Factors Influencing Organization in the Future
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The document outlines 8 factors that will influence organizations in the future: organizations will continue to grow in size and complexity; they will operate in turbulent, changing environments; they will have difficulties managing and applying knowledge; they will rely more on persuasion than authority; participants at all levels will have more influence; more professionals and scientists will shape organizations; organizations will pursue multiple goals rather than maximizing one; and coordinating between organizations will be more challenging.
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ASSIGNMENT 2 PROFESSIONAL DEVELOPMENT PROGRAM PROPOSA.docx
ASSIGNMENT 2
PROFESSIONAL DEVELOPMENT
PROGRAM PROPOSAL
Due Week 6: 240 points
As you continue your consulting role, the next task is to deliver a
professional development program to the CEO of your chosen organization.
It is important that your program’s proposal be based on your research of
emotional intelligence (EI) and specifically detail how a new incentive
program, based on an EI management approach, will:
▪ foster teamwork,
▪ strengthen interpersonal relationships,
▪ enhance communication,
▪ increase overall performance, and
▪ benefit not only managers but the bottom-line.
INSTRUCTIONS
Create a double-spaced 5 to 7 page proposal that includes the following components:
1) EI and Motivation
• Which of the EI building blocks would impact management’s ability to
enhance employee performance and job satisfaction?
• Based on your research on motivational theory, describe how you
would utilize positive or negative reinforcement to influence the
members of the organization and resolve the issue. Provide examples
to support your solution.
2) EI and Social Skills and Decision Making
• Explain how the core concepts of emotional intelligence would
enhance the social skills and the decision-making efficacy of the
management team.
3) Effective Teams
• Describe the core attributes of an effective team and the strategies
you would implement to develop team dynamics that will benefit the
organization.
4) Reward Systems
• Create an effective reward system for this organization. Determine
the strategies you would incorporate to motivate employees and
influence behavior.
5) References and Citations
• Provide at least 2 quality resources.
• In-text citations are required when paraphrasing or quoting another
source.
6) Formatting and Writing Standards
• Formatting and writing standards are part of your grade. Align your
formatting to the Strayer Writing Standards.
https://blackboard.strayer.edu/bbcswebdav/institution/STANDARDIZED/StrayerWritingStandards/Strayer_Writing_Standards.pdf
*Grading for this assignment will be based on the following criteria and evaluation standards:
POINTS: 240 ASSIGNMENT 2: PROFESSIONAL DEVELOPMENT PROGRAM PROPOSAL
Criteria
Exemplary
100% - A
Proficient
85% - B
Fair
75% - C
Unacceptable
0% - F
1. EI and
Motivation
Weight: 20%
Fully describes how
motivation and
reinforcement would be
used to influence members
of the organization to
resolve the issue. Draws
compelling, logical
connections between theory
and solution. Examples are
strong and support solution.
Satisfactorily describes
how motivation and
reinforcement would be
used to influence members
of the organization to
resolve the issue. Makes
logical connections
between theory and
solution. Examples support
solution.
Partially describes how
motivation and
reinforcement would be
used to influence members
of th.
Fundamentals of Organizational Behavior
This document discusses organizational behavior and human behavior within organizations. It covers several key topics:
1) Understanding human behavior in organizations involves studying how individuals and groups act within organizations to identify ways to improve effectiveness. Organizational behavior draws on research studies to build its knowledge base.
2) Fundamental concepts around human behavior include individual differences between people, how people perceive things differently, treating employees as whole people rather than just skills/roles, motivated behavior based on needs and consequences, employees' desire for involvement, and treating people with dignity and respect.
3) Organizations are social systems with mutual interests between managers and employees, and ethics help meet objectives. Effective approaches consider human resources, contingencies, results,
Trending in Organizational Behvaior
This document discusses 13 trends in organizational behavior. It summarizes each trend in 1-2 sentences. The trends include changes in diversity and inclusion in organizations, the consideration of ethical ideology and justice, more efficient use of time and money, evolving views of group behavior and power dynamics, greater understanding of cultural learning, breaking gender stereotypes, and moving beyond constraints to recognize employees' pro-social nature.
Chapter 5.pptx
This document summarizes organizational development program evaluation and monitoring. It discusses methods for measuring the effectiveness of organizational change, including questionnaires, interviews, anecdotal evidence, and manager judgements. Guidelines for successful and failed organizational development interventions are provided. Characteristics of healthy and unhealthy organizations are also outlined. The document then analyzes Larry Greiner's study on patterns of successful and failed organizational changes, noting differences in starting points, sequences, and approaches used.
Lec_3_Group Dynamics.pdf
Group dynamics refers to the interactions and forces among group members in an organization. It describes how a group forms and is structured, as well as how the group affects its individual members, other groups, and the overall organization. Key aspects of group dynamics include how groups emerge and their composition, the activities of group members and how they influence each other, and the informal networks and processes used within the group.
Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...
What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative-leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change
We're mindful - why isn't our organisation?
There are many reported benefits of Mindfulness. But how do we create a mindful organisation? We show that it's quite different to simply developing mindful people
Leadership 4
This document discusses the characteristics of effective organizations. It states that effective organizations have the capacity to evaluate situations, adaptability to changing demands, integration among subunits to ensure coordination, and operational proficiency. Key characteristics include the capacity for learning, open communication, trust and confidence among personnel, internal flexibility, functional integration among units, and operational proficiency. Effective organizations also have leaders who can make valid decisions efficiently, leverage subordinates' talents, and personnel committed to objectives with a high motivation to perform.
OC AND D
Organizational development (OD) aims to improve organizational effectiveness through planned interventions. It involves applying behavioral science to improve strategies, structures, and processes. The goal of OD is to help organizations adapt to external changes and improve performance through positive changes to areas like management, skills, communication, systems, and structures. Effective OD interventions fit organizational needs, are based on knowledge of intended outcomes, and transfer change management skills to members. Action research is an OD strategy that involves diagnosing issues, planning desired future states, implementing and evaluating actions, and institutionalizing changes. It is a cyclical, collaborative process aimed at generating knowledge to define and achieve a desired organizational state.
It should be no surprise that organizational culture can have an imp.docx
It should be no surprise that organizational culture can have an impact on employee performance and satisfaction. Tell us about the organizational culture at your current or past employer. What type of impact did it have on your performance and satisfaction? In addition to the textbook, utilize at least two outside sources to support your response.
Info below is from textbook with citing info at the end:
a Definition of organizational culture Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations.1 Seven primary characteristics seem to capture the essence of an organization’s culture:
1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation. The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them.
4. People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization.
5. Team orientation. The degree to which work activities are organized around teams rather than individuals.
6. Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing.
7. Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
Each of these characteristics exists on a continuum from low to high. Appraising an organization on the strength of each provides a basis for the shared understanding members have about the organization, how things are done in it, and the way they are supposed to behave.
Robbins, Stephen P.; Judge, Timothy A.. Organizational Behavior (Page 527). Pearson Education. Kindle Edition.
...
Overview Our team has been immersed in ‘whole .docx
Overview
Our team has been immersed in ‘whole system change’ for the past few years
in Ontario, Canada; California; Australia and New Zealand; and elsewhere. Our main
mode of learning is to go from practice to theory, and then back and forth to obtain
more specific insights about how to lead and participate in transformative change in
schools and school systems.
In this workshop we take the best of these insights from our most recent
publications: Stratosphere, The Professional Capital of Teachers, The Principal,
Freedom to Change, and Coherence and integrate the ideas into a single set of
learnings.
The specific objectives for participants are:
1. To learn to take initiative on what we call 'Freedom to Change’.
2. To Understand and be able to use the ‘Coherence Framework’.
3. To analyze your current situation and to identify action strategies fro making
improvements.
4. Overall to gain insights into ‘leadership in a digital age’.
We have organized this session around six modules:
Module I Freedom From Change 1-4
Module II Focusing Direction 5-10
Module III Cultivating Collaborative Cultures 11-14
Module IV Deepening Learning 15-22
Module V Securing Accountability 23-30
Module VI Freedom To Change 31-32
References 33
Please feel free to reproduce and use the
material in this booklet with your staff and others.
2015
Freedom From Change
1
Shifting to
the Right Drivers
Right Wrong
§ Capacity building
§ Collaborative work
§ Pedagogy
§ Systemness
§ Accountability
§ Individual teacher and
leadership quality
§ Technology
§ Fragmented strategies
Freedom:
If you could make one
change in your school or
system what would it be?
What obstacles stand in
your way?
What would you change? What are the obstacles?
Trio Talk:
§ Meet up with two colleagues.
§ Share your choice and rationale.
§ What were the similarities and differences in the choices?
Module 1
2
The Concepts of Freedom § Freedom to is getting rid of the constraints.
§ Freedom from is figuring
out what to do when you
become more liberated.
Seeking Coherence § Within your table read the seven quotes from Coherence and circle
the one you like the best.
§ Go around the table and see who selected which quotes.
§ As a group discuss what ‘coherence’ means.
Coherence: The Right Drivers in Action for Schools, Districts, and Systems
Fullan, M., & Quinn, J. ( 2015). Corwin & Ontario Principals’ Council.
# Quote
1. There is only one way to achieve greater coherence, and that is through purposeful action and interaction,
working on capacity, clarity, precision of practice, transparency, monitoring of progress, and continuous
correction. All of this requires the right mixture of “pressure and support”: the press for progress within
supportive and focused cultures. p. 2
2. Coher ...
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Trends in leadership competencies for the 21st century
This document discusses trends in leadership competencies for the 21st century. It covers five major themes: a global leadership competency model, a leadership zone model, strategic leader competencies, four trends for the future of leadership development, and competencies required for a successful managerial career. Strategic leader competencies discussed include visioning, leading change, and interpersonal skills. Four trends for the future of leadership development highlighted are an increased focus on vertical development stages, transfer of greater developmental ownership to individuals, greater focus on collective rather than individual leadership, and greater focus on innovation in leadership development methods.
Fundamentals of organizational behavior
Organizational behavior can be defined as understanding, predicting, and managing human behavior in organizations. Individuals, groups, and organizational structures and culture all impact behavior within an organization. OB draws from various fields like psychology, sociology, economics, and political science. Key determinants of behavior include beliefs, attitudes, emotions, values, and behavior itself. Managers face challenges related to workforce diversity, quality/productivity improvement, empowerment, technology changes, and business ethics. Methods to minimize errors include checking sampling and data processes, preparing questionnaires carefully, conducting pilot surveys, fixing procedures, using competent staff, and providing training.
In this week’s Discussion, you will explore what happens after dec.docx
In this week’s Discussion, you will explore what happens after decisions are made, communicated, and executed. If it were not for the execution step, decision making would be an academic exercise that would have virtually no impact on the real world. Through the execution step, the benefit of decision making can be used to actually improve people’s lives, organizations, and ultimately, the world.
Have you ever made a decision that led to unintended or unexpected consequences? Personal decisions often lead to more than one consequence, no matter how hard one tries to anticipate and plan for any possible occurrence. Consider the stakes when an organizational decision involving many stakeholders is implemented. In this situation, the number of effects a decision may have can multiply exponentially.
Based on your personal experience, focus on organizational overlap in new decisions—how one decision can affect other decisions, such as existing policy, and so on.
Post:
1.
Propose a set of circumstances in an organization with which you are familiar, in which an overlapping structure, overlapping set of responsibilities, or shared/overlapping governance would create a series of decisions that affect other decisions.
2.
Explain the measures you would need to take as a manager or stakeholder to ensure that overlaps are identified, removed, mitigated, or addressed.
3.
Explain whether these overlaps provide a positive checks-and-balances system or if they would prove to be an impediment.
Minimum of 3 references in APA format
Additionally:
Search for
one recent article
(no more than five years old but preferably less than three years old) related to the topic above. You are required to post a link to your selected article in the
Webliography,
of your assigned week. Note that do not use that article as part of your reference for the week.
Submit your article in this format
1.
Name of the article in APA format
2.
What problem was the driver of the research?
3.
What unique contributions to the body of literature does the author(s) claim to make?
4.
What question or comment would you like classmates to address about the relevance of the article to their doctoral studies?
5.
What’s your thought on the article from the perspective of a doctoral student?
.
Organizational behaviour
Organizational behavior is the study of how people and groups act within organizations. It takes a systems approach, examining people-organization relationships from the perspective of the whole person, group, organization, and social system. The goal is to build better relationships and achieve human, organizational, and social objectives. Organizational behavior draws on various disciplines like psychology and sociology to understand workplace behaviors and improve performance.
Introduction to organisational development
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
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Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...
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It should be no surprise that organizational culture can have an imp.docx
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Overview Our team has been immersed in ‘whole .docx
Trends in leadership competencies for the 21st century
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In this week’s Discussion, you will explore what happens after dec.docx
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Tax mapping and violation checklist
This document outlines requirements for registering a business including obtaining a certificate of registration, requesting a receipt, paying an annual registration fee, maintaining books of accounts, and issuing official receipts/invoices. It appears to be from Cherry Cellphone Center providing information on tax mapping.
Municipal where to pay
Paying taxes can be done in three locations: the Municipal Hall, the Bureau of Internal Revenue (BIR), or through a Collection Agent. The Municipal Hall and BIR are government offices that directly accept tax payments. A Collection Agent is a third party authorized to collect taxes on behalf of the government.
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Paying taxes can be done at three locations: the Lebak Municipal Hall, Land Bank, or through a BIR Collection Agent. The document lists three options for paying taxes but does not provide any other context about the different payment methods or locations.
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The document lists potential locations to pay taxes in Isulan: the Isulan Municipal Hall, Land Bank, BIR Collection Agent, and PNB. Paying taxes can be done at the local government office of Isulan Municipal Hall, as well as major banks that serve as tax collection agents like Land Bank and Philippine National Bank. Other options include paying at a Bureau of Internal Revenue designated collection agent.
Tac where to pay Tacurong
You can pay your taxes online, by mail, or in person. The IRS encourages taxpayers to file electronically and pay electronically or by mail to avoid in-person visits. Tax payments are due by April 15 each year for most individual taxpayers for the prior tax year.
Where to pay
Taxpayers in Tacurong City, Isulan, Lebak, and several municipalities in Sultan Kudarat must pay their taxes in those locations. If paying at a bank, taxpayers must fill out 3 copies of the BIR form and 3 copies of the deposit slip. If paying a BIR collection agent, taxpayers fill out 3 copies of the BIR form after making payment.
Late filing
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limitations and prohibitions on appointment of government employees
1) Elective officials are not eligible for appointment to any public office during their tenure, except as specifically authorized by law.
2) Candidates who lose elections cannot be appointed to government offices or government-controlled corporations within one year, except for barangay elections.
3) Appointive officials cannot hold multiple positions in government unless allowed by law or the functions of their position, to prevent double compensation.
governor, vice governor, sangguniang panlalawigan
The document outlines the powers, duties, and functions of provincial governors and Sangguniang Panlalawigan (provincial boards) according to the Local Government Code of 1991 in the Philippines. It states that provincial governors are mandated to promote general welfare in their provinces through exercising executive powers and performing duties like enforcing laws, generating resources, and ensuring delivery of basic services. The governor also acts as presiding officer of the Sangguniang Panlalawigan which has legislative powers like enacting ordinances, appropriating funds, and establishing councils.
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The document provides details on conducting an economic sector study for a comprehensive land use plan. It outlines the steps to analyze the agriculture, commerce/trade, industry, and tourism sub-sectors. For agriculture, it describes gathering data on existing crops/livestock, production levels, support facilities, and occupations. It also involves analyzing production, constraints, needs projections, and recommending interventions. Similar steps are outlined for analyzing commerce/trade, with data on commercial areas, business permits, employment. Criteria for suitable land uses for agriculture, fishing, grazing, and commercial areas are also provided.
Power duties functions ra 7160 sec 465 468 467 local government code
The document outlines the powers, duties, and functions of provincial governors and sanggunian panlalawigans (provincial boards) according to the Local Government Code of 1991. It states that governors are mandated to promote general welfare in their provinces through exercising executive powers. Some of a governor's key responsibilities include enforcing laws; generating resources; ensuring basic services; and appointing officials. Sanggunian panlalawigans are responsible for legislative duties like enacting ordinances, appropriating funds, and establishing councils. They work to maintain peace, protect the environment, and provide for constituents' safety, health, education, and livelihood.
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Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
Factors Influencing Organization in the Future
- 1. FACTORS INFLUENCING ORGANIZATION IN THE FUTURE
- 2. 1. Organization will continue to expand their bounderies and domains. They will increase in size and complexity. 2. Organization will be operating in a turbulent environment which require continual changes and adjustment. According to Kast and Rosenberg:
- 3. 3. Organizations will continue to have major problems in the accumulation and utilization of knowledge. Intellectual activities will be stressed. 4. Greater emphasis will be placed upon suggestions and persuasion rather than upon coercion based on authoritarian power as the means for coordinating the activities of participants
- 4. 5. Participants at all levels in organizations will have a greater influence. Organization will adopt power- equalization. 6. The number of professionals and scientist and their influence with organization will increase.
- 5. 7. Goals of complex organization will expand. Emphasis will be upon satisfying a number of goals rather than maximizing any one. 8. Problems of interface between organizations will be greater. New means of effective inter- organizational coordination will be developed.
- 6. E n d o f p r e s e n t a t i o n . E n d . O f . P r e s e n t a t i o n .