: Management, Organization, Leadership Pages: 5 (1712 words) Published: April 22, 2007
Leadership and Organizational Behavior
What reason does a multi million-dollar company have to look up outside help to solve team issues? When experts are summoned what advise can a company use to duplicate or triplicate their profit? Many changes within an organization often lower production standards and bring a company spiraling down into closure. How can we prevent bad advice from infiltrating? A CEO is responsible not only for himself, but hundreds and thousands of people. Their families depend on them as well. Bettering Conditions for workers not only creates happier employees, production is enhanced beyond standards once thought were not possible within an organization.

Often many companies fear for change for reasons that are obvious. Mcshane (2005) Direct costs, saving face, fear of the unknown, breaking routine, incongruent systems, and incongruent team dynamics. People inside the company will resist in fear of change. Having to adapt to new behaviors, the idea of not doing the same thing and doing something else brings a sense of loss. Experts who deal in implementing new policies deal with problems that sometimes have solutions other times utter failure.

The TAS Group (2007) "The implementation of sales methodologies and processes are only optimized when there aligned with the business imperatives of the organization. Modifications to existing processes, with which all of the company are familiar, should only be made when best practices so indicate, or implemented when there can be a reasonable expectation that such change will enhance the company's performance". Leadership consulting often reestablishes lost communication branches between teams, supervisors, and upper management. Often when consulting key factors are expertise combined with experience. The combination of both will result in what works best for the company and what doesn't.

The S & F Company is a small company composed of a triangular multi level diagram representing the positions and the flow in which information is managed. When running the simulation, your first challenge is to present a flow chart illustrating the different levels within an organization. There is a CEO followed by a second in command COO, then managers or department heads, and finally team members. S & F is setup in a traditional business form. Its structure is similar to most modern day companies following a pyramid structure. USFDA (2006) Companies like IBM and U.S.F.D.A. (United States Food and Drug Administration) both share the same structure.

Borgatti (2005) Formal organizations develop informal groups within them. These informal groups have well-developed social structures, histories, culture etc. Group structure and processes serves specific purposes of controlling members, and of protecting group from management. S & F team members flow their ideas through their managers. The Objective is to have your team members happy and get them to all work together as a team to complete an objective. S & F is required to reach 100% customer satisfaction, profit increase, and in dependability. The CEO has placed a COO to accomplish these marks. Informal groups will form as work is divided among managers and workers. It is the COO job to carefully increase profits and overall work ethics but not collide head on with negative workflow.

Cernin (2002) Workplace culture is the sum of the formal and informal behaviors that an organization adopts as their way of doing business. The formal side will include written statements of value, such as respect for individuals, and a written organizational chart. The informal side deals with how work gets done whether through written procedures or by circumventing those, how employees treat one another, how willing they are to share ideas and information, and how the hierarchy allows employees to cross "turf" boundaries to get work done. S & F team member's work through decisions made by the COO. The managers meet with this...

Links: 373final_papers_2002/workplace_culture.html
Informal Organizational Structures Hawthorne Studies (2007)
The TAS Group Business Leadership Consultants (2007)
United States Drug and Food Administration Department of Health and Human Services (2006)
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