Thursday, January 26, 2012
Passive-Aggressive Organization
In such organizations, information does not circulate freely, and that makes it difficult for workers to understand the impact of their actions on company performance and for managers to correctly appraise employees' value to the organization. I think I'm in a completely passive-aggressive organization. It's a college, so it's also got elements of the old school mentality that the old ways are good enough (or better!) We also have the problem of having too many managers (4 people in the department, 4 managers and 3 of those kind of manage the same area). Employees here give up making any kind of change within 6 mos. of their starting. As someone who really does care about the direction of the organization, I find this completely frustrating.Passive-aggressive organizations are friendly places to work: People are congenial, conflict is rare, and consensus is easy to reach. But, at the end of the day, even the best proposals fail to gain traction, and a company can go nowhere so imperturbably that it's easy to pretend everything is fine.I play poker for a living and many of the skills I've learned at the table translate to the corporate world. In order to be successful you should try to make the best possible decision for any occasion that might occur. Everything is people orientened. What works with one person may not work with another. You need to confront situations head-up and with a thoughtful approach to all the possible outcomes and be able and willing to adapt in a positive way to the inevitable curve-balls that get thrown your way.It would be nice to get your suggestion as to how a cultural change can be brought bear in a passive-aggressive organization. What we could do to improve such an organization? I am middle of it and wanted to improve the organization however, despite the effort to implement the method of organizational change described in no significant change can be made. Yet, efforts are rarely appreciate, in case sometimes, mid to sr level management seems to reject any notion of change.
Empowerment
For me empowerment comes with planning and organizing.And the essence is enacting the vision but the outcome lead to a community or organization worthy of the best human have to offer.Im just a part of a community or employee in my organization who give me my basic needs. As part of organization we commit to do task assign as staff in an organization. But we also refer to our head of the department for a plan to do better support to the student.As a procedure and policy of each organization we should know each functional by department. I empowerment my self in each of my co-instructor and especially to my students.I can lead to my students and co-instructor as part of my duty.By doing each team building and sharing of knowledge help to improve our department.Empowerment also as a key for productivity and professionally. The organization help also my studies as I know that would help me also in the future.Let us build our new generations manage empowerment and lead empowerment.
Organizational Change
Change is always be a part of our life.As the day start to begin there is always change you may know that is bad or good. As a part of an organization we build, plan and manage. Manage is the first think we notice upon changing environment but this is the way we improve.Like we have proposed a integrated library systems(ILS) in our own organization it so hard that the people not actually interested but first you have to show your skills in terms of new technology. Another things is like electronic daily time records some employee bother to log-in or some beside their traditional time to log-in.I can say that we in IT field help our organization to do better and the changes we suppose to be a part of it.
Organizational Change Management is “all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change”.
The goals of Change Management are:
The successful design, implementation, measurement and maintenance of an organization’s change initiative.Enhancement of their on-going capacity for managing change
Organizational Change Management is “all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change”.
The goals of Change Management are:
The successful design, implementation, measurement and maintenance of an organization’s change initiative.Enhancement of their on-going capacity for managing change
Monday, January 16, 2012
Opinion on Organizational Analysis
Suppose we know that all organization has always strategic planning were process to establish priorities on what you will accomplish in the future. Forces you to make choices on what you will do and what you will not do. Pulls the entire organization together around a single game plan for execution. Broad outline on where resources will get allocated. If you fail to plan, then you plan to fail – be proactive about the future
. Strategic planning improves performance. We counter excessive inward and short-term thinking and to solve major. Communicate to everyone what is most important.
Address critical performance issues. Create the right balance between what the organization is capable of doing vs. what the organization would like to do. Cover a sufficient time period to close the performance gap. Visionary convey a desired future end state. Flexible allow and accommodate change. Guide decision making at lower levels – operational, tactical, and individual.
Strength’s – Those things that you do well, the high value or performance points.
• Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solid reputation, high skilled workforce
• Often considered “Core Competencies” – Best leverage points for growth without draining your resources.
•
Weaknesses – Those things that prevent you from doing what you really need to do
• Since weaknesses are internal, they are within your control
• Weaknesses include: Bad leadership, unskilled workforce, insufficient resources, poor product quality, slow distribution and delivery channels, outdated technologies, lack of planning,
Opportunities – Potential areas for growth and higher performance
External in nature – marketplace, unhappy customers with competitor’s, better economic conditions, more open trading policies, .
• Internal opportunities should be classified as Strength’s.
• Timing may be important for capitalizing on opportunities.
Threats – Challenges confronting the organization, external in nature. Threats can take a wide range – bad press coverage, shifts in consumer behavior, substitute
products, new regulations, . . .
• May be useful to classify or assign probabilities to threats
• The more accurate you are in identifying threats, the better position you are for dealing with the “sudden ripples” of change.
Monday, January 9, 2012
Point of View in Organizational Analysis
First in my field of work I don't even know the vision mission and goal in a company. But along the day to day work its guided by an organization. But I know were I am for and limit my capability to do some of unexpected activities beyond the organization.I also learned as a team together with my co-workers and I observed this element should always be practice:
Communication like regular meeting,
Conflict management like share your problems, idea and agreement,
Leadership as a teamwork with agreeable decision,
Decision-making as an organization Agree on process to get buy-in.Allow for time to gather necessary information so that decisions are fact-based.
Flexibility - Be flexible to change mission, products, operations.Evolution of design is not
immediate.
Roles - Don’t pigeonhole someone into a role based upon their background.Utilize others’ strengths. If they can do it better than you, let them
Team building - Spending time outside of regular meetings can help build team chemistry and enable you to work more effectively An ideal balance betweenhumor/play and serious work can be achieved
Team diversity - Each member of a team learns differently and approaches problems
from different angles based on experience, personality type etc. Involving others in your project is opening up to vulnerability, however having another expert take up the
slack makes projects race where they would have crawled if you worked alone.
I hope this point of view in an Organizational Analysis will guide me as go deeper to the field of IT.
Communication like regular meeting,
Conflict management like share your problems, idea and agreement,
Leadership as a teamwork with agreeable decision,
Decision-making as an organization Agree on process to get buy-in.Allow for time to gather necessary information so that decisions are fact-based.
Flexibility - Be flexible to change mission, products, operations.Evolution of design is not
immediate.
Roles - Don’t pigeonhole someone into a role based upon their background.Utilize others’ strengths. If they can do it better than you, let them
Team building - Spending time outside of regular meetings can help build team chemistry and enable you to work more effectively An ideal balance betweenhumor/play and serious work can be achieved
Team diversity - Each member of a team learns differently and approaches problems
from different angles based on experience, personality type etc. Involving others in your project is opening up to vulnerability, however having another expert take up the
slack makes projects race where they would have crawled if you worked alone.
I hope this point of view in an Organizational Analysis will guide me as go deeper to the field of IT.
Sunday, January 8, 2012
Managers v.s Leaders
Managers
Anyone who uses management skills or holds the organizational title of "manager"
A manager of a department in an organization
A manager of a division (business)[read more?]
Leaders
has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".
Other in-depth definitions of leadership have also emerged.[read more?]
For my own point of view I will be a manager at the same time as a leader. First of all our daily task including the work place have a manager and each subordinate as leader to each co-teacher.We know that a leader is always seek a accomplishment of a common task and manager manage a task.Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units.Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Strategic planning is different from long-term planning. Long-range planning builds on current goals and practices and proposes modifications for the future. Strategic planning, however, considers changes or anticipated changes in the environment that suggest more radical moves away from current practices.
-Organization mission statement - What
· Strategic analysis - Why
· Strategic formulation - Where
· Long-term objectives implementation - When and How
· Operational plans - When and How
Managers are usually faced with a less certain environment. They may, however, know the probabilities and possible outcomes of their decisions, even though they cannot guarantee which particular outcome will actually occur. In such cases, there is a risk associated with the decision and there is a possibility of an adverse outcome. Most managerial decisions involve varying degrees of uncertainty. This is a key part of a manager's activities. They must decide what goals or opportunities will be pursued, what resources are available, and who will perform designated tasks.Managers have to vary their approach to decision making, depending on the particular situation and person or people involved. The above steps are not a fixed procedure, however; they are more a process, a system, or an approach. They force one to realize that there are usually alternatives and that one should not be pressured into making a quick decision without looking at the implications.For example, if one is involved in planning a workshop, one of the most crucial decisions is the time, format, and location of the workshop. In this case, one's experience as well as one's understanding of the clientele group greatly influence the selecting of alternatives. Often decision trees can help a manager make a series of decisions involving uncertain events. A decision tree is a device that displays graphically the various actions that a manager can take and shows how those actions will relate to the attainment of future events.The organizing process involves five steps: determining the tasks to be accomplished, subdividing major tasks into individual activities, assigning specific activities to individuals, providing necessary resources, and designing the organizational relationships needed. Managers must decide what to do, when, where, how, and by or with whom. Time management is the process of monitoring, analysing, and revising your plan until it works. In complex organizations, there may be bridges from one level to another and there will be complex procedures for maintaining the chain of command.The survival and prosperity of an organization depend on effective adaptation to the environment, which means identifying a good strategy for marketing its outputs (products and services), obtaining necessary resources, and dealing with external threats.To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people's heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority.
Anyone who uses management skills or holds the organizational title of "manager"
A manager of a department in an organization
A manager of a division (business)[read more?]
Leaders
has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task".
Other in-depth definitions of leadership have also emerged.[read more?]
For my own point of view I will be a manager at the same time as a leader. First of all our daily task including the work place have a manager and each subordinate as leader to each co-teacher.We know that a leader is always seek a accomplishment of a common task and manager manage a task.Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units.Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Strategic planning is different from long-term planning. Long-range planning builds on current goals and practices and proposes modifications for the future. Strategic planning, however, considers changes or anticipated changes in the environment that suggest more radical moves away from current practices.
-Organization mission statement - What
· Strategic analysis - Why
· Strategic formulation - Where
· Long-term objectives implementation - When and How
· Operational plans - When and How
Managers are usually faced with a less certain environment. They may, however, know the probabilities and possible outcomes of their decisions, even though they cannot guarantee which particular outcome will actually occur. In such cases, there is a risk associated with the decision and there is a possibility of an adverse outcome. Most managerial decisions involve varying degrees of uncertainty. This is a key part of a manager's activities. They must decide what goals or opportunities will be pursued, what resources are available, and who will perform designated tasks.Managers have to vary their approach to decision making, depending on the particular situation and person or people involved. The above steps are not a fixed procedure, however; they are more a process, a system, or an approach. They force one to realize that there are usually alternatives and that one should not be pressured into making a quick decision without looking at the implications.For example, if one is involved in planning a workshop, one of the most crucial decisions is the time, format, and location of the workshop. In this case, one's experience as well as one's understanding of the clientele group greatly influence the selecting of alternatives. Often decision trees can help a manager make a series of decisions involving uncertain events. A decision tree is a device that displays graphically the various actions that a manager can take and shows how those actions will relate to the attainment of future events.The organizing process involves five steps: determining the tasks to be accomplished, subdividing major tasks into individual activities, assigning specific activities to individuals, providing necessary resources, and designing the organizational relationships needed. Managers must decide what to do, when, where, how, and by or with whom. Time management is the process of monitoring, analysing, and revising your plan until it works. In complex organizations, there may be bridges from one level to another and there will be complex procedures for maintaining the chain of command.The survival and prosperity of an organization depend on effective adaptation to the environment, which means identifying a good strategy for marketing its outputs (products and services), obtaining necessary resources, and dealing with external threats.To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people's heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority.
Friday, January 6, 2012
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