· Gagnon, M. A., Jansen, K. J., & Michael, J. H. (2008). Employee alignment with strategic change: A study of strategy-supportive behavior among blue-collar employees. Journal of Managerial Issues, 20(4), 425–443. (EBSCO AN:
http://libproxy.edmc.edu/login?url=http://search.ebscohost.com/login
.aspx?direct=true&db=pbh&AN=36099317&site=ehost-live
JOURNAL OF MANAGERIAL ISSUES
Vol. XX Number 4 Winter 2008: 425-443
Employee Alignment with Strategic Change: A Study of Strategy-supportive Behavior among Blue-collar Employees
Mark A. Gagnon
Director of Business Development
Bay Tree Technologies
Karen J. Jansen
Assistant Professor of Management
University of Virginia
Judd H. Michael
Associate Professor of Sustainable Enterprises
The Pennsylvania State University
It may not be surprising that poor organizational strategies often fail, but research in strategy implementation demonstrates that even good strategies fail during implementation (Bonoma, 1984; Huff and Reger, 1987; Wooldridge and Floyd, 1989). Failure of a new strategy or a strategic innovation is often due to the inability or resistance of individual employees to commit to a strategy and adopt the necessary behaviors for accomplishment of strategic objectives (e.g., Heracleous and Barrett, 2001). Failures in this process of strategic commitment lead to strategic misalignment, or individuals failing to engage in behavior that supports the organi-zation’s strategic goals (Boswell and
Boudreau, 2001). Because strategy implementation is predominantly goal-directed (Barney, 1998) and teleological in nature (Van de Ven and Poole, 1995), strategic misalignment reflects the absence of goal-directed behavior.
The problem of strategic misalign-ment has a considerable history in the management discipline and has been described under numerous labels such as the problem of achieving coordinated action, goal incongruence and non-alignment (Barnard, 1938; Boswell et al., 2006; Labovitz and Ro-sansky, 1997; March and Simon, 1958). This body of research has provided considerable insight into the challenges that impede collective
(
(425)
)JOURNAL OF MANAGERIAL ISSUES Vol. XX Number 4 Winter 2008
(
426
E
MPLOYEE
A
LIGNMENT WITH
S
TRATEGIC
C
HANGE
)alignment with strategies. However, little is understood about the mechanisms by which individuals come to be aligned with strategies.
The purpose of this study is to understand the antecedents of alignment by examining the role an indi-vidual’s strategic knowledge and commitment play in subsequent engagement in strategy-supportive behavior. Strategic knowledge represents an individual’s global understanding of a strategy being pursued by his or her organization; individuals who agree with statements such as “I understand what strategy X is all about”are demonstrating strategic knowledge as we define it. We propose that strategic knowledge and several individual characteristics influence strategic commitment, which we define as an individual’s willingn.
This document is a thesis submitted to Embry-Riddle Aeronautical University for a Master of Science in Management degree. The thesis examines the correlation between attitude components (affective, cognitive, behavioral) and divergent thought, which is a measure of creativity. The study aims to understand how an energy company's attitudes influence divergent thought among middle managers. A survey will collect quantitative data to reveal the company's attitude toward divergent thought and the level of correlation with attitude components. The results could provide insights into designing organizations to be more creative and productive. The thesis discusses definitions of divergent thought and attitude. A literature review covers prior research on divergent thought, creativity in organizations, and common findings. Hypotheses are presented
This document discusses a study that investigated whether employee understanding of strategic objectives can impact organizational culture and performance. The study used structural equation modeling on data from 430 healthcare professionals in the US. The results showed that greater employee understanding of strategic objectives was positively associated with the development of a "serving culture" within organizations. This serving culture then had a mediating effect and was positively associated with organizational performance. The study suggests that for organizations to achieve strategic objectives and improve performance, it is not enough to just define objectives - organizations must also ensure employees clearly understand the meaning and significance of the strategic objectives.
MBA 5110 – Business Organization and ManagementMidterm ExamAns.docxwkyra78
MBA 5110 – Business Organization and Management
Midterm Exam
Answer each of the following questions in this document, inserting your answers between each question. You may use your textbook and notes, but you may not consult with another individual. You may not use the Internet for assistance in answering these questions. Each question should be answered with a minimum of one paragraph, properly formatted according to APA 6th edition guidelines and referencing your textbook. Please list your textbook in a reference section at the end of this document. Submit this Word document with your answers to Moodle.
1. How have organizational structures and management styles changed over the past century?
2. Explain the concept of open and closed systems and how this relates to organization theory.
3. Define each of Porter’s Competitive Strategies and give an example of a company using each of these strategies.
4. Compare vertical and horizontal organizational structures in terms of effectiveness and adaptability in the rapidly changing business environment.
5. Choose one of the following theories and explain the theory. Give an example of a company that demonstrates the chosen theory and how the company uses the theory.
Theories: Chaos Theory, Resource-Dependence Theory, Population-Ecology Perspective, Contingency Theory, or Organizational Learning Theory
Response 1 PD
Question 1
A set of beliefs, norms and values that is shared by a group, culture is a systemic sense that can create a common commitment to an organization’s mission. With identifying markers that extend beyond the individual, it can be represented in a fabric of shared themes and feelings. Whether displayed in forms of dress, symbols, verbal phrases or typical behaviors, its permeance can be silent in its mode of action, yet quite visible to internal and external stakeholders (Daft, 2018).
Serving two fundamental and critical functions, the culture of an organization can be a catalyst in uniting members in how they relate to one another within the organization and how the members follow the same process in relation to the outside environment (Daft, 2018). However, although it is often associated with ethical decision making (Kara, Rojas-Mendez & Turan), the element of inequality can create fear and discourse if an unrealistic and bias culture themes are dictated, thus resulting in disagreement or conflict with management. Therefore, the perception of stakeholders or groups of interest regarding the cultural practices of the organization may not be entirely correct (Gonzalez-Rodriguez, Diaz-Fernández & Biagio, 2019).
Directly related to the perception of the value system of the organization and its management, the acceptable cultural differences that shape the internal behavior of members can have an impact in external relationships (Gonzalez-Rodriguez, Diaz-Fernández & Biagio, 2019). However, as Daft (2018) noted, a mechanistic or controlling system may block any organic input,.
This document summarizes research on factors that influence the successful implementation of mergers and acquisitions. It reviews literature from economics, finance, strategic management, and behavioral perspectives. Key findings include:
1) Research shows fewer than 20% of mergers and acquisitions achieve their desired objectives due to issues like unrealistic expectations, poor planning, talent loss, and cultural clashes during integration.
2) Significant research has explored factors like organizational culture, personnel morale, and career impacts, but human and organizational dynamics remain less explored than strategic and technological dimensions.
3) A landmark study of over 50 mergers identified problems like underestimating integration challenges, destruction of core competencies, and cultural clashes triggering stress as primary causes of
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
This document summarizes the findings of three surveys from 1997 to 2000 on work/life balance strategies in Australian organizations. The surveys found that the most common work/life balance strategies offered were part-time work, study leave, flexible hours, and working from home occasionally. However, employee usage of available strategies lagged behind implementation, with only 6% of organizations reporting over 80% employee usage. Major barriers to effective work/life balance included an organizational culture that rewards long hours over other commitments, unsupportive work environments for those with external commitments, and lack of management support. While some strategies have been adopted, substantial challenges remain in fully implementing and managing work/life balance.
This document is a thesis submitted to Embry-Riddle Aeronautical University for a Master of Science in Management degree. The thesis examines the correlation between attitude components (affective, cognitive, behavioral) and divergent thought, which is a measure of creativity. The study aims to understand how an energy company's attitudes influence divergent thought among middle managers. A survey will collect quantitative data to reveal the company's attitude toward divergent thought and the level of correlation with attitude components. The results could provide insights into designing organizations to be more creative and productive. The thesis discusses definitions of divergent thought and attitude. A literature review covers prior research on divergent thought, creativity in organizations, and common findings. Hypotheses are presented
This document discusses a study that investigated whether employee understanding of strategic objectives can impact organizational culture and performance. The study used structural equation modeling on data from 430 healthcare professionals in the US. The results showed that greater employee understanding of strategic objectives was positively associated with the development of a "serving culture" within organizations. This serving culture then had a mediating effect and was positively associated with organizational performance. The study suggests that for organizations to achieve strategic objectives and improve performance, it is not enough to just define objectives - organizations must also ensure employees clearly understand the meaning and significance of the strategic objectives.
MBA 5110 – Business Organization and ManagementMidterm ExamAns.docxwkyra78
MBA 5110 – Business Organization and Management
Midterm Exam
Answer each of the following questions in this document, inserting your answers between each question. You may use your textbook and notes, but you may not consult with another individual. You may not use the Internet for assistance in answering these questions. Each question should be answered with a minimum of one paragraph, properly formatted according to APA 6th edition guidelines and referencing your textbook. Please list your textbook in a reference section at the end of this document. Submit this Word document with your answers to Moodle.
1. How have organizational structures and management styles changed over the past century?
2. Explain the concept of open and closed systems and how this relates to organization theory.
3. Define each of Porter’s Competitive Strategies and give an example of a company using each of these strategies.
4. Compare vertical and horizontal organizational structures in terms of effectiveness and adaptability in the rapidly changing business environment.
5. Choose one of the following theories and explain the theory. Give an example of a company that demonstrates the chosen theory and how the company uses the theory.
Theories: Chaos Theory, Resource-Dependence Theory, Population-Ecology Perspective, Contingency Theory, or Organizational Learning Theory
Response 1 PD
Question 1
A set of beliefs, norms and values that is shared by a group, culture is a systemic sense that can create a common commitment to an organization’s mission. With identifying markers that extend beyond the individual, it can be represented in a fabric of shared themes and feelings. Whether displayed in forms of dress, symbols, verbal phrases or typical behaviors, its permeance can be silent in its mode of action, yet quite visible to internal and external stakeholders (Daft, 2018).
Serving two fundamental and critical functions, the culture of an organization can be a catalyst in uniting members in how they relate to one another within the organization and how the members follow the same process in relation to the outside environment (Daft, 2018). However, although it is often associated with ethical decision making (Kara, Rojas-Mendez & Turan), the element of inequality can create fear and discourse if an unrealistic and bias culture themes are dictated, thus resulting in disagreement or conflict with management. Therefore, the perception of stakeholders or groups of interest regarding the cultural practices of the organization may not be entirely correct (Gonzalez-Rodriguez, Diaz-Fernández & Biagio, 2019).
Directly related to the perception of the value system of the organization and its management, the acceptable cultural differences that shape the internal behavior of members can have an impact in external relationships (Gonzalez-Rodriguez, Diaz-Fernández & Biagio, 2019). However, as Daft (2018) noted, a mechanistic or controlling system may block any organic input,.
This document summarizes research on factors that influence the successful implementation of mergers and acquisitions. It reviews literature from economics, finance, strategic management, and behavioral perspectives. Key findings include:
1) Research shows fewer than 20% of mergers and acquisitions achieve their desired objectives due to issues like unrealistic expectations, poor planning, talent loss, and cultural clashes during integration.
2) Significant research has explored factors like organizational culture, personnel morale, and career impacts, but human and organizational dynamics remain less explored than strategic and technological dimensions.
3) A landmark study of over 50 mergers identified problems like underestimating integration challenges, destruction of core competencies, and cultural clashes triggering stress as primary causes of
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
This document summarizes the findings of three surveys from 1997 to 2000 on work/life balance strategies in Australian organizations. The surveys found that the most common work/life balance strategies offered were part-time work, study leave, flexible hours, and working from home occasionally. However, employee usage of available strategies lagged behind implementation, with only 6% of organizations reporting over 80% employee usage. Major barriers to effective work/life balance included an organizational culture that rewards long hours over other commitments, unsupportive work environments for those with external commitments, and lack of management support. While some strategies have been adopted, substantial challenges remain in fully implementing and managing work/life balance.
This study explores the relationship between participative management practices in strategic planning processes and job satisfaction in local government agencies. The literature review discusses how participative management that incorporates employee participation in decision-making and effective supervisor communication can enhance job satisfaction. The study tests the hypotheses that managers' use of participative management styles, employees' participation in strategic planning, and effective supervisory communication are positively associated with higher job satisfaction. Regression analysis of employee survey data from Clark County, Nevada finds support for all three hypotheses, suggesting participative management can improve job satisfaction in the public sector.
MISSION STATEMENTS AND VISION STATEMENTS EXAMINING THE RELAIlonaThornburg83
MISSION STATEMENTS AND VISION STATEMENTS:
EXAMINING THE RELATIONSHIP TOWARD
PERFORMANCE OUTCOMES
Jerry Allison, University of Mount Olive
ABSTRACT
This paper examines 798 firms with mission statements and vision statements to show there
are relationships between the two and posits that strong relationships produced greater
organizational performance. Using the taxonomies of Allison (2017a), Allison (2017b), and an
extension of the latter developed in this paper, the statements are classified into their taxonomic
groups and then analyzed statistically. The results surprisingly show a single strong link between
one type of mission statement and one type of vision statement. This paper then discusses how
such a relationship may result in superior performance outcomes. Consequently, this paper
significantly contributes to theory by finding a specific relationship between statements, discussing
why some firms have this relationship, and then extending this discussion to organizational
performance.
INTRODUCTION
Mission statements have been a frequently studied topic (Vizeu & Matitz, 2013). Also
frequently studied has been the topic of vision by virtue of it being a major component of other
subjects such as leadership and strategic management. However, vision statements as a codified
document have not been studied as much as mission statements. Nevertheless, because both
statements are text, rigorous study of them has been arguably difficult. It has been the increase in
computing power that has led to the development of techniques to analyze text such as text
analytics.
Text analytics has provided as way in which to analyze mission statements and vision
statements without researcher bias. Allison (2017a) provided a natural language taxonomy of
vision statements while Allison (2017b) provided a natural language taxonomy of mission
statements. Because the mission and vision statements are from the same organizations, it may be
possible to find relationships between the two and make some conclusions about performance
outcomes. That is why this paper exists.
The purpose of this paper is to explore the relationships between mission and vision
statements from the same organizations and to determine if there are organizational performance
outcomes from those relationships. The uniqueness of this paper is that it utilizes the natural
language taxonomies of textual constructs to study the relationships between those constructs.
Additionally, in order to study these relationships this paper extends the three-class taxonomy of
mission statements provided by Allison (2017b) by dividing the three parent classes into 20 child
classes. Finally, this paper significantly contributes to theory by developing and testing two
hypotheses that show there are relationships between types of mission statements and types of
vision statements and extending these findings to conclusions about performance.
Global Jour ...
Increasing employee organizational commitment by correlating goal settingAlexander Decker
This document summarizes a research study that explores how to increase employee organizational commitment through goal setting, employee engagement, and workplace optimism. The study proposes a model linking these three factors, with goal setting positively correlating to employee engagement, engagement correlating to optimism, and optimism correlating to organizational commitment. The study reviews relevant literature, proposes three hypotheses linking the factors, describes the methodology used to test the hypotheses, discusses the results, and outlines implications and directions for future research.
the relationship between regulatory foci (promotion and prevention focus) and organizational commitment (affective, continuance, and normative commitment)
This document discusses the history and evolution of organizational development (OD). It begins by defining OD as applying behavioral science to help organizations change and improve effectiveness. It describes how OD emerged from the work of researchers in the 1950s and 1960s applying group processes to businesses. This led to interventions like team building, process consultation, and surveys to provide feedback. The document then outlines various OD interventions that addressed work design, rewards, and aligning organizations with their strategies and environments. It concludes by noting how OD was introduced in India in the 1960s but did not become widespread until being adopted by some companies in the 1970s.
Effects of internal_social_media_and_ocb____research_proposal[1]SohailTariq16
This research proposal aims to examine the impact of internal social media on employee engagement and organizational citizenship behavior. The student proposes to investigate whether internal social media engages employees, the effect of positive voice behavior on employee engagement, and whether internal social media affects organizational citizenship behavior. The proposal outlines the research questions, contribution, objectives, theoretical model relating internal social media to employee engagement and citizenship behavior, and provides a literature review on internal communication, social media, and their benefits and challenges.
This document discusses theories of employee commitment to organizational change. It begins by reviewing Meyer and Allen's three-component model of commitment. It then summarizes several models that view commitment to change as a process, including Conner's awareness-acceptance model and Armenakis and Harris' five key change beliefs model. Finally, it discusses Herscovitch and Meyer's multidimensional view of commitment to change. The document concludes by calling for more research taking an employee-centric approach to better understand how to facilitate commitment to change initiatives.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
This document discusses the concept of strategic entrepreneurship. It begins by providing background on entrepreneurship and defining innovation. It then discusses perspectives on the relationship between strategic management and entrepreneurship. Key aspects of strategic entrepreneurship are identified as opportunity identification, innovation, risk acceptance, flexibility, and vision. The document also outlines some benefits of strategic planning for entrepreneurs.
This document discusses a study that examines the situational and organizational factors that influence whether a declining firm is able to successfully turnaround. The study tests how environmental characteristics, aspects of the decline situation, and firm-specific resources and strategies impact turnaround outcomes. The results indicate that contextual factors like the urgency and severity of decline, a firm's productivity and slack resources, and retrenchment strategies can determine if firms are able to turnaround from decline. Overall, factors within a manager's control contribute more to successful turnarounds than external situational characteristics. The study aims to provide a more holistic view of the complex turnaround process.
360 Degree Appraisal and Employee Commitmentijtsrd
The paper examined the relationship between 360 degree appraisal and employee commitment. Employee commitment is simply a relationship between employees and organization. The 360 degree performance appraisal as evident from existing literature is one of the appraisal system that has in the recent years gained significant popularity. The paper concludes that paper concludes that employees become committed to an organisation when leaders tend to exhibit behaviours that are geared towards developing them other than largely focusing on pay and promotion. Findings studies suggests that this traditional appraisal system tends to overlook a number of employee traits due to its standardised nature. The paper recommends that performance appraisal systems should be designed in such a way that they create perceptions of fair treatment relative to other employees as well as the employee”˜s own expectations. Victor Barinua | Ezeogu, Sylvia Onyekachukwu "360 Degree Appraisal and Employee Commitment" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50287.pdf Paper URL: https://www.ijtsrd.com/management/other/50287/360-degree-appraisal-and-employee-commitment/victor-barinua
The Impact of Organizational Politics on the Effectiveness of Strategic Plann...AI Publications
This article aims to study the effect of organizational politics on the effectiveness of strategic planning within the Syrian hospital sector. Surveying a sample of 228 managers, we employed regression analysis to understand the relationship between these variables. The findings indicated a significant negative relationship between organizational politics and strategic planning effectiveness, suggesting the disruptive role of political behavior in strategic management processes.
Running Head STRATEGIC HUMAN RESOURCE MANAGEMENT APPROACHES1ST.docxtoltonkendal
This literature review examines strategic human resource management approaches and their impact on organizational performance among a multigenerational workforce. It discusses the origin and definition of SHRM, key SHRM concepts and models, the role of SHRM in strategic planning, how SHRM is applied to recruiting and retaining multiple generations of employees, and how SHRM benefits organizational performance. The review finds that integrating SHRM into strategic planning and tailoring practices like recruitment, training, and compensation to different generations can improve an organization's effectiveness. However, more research is still needed to address inconsistencies between SHRM theories and practices.
This document presents a new framework for assessing organizational capacity in small nonprofits. It begins with an overview of existing literature on defining and measuring organizational capacity. It then profiles the unique challenges of small nonprofits. The framework aims to assess capacity in a way that reflects the integration of capacity attributes and capacity building processes. It was developed with and for small grassroots nonprofits.
Albrecht, S., Breidahl, E. and Marty, A. (2018).pdfliennguyen10296
This study examines the relationships between organizational resources, organizational engagement climate, job resources, and employee engagement. The researchers tested a model where six organizational resources (leadership, vision/goals, organizational support, HR practices, communication, and rewards/recognition) would positively relate to organizational engagement climate. Organizational engagement climate and some organizational resources would then positively relate to both job resources and employee engagement. The model was supported, with organizational resources relating to engagement climate, and both climate and resources relating to job resources and engagement. This suggests organizational factors beyond just job resources can influence employee engagement.
This article examines how the leadership styles of union representatives and immediate supervisors can influence workers' commitment to both their union and organization. The researchers hypothesize that transformational leadership from both union representatives and supervisors will positively influence workers' perception of the workplace relations climate, while laissez-faire leadership will negatively influence it. A positive workplace relations climate is then expected to lead to dual commitment among workers to both their union and organization. The study aims to contribute to understanding how relational factors like leadership styles can shape workplace relations climate and dual commitment, beyond traditional structural explanations. It is based on a survey of 834 unionized workers in the Canadian aerospace industry.
Research proposal of sohail tariq (ms management science) uol SohailTariq16
This document provides information about a research study investigating the relationship between internal social media usage, employee engagement, organizational citizenship behavior (OCB), and power distance. The study aims to determine if internal social media engagement employees and affects OCB, and if power distance moderates the effects of the relationships between internal social media, employee engagement, and OCB. The document outlines the research questions, theoretical model, literature review on the key constructs, and hypotheses. The proposed methodology will target the service sector population but details of the sampling and data collection are not provided.
This document discusses a study exploring the differential antecedents of exploration and exploitation capabilities in small and medium enterprises (SMEs). It hypothesizes that factors like top management team (TMT) composition, vision, R&D intensity, and focus on continuous improvement will have differing effects on exploration versus exploitation. The study uses survey and financial data from 378 UK SMEs to test these hypotheses using regression analysis. Preliminary results suggest TMT heterogeneity positively impacts exploration when moderated by team size, while vision and continuous improvement focus positively impact exploitation but negatively impact exploration.
An Employee Engagement Instrument And Framework Building On Existing ResearchMichele Thomas
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· 2. What stage of moral reasoning is exhibited by Richard Heene's actions? Do you believe the punishment fit the crime? Why or why not?
· 3. Explain how the cognitive-developmental approach influences one's ability to make ethical judgments.
4. How do you assess at what stage of moral development in Kohlberg's model you reason at in making decisions? Are you satisfied with that stage? Do you believe there are factors or forces preventing you from reasoning at a higher level? If so, what are they?
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This study explores the relationship between participative management practices in strategic planning processes and job satisfaction in local government agencies. The literature review discusses how participative management that incorporates employee participation in decision-making and effective supervisor communication can enhance job satisfaction. The study tests the hypotheses that managers' use of participative management styles, employees' participation in strategic planning, and effective supervisory communication are positively associated with higher job satisfaction. Regression analysis of employee survey data from Clark County, Nevada finds support for all three hypotheses, suggesting participative management can improve job satisfaction in the public sector.
MISSION STATEMENTS AND VISION STATEMENTS EXAMINING THE RELAIlonaThornburg83
MISSION STATEMENTS AND VISION STATEMENTS:
EXAMINING THE RELATIONSHIP TOWARD
PERFORMANCE OUTCOMES
Jerry Allison, University of Mount Olive
ABSTRACT
This paper examines 798 firms with mission statements and vision statements to show there
are relationships between the two and posits that strong relationships produced greater
organizational performance. Using the taxonomies of Allison (2017a), Allison (2017b), and an
extension of the latter developed in this paper, the statements are classified into their taxonomic
groups and then analyzed statistically. The results surprisingly show a single strong link between
one type of mission statement and one type of vision statement. This paper then discusses how
such a relationship may result in superior performance outcomes. Consequently, this paper
significantly contributes to theory by finding a specific relationship between statements, discussing
why some firms have this relationship, and then extending this discussion to organizational
performance.
INTRODUCTION
Mission statements have been a frequently studied topic (Vizeu & Matitz, 2013). Also
frequently studied has been the topic of vision by virtue of it being a major component of other
subjects such as leadership and strategic management. However, vision statements as a codified
document have not been studied as much as mission statements. Nevertheless, because both
statements are text, rigorous study of them has been arguably difficult. It has been the increase in
computing power that has led to the development of techniques to analyze text such as text
analytics.
Text analytics has provided as way in which to analyze mission statements and vision
statements without researcher bias. Allison (2017a) provided a natural language taxonomy of
vision statements while Allison (2017b) provided a natural language taxonomy of mission
statements. Because the mission and vision statements are from the same organizations, it may be
possible to find relationships between the two and make some conclusions about performance
outcomes. That is why this paper exists.
The purpose of this paper is to explore the relationships between mission and vision
statements from the same organizations and to determine if there are organizational performance
outcomes from those relationships. The uniqueness of this paper is that it utilizes the natural
language taxonomies of textual constructs to study the relationships between those constructs.
Additionally, in order to study these relationships this paper extends the three-class taxonomy of
mission statements provided by Allison (2017b) by dividing the three parent classes into 20 child
classes. Finally, this paper significantly contributes to theory by developing and testing two
hypotheses that show there are relationships between types of mission statements and types of
vision statements and extending these findings to conclusions about performance.
Global Jour ...
Increasing employee organizational commitment by correlating goal settingAlexander Decker
This document summarizes a research study that explores how to increase employee organizational commitment through goal setting, employee engagement, and workplace optimism. The study proposes a model linking these three factors, with goal setting positively correlating to employee engagement, engagement correlating to optimism, and optimism correlating to organizational commitment. The study reviews relevant literature, proposes three hypotheses linking the factors, describes the methodology used to test the hypotheses, discusses the results, and outlines implications and directions for future research.
the relationship between regulatory foci (promotion and prevention focus) and organizational commitment (affective, continuance, and normative commitment)
This document discusses the history and evolution of organizational development (OD). It begins by defining OD as applying behavioral science to help organizations change and improve effectiveness. It describes how OD emerged from the work of researchers in the 1950s and 1960s applying group processes to businesses. This led to interventions like team building, process consultation, and surveys to provide feedback. The document then outlines various OD interventions that addressed work design, rewards, and aligning organizations with their strategies and environments. It concludes by noting how OD was introduced in India in the 1960s but did not become widespread until being adopted by some companies in the 1970s.
Effects of internal_social_media_and_ocb____research_proposal[1]SohailTariq16
This research proposal aims to examine the impact of internal social media on employee engagement and organizational citizenship behavior. The student proposes to investigate whether internal social media engages employees, the effect of positive voice behavior on employee engagement, and whether internal social media affects organizational citizenship behavior. The proposal outlines the research questions, contribution, objectives, theoretical model relating internal social media to employee engagement and citizenship behavior, and provides a literature review on internal communication, social media, and their benefits and challenges.
This document discusses theories of employee commitment to organizational change. It begins by reviewing Meyer and Allen's three-component model of commitment. It then summarizes several models that view commitment to change as a process, including Conner's awareness-acceptance model and Armenakis and Harris' five key change beliefs model. Finally, it discusses Herscovitch and Meyer's multidimensional view of commitment to change. The document concludes by calling for more research taking an employee-centric approach to better understand how to facilitate commitment to change initiatives.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
This document discusses the concept of strategic entrepreneurship. It begins by providing background on entrepreneurship and defining innovation. It then discusses perspectives on the relationship between strategic management and entrepreneurship. Key aspects of strategic entrepreneurship are identified as opportunity identification, innovation, risk acceptance, flexibility, and vision. The document also outlines some benefits of strategic planning for entrepreneurs.
This document discusses a study that examines the situational and organizational factors that influence whether a declining firm is able to successfully turnaround. The study tests how environmental characteristics, aspects of the decline situation, and firm-specific resources and strategies impact turnaround outcomes. The results indicate that contextual factors like the urgency and severity of decline, a firm's productivity and slack resources, and retrenchment strategies can determine if firms are able to turnaround from decline. Overall, factors within a manager's control contribute more to successful turnarounds than external situational characteristics. The study aims to provide a more holistic view of the complex turnaround process.
360 Degree Appraisal and Employee Commitmentijtsrd
The paper examined the relationship between 360 degree appraisal and employee commitment. Employee commitment is simply a relationship between employees and organization. The 360 degree performance appraisal as evident from existing literature is one of the appraisal system that has in the recent years gained significant popularity. The paper concludes that paper concludes that employees become committed to an organisation when leaders tend to exhibit behaviours that are geared towards developing them other than largely focusing on pay and promotion. Findings studies suggests that this traditional appraisal system tends to overlook a number of employee traits due to its standardised nature. The paper recommends that performance appraisal systems should be designed in such a way that they create perceptions of fair treatment relative to other employees as well as the employee”˜s own expectations. Victor Barinua | Ezeogu, Sylvia Onyekachukwu "360 Degree Appraisal and Employee Commitment" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50287.pdf Paper URL: https://www.ijtsrd.com/management/other/50287/360-degree-appraisal-and-employee-commitment/victor-barinua
The Impact of Organizational Politics on the Effectiveness of Strategic Plann...AI Publications
This article aims to study the effect of organizational politics on the effectiveness of strategic planning within the Syrian hospital sector. Surveying a sample of 228 managers, we employed regression analysis to understand the relationship between these variables. The findings indicated a significant negative relationship between organizational politics and strategic planning effectiveness, suggesting the disruptive role of political behavior in strategic management processes.
Running Head STRATEGIC HUMAN RESOURCE MANAGEMENT APPROACHES1ST.docxtoltonkendal
This literature review examines strategic human resource management approaches and their impact on organizational performance among a multigenerational workforce. It discusses the origin and definition of SHRM, key SHRM concepts and models, the role of SHRM in strategic planning, how SHRM is applied to recruiting and retaining multiple generations of employees, and how SHRM benefits organizational performance. The review finds that integrating SHRM into strategic planning and tailoring practices like recruitment, training, and compensation to different generations can improve an organization's effectiveness. However, more research is still needed to address inconsistencies between SHRM theories and practices.
This document presents a new framework for assessing organizational capacity in small nonprofits. It begins with an overview of existing literature on defining and measuring organizational capacity. It then profiles the unique challenges of small nonprofits. The framework aims to assess capacity in a way that reflects the integration of capacity attributes and capacity building processes. It was developed with and for small grassroots nonprofits.
Albrecht, S., Breidahl, E. and Marty, A. (2018).pdfliennguyen10296
This study examines the relationships between organizational resources, organizational engagement climate, job resources, and employee engagement. The researchers tested a model where six organizational resources (leadership, vision/goals, organizational support, HR practices, communication, and rewards/recognition) would positively relate to organizational engagement climate. Organizational engagement climate and some organizational resources would then positively relate to both job resources and employee engagement. The model was supported, with organizational resources relating to engagement climate, and both climate and resources relating to job resources and engagement. This suggests organizational factors beyond just job resources can influence employee engagement.
This article examines how the leadership styles of union representatives and immediate supervisors can influence workers' commitment to both their union and organization. The researchers hypothesize that transformational leadership from both union representatives and supervisors will positively influence workers' perception of the workplace relations climate, while laissez-faire leadership will negatively influence it. A positive workplace relations climate is then expected to lead to dual commitment among workers to both their union and organization. The study aims to contribute to understanding how relational factors like leadership styles can shape workplace relations climate and dual commitment, beyond traditional structural explanations. It is based on a survey of 834 unionized workers in the Canadian aerospace industry.
Research proposal of sohail tariq (ms management science) uol SohailTariq16
This document provides information about a research study investigating the relationship between internal social media usage, employee engagement, organizational citizenship behavior (OCB), and power distance. The study aims to determine if internal social media engagement employees and affects OCB, and if power distance moderates the effects of the relationships between internal social media, employee engagement, and OCB. The document outlines the research questions, theoretical model, literature review on the key constructs, and hypotheses. The proposed methodology will target the service sector population but details of the sampling and data collection are not provided.
This document discusses a study exploring the differential antecedents of exploration and exploitation capabilities in small and medium enterprises (SMEs). It hypothesizes that factors like top management team (TMT) composition, vision, R&D intensity, and focus on continuous improvement will have differing effects on exploration versus exploitation. The study uses survey and financial data from 378 UK SMEs to test these hypotheses using regression analysis. Preliminary results suggest TMT heterogeneity positively impacts exploration when moderated by team size, while vision and continuous improvement focus positively impact exploitation but negatively impact exploration.
An Employee Engagement Instrument And Framework Building On Existing ResearchMichele Thomas
This document summarizes research on developing an employee engagement instrument and framework. It begins by discussing the importance of employee engagement for competitive advantage and organizational performance. It then reviews different conceptualizations and measurements of engagement in existing literature. The researchers conducted an in-depth literature review to develop a new engagement framework consisting of seven dimensions measuring engagement at the individual, team, and organizational levels. The framework aims to provide conceptual clarity on engagement and a basis for organizations to leverage competitive advantage. The value of this research is that it integrates engagement measurement at both the individual and organizational levels.
Similar to · Gagnon, M. A., Jansen, K. J., & Michael, J. H. (2008). Employee .docx (20)
· · · Must be a foreign film with subtitles· Provide you wit.docxLynellBull52
The document provides guidance for a management plan assignment. It discusses three best methods for management teams to use when problem solving: means-ends analysis, back up avoidance, and difference reduction. Means-ends analysis is recommended as it combines goal-driven and creative approaches. The role of judgment in problem solving processes and an example for the management plan are to be included. Problem solving involves breaking goals into sub-goals and applying appropriate methods. Management teams can acquire problem solving methods through discovery, instruction, or observing examples.
· Identify the stakeholders and how they were affected by Heene.docxLynellBull52
· Identify the stakeholders and how they were affected by Heene's actions?
· 2. What stage of moral reasoning is exhibited by Richard Heene's actions? Do you believe the punishment fit the crime? Why or why not?
· 3. Explain how the cognitive-developmental approach influences one's ability to make ethical judgments.
4. How do you assess at what stage of moral development in Kohlberg's model you reason at in making decisions? Are you satisfied with that stage? Do you believe there are factors or forces preventing you from reasoning at a higher level? If so, what are they?
.
· · Re WEEK ONE - DISCUSSION QUESTION # 2posted by DONALD DEN.docxLynellBull52
The document discusses financial statements and their importance for companies. It notes that the income statement shows a company's profitability over time by detailing revenue, gains, expenses, and losses. The balance sheet provides information on a company's assets, liabilities, and stockholders' equity at a point in time. It is used to make business decisions. Other comments add that the cash flow statement shows sources and uses of cash, and the owners' equity statement tracks changes in retained earnings. Unforeseen events like natural disasters, recessions, and changes in laws or regulations can impact businesses. There is a discussion around the importance of independent audits and maintaining separation between personal and business finances.
· Week 3 AssignmentGovernment and Not-For-Profit AccountingVal.docxLynellBull52
· Week 3 Assignment
Government and Not-For-Profit Accounting
Value of Donated Assets
Which is the proper value to be assigned to certain donated assets? (This is a question for which answers cannot be found in either GASB pronouncements or the text), research is necessary.
A city’s road maintenance department received “donations” of two type of assets:
1. From the county in which the city is located it received earthmoving equipment. The equipment had cost the county $800,000 when it was acquired five years earlier. Accounted for in a county proprietary fund, its book value, net of accumulated depreciation at the time of donation, was $500,000. Its fair market value was $530,000.
2. From the city’s own utility fund (a proprietary fund) it received motor vehicles that had cost the city $400,000 when acquired three years earlier. At the time of transfer, the vehicles were recorded on the utility’s books at $180,000, net of accumulated depreciation. Their fair market value was #225,000.
Write a 1000 word, APA you answer style paper where the following:
1. At what value should the city record in its government-wide financial statements for: (1) the earth-moving equipment, and (2) the motor vehicles?
1. Briefly justify your response, commenting on any apparent inconsistencies in the values assigned to each of the two types of assets.
1. Comment on the significance of the resultant book values for decisions or assessments to be made by statement users.
Myth Clash Paper #1
Zheng Hui
The present paper will discuss how different ancient poets describe the myths. It will compare and Contrast the two versions of the myth of the Cyclops Polyphemus in the Archaic Greek poet Homer’s Odyssey (EH 298-314) and in the Hellenistic poet Theocritus' poem (Idyll 11) (ACM 399-401). It will also elaborate how Roman poet Ovid combine elements from each of these earlier poets’ versions to make his own version of the myth in his poem, the Metamorphoses (OM 374-381). In general, the paper will discuss and analyze the differences and similarities among several versions from different aspects including characters, features, techniques and others.
According to ancient Greek myth, there were three separate tribes of the mythical, one eyed giants known as Cyclops, or Cyclopes. One of them is the Ouranian Cyclopes, who was the offspring of Gaea and Ouranos. Besides, there is also another Cyclops called the mason-Cyclopes, who represents workers in Hephaestus’s forge. The third one is the shepherd-like Cyclopes, who was neighbors of the island-dwelling Polyphemus, who was a son of Poseidon (Weinstock, 2013). Based on the description of the Cyclopes in the ancient Greek myth, one feature that is present in all these Cyclopes is that they had one unique anatomy. In addition, they all had a single round eye in the middle of their foreheads. In fact, the eye, according to the Greek poet Hesiod, is the source of their name.
In Greek, Cyclops means “circle-eye.” These giants .
· Week 10 Assignment 2 Submission
Students, please view the "Submit a Clickable Rubric Assignment" in the Student Center.
Instructors, training on how to grade is within the Instructor Center.
Click the link above to submit your assignment.
Assignment 2: Critical Thinking
Topic: "People have become overly dependent on technology"
Your paper should present a reasoned, convincing argument for a position on a selected topic.
Write a four to six (4-6) page paper in which you:
1. Follow the five (5) steps of persuasion: establishing credibility, acknowledging the audience’s position, constructing a rationale, transplanting root elements, and asking for a response.
2. Clearly define your position and supporting evidence.
3. Include all the necessary “evidence” for the reader to reach the expected conclusion in each argument in the paper (whether the overriding argument or one contained in an individual paragraph)
4. Ensure that each argument in the paper (whether the overriding argument or one contained in an individual paragraph) is valid and free from both formal and informal fallacies.
5. Include at least four (4) references (sources). At least one (1) of your sources must be obtained from the collection of databases accessible from the Learning Resources Center Web page.
The paper should follow guidelines for clear and effectively organized writing:
• The paper is well-organized, and every explanation is both complete and easy to understand.
• Include an introductory paragraph and concluding paragraph for the paper.
• Main ideas should be addressed in body paragraphs with a topic sentence and supporting sentences.
• Adhere to standard rules of English grammar, punctuation, and mechanics.
• The paper should be checked for spelling and grammatical errors.
Your assignment must:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
• Create written work utilizing the concepts of critical thinking.
• Use technology and information resources to research issues in critical thinking skills and informal logic.
• Write clearly and concisely about issues in critical thinking using proper writing mechanics.
.
· Write in paragraph format (no lists, bullets, or numbers).· .docxLynellBull52
The document discusses California becoming the first state to pass a law in 1999 legalizing electronic contracts and signatures. The law aims to ensure electronic contracts and signatures have the same legal standing as paper contracts. However, the law only applies when parties agree in advance to electronic transactions and excludes some transactions like wills and certain consumer protection agreements. While the law will significantly impact contract law in California and nationwide, its full effects remain to be determined through future legal cases involving electronic contracts.
· WEEK 1 Databases and SecurityLesson· Databases and Security.docxLynellBull52
· WEEK 1: Databases and SecurityLesson
· Databases and Security
Databases are in just about everything we use today. When you are performing any task, think to yourself, Does this involve a database in some way?
As a daily process, communication occurs between people by many mediums, but there is no other medium more utilized than the large internetwork of computer systems we know as the Internet. When we look at some of the transactions that are performed on a daily basis, it is highly likely that there is a database involved. For example, if you open a web page to www.google.com and type a keyword in the textbox to search for, this process starts a series of searches through multiple databases. Another example is when searching for a book in the APUS library, this search is conducted using a database of books known as a catalog. so databases play an integral part in our daily lives; they store millions of pieces of data and more is collected each day (Basta, 2012).
In recent years, we find that technology has expanded to the reaches of utilities and production environments. Many of the utilities we come to rely on so heavily, such as gas, oil and electric, have been tied into the networks we use today. This interconnection allows for many new innovations in keeping everything in working order, but at the same time it also presents some very real threats to security. In reality, an intruder could take down an entire electrical grid which would remove power to millions of customers. An article in CIO Insight gives a great perspective on this and other issues in security where databases play such an important role (CIOInsight, 2011).
With the importance of securing the database infrastructure, we need to look at a multilayered approach to security. As can be seen in many security programs, multiple layers allow for strong security because it adds another roadblock that an intruder has to bypass to get to these systems. This same approach leads us to begin with the foundation of security; the CIA Triad. It all begins with the most basic approach, computer security and moves forward from that point on. Below is a detailed description of the components of the CIA Triad from (Basta, 2012):
· Confidentiality: For a system to provide confidentiality, it needs to do two things: ensure that information maintains its privacy by limiting authorized access to resources; block unauthorized access to resources.
· Integrity: This refers to the efforts taken through policy, procedure, and design in order to create and maintain reliable, consistent, and complete information and systems.
· Availability: This refers to the efforts taken through policy, procedures, and design to maintain the accessibility of resources on a network or within a database. These resources include, but are not limited to, data, applications, other databases, computers, servers, applications, files, drives, shares, and network access.
Database Structure, Models and Management
A databa.
· Unit 4 Citizen RightsINTRODUCTIONIn George Orwells Animal.docxLynellBull52
· Unit 4 Citizen Rights
INTRODUCTION
In George Orwell's Animal Farm, the assertion that "all animals are equal but some animals are more equal than others" signals the breakdown of any semblance of a fair society. We have probably all experienced it: a situation where someone who was better connected, more influential, or in a position of power could advance far beyond the position or actions of the common person. On a typical day, this happens in travel, restaurant seating, the selection of a church pew, and the line at the grocery store.
It should not, however, happen in our public services. As citizens, we all have rights, and we all have the same rights. That is the beauty of the United States's democratic government structure, and perhaps one of the most cherished aspects of it. Economic and social diversity aside, when we interact with the government, we expect to receive the same treatment, whether we are a Rockefeller or a plumber. The reality is that this balance of citizen rights is difficult to achieve, because in many cases, those wielding power and influence attempt to trump equity.
TOGGLE DRAWERHIDE FULL INTRODUCTION
Inherent in the concept of citizenship is the exchange wherein citizens give allegiance to a nation and receive protection offered by that nation. Citizens therefore have certain privileges in the eyes of the nation, such as the right to vote, to pay taxes, and to refuse certain actions, such as reciting the Pledge of Allegiance because it refers to God. There are benefits and entitlements that the citizen can demand from the government. These rights are balanced by responsibilities, such as upholding the law, participating in government, and engaging in the same privileges previously mentioned.
In this unit, issues of the middle class, the welfare state, and what constitutes citizenship will be examined based on the concept of citizen rights.
Reference
Orwell, G. (1945). Animal Farm. New York, NY: Harcourt Brace & Company.
SANDRA CISNEROS
Woman Hollering Creek
The day Don Serafín gave Juan Pedro Martínez Sánchez permission to take CleófilasEnriquetaDeLeón Hernández as his bride, across her father’s threshold, over several miles of dirt road and several miles of paved, over one border and beyond to a town en el otrolado—on the other side—already did he divine the morning his daughter would raise her hand over her eyes, look south, and dream of returning to the chores that never ended, six good-for-nothing brothers, and one old man’s complaints.
He had said, after all, in the hubbub of parting: I am your father, I will never abandon you. He had said that, hadn’t he, when he hugged and then let her go. But at the moment Cleófilas was busy looking for Chela, her maid of honor, to fulfill their bouquet conspiracy. She would not remember her father’s parting words until later. I am your father, I will never abandon you.
Only now as a mother did she remember. Now, when she and Juan Pedrito sat by the creek’s edge..
· Unit Interface-User Interaction· Assignment Objectives Em.docxLynellBull52
· Unit: Interface-User Interaction
· Assignment Objectives: Employ appropriate tools and methods for simple, functional, and effective interfaces.
· Deliverable Length: Screenshot or functional application, and a Word document of 1-2 pages
Building on your initial user interface (UI) design mock-up of the organization’s program UI, the interface now needs to present more information to the user. Complete the following for this assignment:
· The interface should present information visually with icons or graphics and text regarding critical issues related to the system, such as the following:
· New orders
· Change in employee status
· Updated pictures
· New products or services offered
· You must add at least 5 critical issue UI design items to your interface. Remember to ensure that these are easily understood by users.
· Submit a screenshot in Word or another functional application.
· Describe the items that you added to your interface design. Be specific with your descriptions, and identify the particular design features along with an explanation of why they are added in the way that they were.
.
· The Victims’ Rights MovementWrite a 2 page paper. Address the.docxLynellBull52
· The Victims’ Rights Movement
Write a 2 page paper. Address the following in your paper:
· Explain how has the victims’ rights movement has affected the criminal justice system and the rights of offenders?
Include a title page and 3-5 references. Only one reference may be from the internet (not Wikipedia).
Paper 2
· Victim Selection
Write a 2 page paper. Address the following in your paper:
· Is the victim selection process different between team serial killers and those who work alone?
· Discuss any differences and or similarities as it relates to motives, methods, and offender history.
· Support your argument. Be sure to cite your resource(s), use APA style formatting.
Include a title page and 3-5 references. Only one reference may be from the internet (not Wikipedia
Paper 3
· Credit Card Crime
In a two to three page paper, please discuss the following: Assume a person accidentally picks up a credit card that is not theirs and uses the card in several instances.
Can the person be charged with multiple violations of a state statute that makes it a crime to "knowingly obtain, possess, use, or transfer a means of identification or financial information of another?" Why or why not? See State vs. Leyda, 138 P.3d 610 (Wash. 2006).
Make sure you format your paper and cite all sources used in this paper appropriately according to APA style guidelines.
.
· Question 1· · How does internal environmental analy.docxLynellBull52
· Question 1
·
·
How does internal environmental analysis help health care organizations sustain competitive advantage? As a health care leader, what are some of the key aspects that you will assess in conducting your own internal environmental analysis?
Question 2
· How does the “value chain” relate to health care organizations? What is the role of the value chain in the strategic planning process?
Question 3
· How can the value chain be used to identify organizational strengths and weaknesses in health care organizations?
· Question 4
·
Read the Perspective 4-3–LEAN Six Sigma on page 140 in your textbook Discuss the Ottawa Ankle Rules as an example of Six Sigma utilization. How was Six Sigma beneficial in this case example? Think about your own health care organization or one which you hope to lead. How might Six Sigma be utilized in your own facility, as our colleagues in Ottawa did a few years ago?
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Clarence_Eder_Biography_(Jan_2015) (1).pdf
BIOGRAPHY: CLARENCE L. EDER (January 2015)
Clarence Eder is a retired United States Air Force officer and is currently working as Principal Acquisition
Associate and Senior Systems Engineer for Quantech Services, Inc. in El Segundo, California. He leads a team
of systems engineers and acquisition professionals in the development of strategies and documents to start the
new Air Force Weather Systems Follow-On (WSF) program. Clarence has over 18 years of acquisitions,
engineering, and operational experience in space, intelligence, missile defense, and aircraft programs.
Clarence was raised in Honolulu, Hawaii. He graduated with a Mechanical Engineering degree from the
University of Hawaii and was commissioned into the Air Force in 1996. As a second lieutenant, he was
assigned to Wright-Patterson Air Force Base in Dayton, Ohio. He worked to improve Air Force flying training
systems, and then became a project manager to improve T-37 aircraft engines and A-10 aircraft engines.
In 1999, he was assigned to Space and Missiles Systems Center in Los Angeles, California. He worked as an
Acquisition Support manager to implement Department of Defense (DoD) processes and policies to major space
programs. As a captain, he became a Mission Integration Manager for launch vehicles. He led teams to
integrate Global Positioning System (GPS), weather, and intelligence satellites into the newly acquired $18.8B
Air Force rockets. He also worked Ground systems integration issues.
In 2003, he was assigned to the National Geospatial Intelligence Agency (NGA) in Reston, Virginia to be Chief
of Tactical Imagery Dissemination. He led a team to develop, test, and deploy a $17M imagery system. He
trained Navy Seals and Special Forces deployed worldwide to use the system. As a major, he became a
Contacting Officer Technical Representative (COTR) for the $2B Geoscout program, NG.
· Question 1Question 192 out of 2 pointsWhat file in the.docxLynellBull52
· Question 1Question 19
2 out of 2 points
What file in the etc/ directory contains user’s hashed password?
Selected Answer:
etc/shadow file
Correct Answer:
[None]
Response Feedback:
[None Given]
· Question 20
1 out of 2 points
What file and file-field are read by the finger command?
Selected Answer:
Passwd file, it reads user id info like user name phone number and so on
Correct Answer:
[None]
Response Feedback:
gecos field
· Question 21
0 out of 2 points
When a parent process dies, what happens to any child processes that are still running?
Selected Answer:
They Child Processes keep running
Correct Answer:
[None]
Response Feedback:
process becomes child of init
· Question 22
1 out of 2 points
What is the effect of the command: $ killall root (Where root is the root account of the system)
Selected Answer:
It canceles all the Processes that the user
Correct Answer:
[None]
Response Feedback:
shutdown
· Question 23
2 out of 2 points
List 4 shortcomings of root accounts.
Selected Answer:
1- Single Point of failure if compromised
2-The security model is not strong enough for a network
3-High security environments enforce rules that cannot be implemented with traditional UNIX
4- Since some rules are implemented in command code, modification requires rewrite and recompilation
5- Minimal support for auditing
Correct Answer:
[None]
Response Feedback:
[None Given]
· Question 24
1 out of 2 points
Write a BASH command that would force the OS into single-user mode.
Selected Answer:
Root should run the init command to change the run level using the letter s or the number 1 for example
Correct Answer:
[None]
Response Feedback:
telinit 1
· Question 25
0 out of 2 points
Explain when it would be necessary to use the non-rewinding interface file of any backup device.
Selected Answer:
To implement permanent changes to the backup device
Correct Answer:
[None]
Response Feedback:
Only if multiple dumps were being made to the same tape drive. Failure to use the non-rewind would cause successive dumps to overwrite each other.
· Question 26
2 out of 2 points
What BASH shell command can send any signal level to a running process?
Selected Answer:
Kill Command
Correct Answer:
[None]
Response Feedback:
[None Given]
· Question 27
2 out of 2 points
Which two inter-process signals cannot be caught or blocked?
Selected Answer:
Kill process
Stop Process
Correct Answer:
[None]
Response Feedback:
[None Given]
· Question 28
2 out of 2 points
What BASH shell utility allows you to monitor CPU and memory usage?
Selected Answer:
Network Monitoring: Netstat, nethogs, iptraf, iftop
Disk I/O: iotop
CPU/ memory: top, Ps, htop, atop
Correct Answer:
[None]
Response Feedback:
[None Given]
· Question 29
0 out of 2 points
In the file permission listing drwxr-xr-x, what is the file type?
Selected Answer:
.sh
Correct Answer:
[None]
Response Feedback:
directory
· .
· Question 15 out of 5 pointsWhen psychologists discuss .docxLynellBull52
· Question 1
5 out of 5 points
When psychologists discuss fear, anger, sadness, joy, surprise, disgust, and contempt, they are usually describing the:
Answer
Selected Answer:
b.
primary emotions
· Question 2
5 out of 5 points
Studies on sex differences in emotion have found that men are more likely to ruminate about _____________ thoughts whereas women are more likely to ruminate about ____________.
Answer
Selected Answer:
a.
anger; depression
· Question 3
5 out of 5 points
Positive emotions evoke more electrical activity in the __________, and negative emotions evoke more activity in the __________.
Answer
Selected Answer:
c.
left hemisphere; right hemisphere
· Question 4
5 out of 5 points
What limbic structure is a center for fear responses?
Answer
Selected Answer:
b.
amygdala
· Question 5
5 out of 5 points
Imagine that you have just discovered a space craft that landed in a remote field near your home. Fortunately, the aliens aboard the space craft share your language, but they do not know anything about how to interact appropriately within the cultural norms of North America. Using your knowledge of emotions and emotional expression, create a list of 5 important points to remember when expressing emotion in this culture.
Answer
Selected Answer:
Smiling Frequently is ok
Dont kiss other male friends if male (european countries)
shake hands before hugging
Arms length of space between people, it can be seen as hostile or uncomfortable otherwise
Public displays of affection are often more acceptable then in other cultures
· Question 6
0 out of 5 points
Cindy used to study with her friend Amanda but found that she had to quit studying with her because Amanda was always so hyper and anxious before taking tests. Cindy often felt anxious after the study sessions and was worried that this might have a negative influence on her test performance. Cindy was probably experiencing:
Answer
Selected Answer:
c.
catharsis.
· Question 7
5 out of 5 points
Social and cultural rules that regulate when, how, and where a person may express emotions are referred to as:
Answer
Selected Answer:
c.
display rules
· Question 8
5 out of 5 points
Why are polygraph tests considered invalid or unreliable?
Answer
Selected Answer:
d.
There is no pattern of physical arousal that is specific to lying and distinct from other types of arousal
· Question 9
5 out of 5 points
This term is the process by which the facial muscles send messages to the brain about the basic emotion being expressed.
Answer
Selected Answer:
c.
facial feedback
· Question 10
5 out of 5 points
___________, or how we explain events or behavior, affect our emotional responses.
Answer
Selected Answer:
a.
Attributions
· Question 11
0 out of 5 points
In one study, infants were put on a modified version of a visual cliff that is only moderately frightening because the cliff did not dr.
· Question 1 2 out of 2 pointsWhich of the following i.docxLynellBull52
· Question 1
2 out of 2 points
Which of the following is not considered a union unfair labor practice?
Answer
Selected Answer:
under a valid union-shop agreement, demanding the discharge of an employee who fails to pay union dues
· Question 2
2 out of 2 points
In recent years,
Answer
Selected Answer:
all of the above
· Question 3
0 out of 2 points
The first U.S. President ever to grant official recognition to federal government employees to bargain collectively was President
Answer
Selected Answer:
Nixon
· Question 4
0 out of 2 points
Recent media campaign ads by the Automobile Workers have contained the message
Answer
Selected Answer:
"America works best when we say, 'Union, Yes!' "
· Question 5
0 out of 2 points
Most of the local union's time is devoted to
Answer
Selected Answer:
negotiating labor agreements.
· Question 6
0 out of 2 points
Most members of the National Education Association
Answer
Selected Answer:
support right-to-work laws
· Question 7
0 out of 2 points
About 85 percent of the UAW's spending goes to
Answer
Selected Answer:
strike funds.
· Question 8
0 out of 2 points
As compared to the Teachers, many of the building trades are much
Answer
Selected Answer:
less active in research efforts.
· Question 9
0 out of 2 points
In 1970, an unprecedented federal sector eight-day strile was carried on by the employees of the
Answer
Selected Answer:
State Department
· Question 10
2 out of 2 points
The American Federation of Labor was originally entitled the
Answer
Selected Answer:
Federation of Organized Trades and Labor Unions
· Question 11
0 out of 2 points
Under Taft-Hartley, if management or labor wishes to terminate or modify an existing labor contract, it must give a
Answer
Selected Answer:
thrity-day notice to the other party.
· Question 12
0 out of 2 points
At present, the unionized percentage of all United States workers is approximately
Answer
Selected Answer:
33.4
· Question 13
0 out of 2 points
In 1993, the Retail, Wholesale and Department Store Union merged with the
Answer
Selected Answer:
Service Employees International Union.
· Question 14
0 out of 2 points
By 1917 some thrity states had introduced
Answer
Selected Answer:
antitrust laws for unions.
· Question 15
0 out of 2 points
Investigation of union misconduct under the Landrum-Griffin is the responsibility of the
Answer
Selected Answer:
Senate Subcommittee on Ethics.
· Question 16
0 out of 2 points
COPE is a part of the
Answer
Selected Answer:
Furriers.
· Question 17
0 out of 2 points
When it has found that employees have been unlawfully discharged for union activities, the NLRB has most frequently required
Answer
Selected Answer:
automatic union certification.
· Question 18
2 out of 2 points
Employ.
· Processed on 09-Dec-2014 901 PM CST · ID 488406360 · Word .docxLynellBull52
· Processed on 09-Dec-2014 9:01 PM CST
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http://www.isaca.org/Content/ContentGroups/Journal1/20023/The_IS_Audit_Process.htm
2
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paper text:
Running head: AUDITING INFORMATION SYSTEMS PROCESS Auditing information systems process Student’s Name University Affiliation Auditing information systems 2process Information systems are the livelihood of any huge business. As in past years, computer systems do not simply record transactions of business, but essentially drive the main business procedures of the enterprise. In such a situation, superior management and business managers do have worries concerning information systems. Auditing is a methodical process by which a proficient, independent person impartially obtains and assesses evidence concerning assertions about a financial entity or occasion for the reason of outlining an outlook about and reporting on the extent to which the contention matches to an acknowledged set of standards. Auditing of information systems is the administration controls assessment inside the communications of Information Technology. The obtained proof valuation is used to decide if systems of information are defensive assets, maintenance reliability of data, and also if they are efficiently operating in order to attain organization’s goals or objectives (Hoelzer, 2009). Auditing of Information Systems has become an essential part of business organization in both large and small business environments. This paper examines the preliminary points for carrying out and Information system audit and some of the, techniques, tools, guidelines and standards that can be employed to build, manage, and examine the review function. The Certified Information Systems Auditor (CISA) qualifications is recognized worldwide as a standard of accomplishment for those who assess, monitor, control and audit the information technology of an organization and business systems. Information Systems experts with a concern in information systems security, control and audit. At least five years of specialized information systems security, auditing and control work practice is necessary for certification. An audit contract should be present to evidently state the responsibility of the management, 2objectives for, and designation of authority to Information .
· Strengths Public Recognition of OrganizationOverall Positive P.docxLynellBull52
· Strengths Public Recognition of Organization
Overall Positive Perception of Organization
Established Integrity and Longevity of the Organizations
Continued success in saving lives and always willing to lend a helping hand
Weaknesses
Lack of Congruency of public and internal views
Commitment to service to the public overlooks the work environment of the employees that make these endeavors possible daily
Opportunities
Disaster relief is always a turning point for anyone’s perception of the organization especially when it hits close to home
Threats
Possibility of not being able to help someone due to lack in financial or physical resources
Understanding that it’s impossible to please everyone, there could be some bad experiences that are communicated to many tarnishing the positive perception of the brand
Strengths with Opportunities
Increasing amount of volunteers and assistance of employees on a continual basis in order to secure definite support in the face of a disaster
Weaknesses with Threats
Increase and expand awareness of employees concerns through surveys and group discussions in order to increase the morale of the organization.
Strengths with Threats
With understanding the necessity of all aspects of the organization needing to be congruent, implementing and ensuring that public and employees all hold the same values to be true simultaneously through continued efforts of the organization increasing the involvement of the employees in minor decision making abilities in order to feel as if the organization is less of a dictatorship and slightly reflective of a democracy
Weaknesses with Opportunities
Increasing awareness of the severity of a need for this organization in the country due to the lack of ability by the country alone
.
· Part I Key Case SummaryThis case discusses the Union Carbid.docxLynellBull52
· Part I: Key
Case Summary
This case discusses the Union Carbide gas leak that occurred in Bhopal, India in 1984. Over five thousand people were killed and hundreds of thousands were injured after water inadvertently mixed with methyl isocyanate (MIC) causing the release of a deadly gas. The plant in Bhopal was a pesticide production facility that served the increasing demand of India’s thriving farming industry. However, uncontrolled zoning allowed the plant to be built within close proximity to a densely populated region. While the plant was initially profitable, market changes negatively impacted revenue forcing budget cuts that led to the decay of maintenance and safety practices. There are several theories as to why the incident occurred such as a disgruntled employee’s maliciousness or an accidental contamination. Over several years, Union Carbide paid out hundreds of millions of dollars to the survivors and ultimately ceased to exist, while the community continues to struggle with the aftermath of the disaster.
Main Critical Issues (the list):
· India’s officials adopted careless zoning practices and allowed the construction of the plant near dense population.
· The proper safety procedures were not followed and the equipment was not being properly utilized as designed. UCIL managers placed a higher weight on cost cutting than on safety, resulting in the reduction of maintenance and safety practices.
· Union Carbide Corp. did not require frequent reporting from its subsidiary in India (UCIL), which allowed malpractices and unsafe systems in the Bhopal plant to go unnoticed.
· Union Carbide Corporation and UCIL had an ethical obligation to warn the surrounding community of potential dangers of living close to the pesticide plant
· If the case, the disgruntled employees action to sabotage the plant to take vengeance
· Employees and supervisors in the Bhopal plant did not follow numerous policies and routines that could have prevented the tragedy (e.g. acting upon the alarming increase in the tank pressure, instead of postponing it to after the tea break).
· The residents were not informed of what actions to take in the event of a toxic leak or accident.
· The employees did not use the emergency buses to evacuate surrounding residents.
·
Part II: Key
Stakeholders:
The following are the stakeholders in the case: The Union Carbide’s Corporation Stockholders, The Bhopal’s population, The Indian Government, The Bombay Stock Exchange, The Union Carbide’s workers from de Indian subsidiary “UCIL”. The workers from Union Carbide headquarter in Connecticut, The Board of Directors of Union Carbide Headquarter, and The Board of Directors from Union Carbide’s Indian subsidiary. The American and Indian lawyers. UCIL’s Executives. Carbides’ Scientifics. Indian Scientists and engineers. Indian Court Systems. Insurance company. Indian Public. Corrupts Physicians. Corrupts Court Officials. Bhopal Congress. Chemical Industry. Dow Chemical. The Activis.
· Perceptual process is a process through manager receive organize.docxLynellBull52
· Perceptual process is a process through manager receive organize and interpret information. According to this case, after Andrea decided quit this job, Sam chose Grant for the manager position from three candidates, even he is not very suitable for this position, because Sam strongly believes the manager have to be a full time based on previous customer experience(He believed that you can’t be a part time manager and that his customers would think Vibe was not a serious company if he appointed a part time manager for marketing and public relations-Sam Nguyen) Moreover Sam thought Grant could Increase himself-awareness to achieve demonstrate good relationship with customer.
· Job satisfaction is a collection of positive or negative felling that an individual holds toward their job. In this case, Andrea is a good example of having a negative felling of her job. ( Sam’s only criticism of her was that she seemed to live to work). Because Sam does not care about the employee satisfaction, Andrea can not get more spiritual benefit even get good salary. People may have different level of the job satisfaction. In this case, Andrea work long hours, she may feel very stressful, she is happy with cognitive job satisfaction, but not with the affective job satisfaction.
LIBRARY USE
lllillllllllllllll LA TROBE UNIVERSITY
3 2934 02374381 0
SEMESTER TWO EXAMINATION PERIOD
2010
student ID: Seat Number:
Unit Code: LST2LBA
Unit Name:
Paper Name:
Reading Time:
Writing Time:
Paper No: 1
Law of Business Association
Final
30 minutes
3 hours
No. of Pages (including cover sheet): 9
OFFICE USE ONLY (FACULTY/SCHOOL STAFF):
CAMPUS AW BE BU MI SH
Number
102
92
ALLOWABLE MATERIALS
Description
Open book, including electronic dictionary
Students may make notes during reading time (not on script books or multiple
choice answer sheets)
INSTRUCTIONS TO CANDIDATES
1. This examination Is in three parts:
i. Part A: This Is a set of 20 multiple choice questions, worth 1 mark each. You may tear off the
answer sheet at the back of the examination paper. Write your student number on the answer
sheet. Circle the appropriate letter for each question.
li. Part B: This comprises three questions worth 10 marks each. Answer all questions.
III. Part C: Answer ONE of the two questions In Part C. It Is worth 20 marks.
2. This examination is worth 70 marks, being 70% of the marks for the course.
This paper MUST NOT BE REMOVED from the examination venue
Part A
This Part of the examination consists of twenty (20) multiple choice questions, each worth
one (1) marlc. The suggested time for completion is fifty minutes; that is, two minutes and
thirty seconds for each question. Be very careftal not to spend too much time on this section.
Students should circle the most appropriate answer to each question in Part A on the Part A
answer sheet provided at the end of this examination paper. Y o u may tear the answer shee.
· Performance Critique Assignment· During the first month of.docxLynellBull52
This document outlines an assignment to write a performance critique of a theatrical production attended during the first month of class. Students are instructed to develop an argument about how the production choices reflected or failed to reflect the play's central message. They should explore specific scenic choices and argue whether they furthered audience understanding or made sense within the world created. The critique should be 4 pages, describe the production, develop a clear thesis, and provide specific examples to back up the argument.
· Please read the following article excerpt, and view the video cl.docxLynellBull52
· Please read the following article excerpt, and view the video clips below. Listen carefully in order to understand as much of the Spanish as you can, using the images and contextual clues to help you get a sense of the gist of the video content.
· Next, write a 200-word response in English to the issues raised. Make sure to address the following questions:
1. What is syncretism and how does it differ from the concept of the melting pot?
2. How is Latin America’s (specifically Brazil and Cuba) experience with racial and cultural mixture different from that of the U.S.?
3. Can you give a couple of examples of syncretism in your own culture or in the U.S.?
Article
SYNCRETISM AND ITS SYNONYMS: REFLECTIONS ON CULTURAL MIXTURE by CHARLES STEWART
(If you would like to read the article from which this excerpt was taken, you can find it in Doc Sharing.)
The subject matter of anthropology has gradually changed over the last twenty years. Nowadays ethnographers rarely search for a stable or original form of cultures; they are usually more concerned with revealing how local communities respond to historical change and global influences. The burgeoning literature on transnational flows of ideas, global institutions, and cultural mixture reflects this shift of attention. This increased awareness of cultural penetration has, furthermore, been instrumental in the critique of earlier conceptions of “culture” that cast it as too stable: bounded, and homogeneous to be useful in a world characterized by migrations (voluntary or forced), cheap travel, international marketing, and telecommunications… In this body of literature the word syncretism has begun to reappear alongside such related concepts as hybridization and creolization as a means of portraying the dynamics of global social developments.
My purpose in considering the history of syncretism up to the present is not to enforce a standard usage conformed to the domain of religion; nor is it my goal to promote syncretism to a position of primus inter pares in the company of all other terms for mixture. I see my approach instead as an attempt to illustrate historically that syncretism has an objectionable but nevertheless instructive past…
Current Discussions of Mixture
Cultures, if we still wish to retain this term (and I do), are porous; they are open to intermixture with other, different cultures and they are subject to historical change precisely on account of these influences. This has no doubt always been the case…
Cultural borrowing and interpenetration are today seen as part of the very nature of cultures… To phrase it more accurately, syncretism describes the process by which cultures constitute themselves at any given point in time. Today's hybridization will simply give way to tomorrow's hybridization, the form of which will be dictated by historical-political events and contingencies… As [Edward] Said expresses it: all cultures are involved in one another, none is simple and pure, all.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
· Gagnon, M. A., Jansen, K. J., & Michael, J. H. (2008). Employee .docx
1. · Gagnon, M. A., Jansen, K. J., & Michael, J. H. (2008).
Employee alignment with strategic change: A study of strategy-
supportive behavior among blue-collar employees. Journal of
Managerial Issues, 20(4), 425–443. (EBSCO AN:
http://libproxy.edmc.edu/login?url=http://search.ebscohost.com/
login
.aspx?direct=true&db=pbh&AN=36099317&site=ehost-live
JOURNAL OF MANAGERIAL ISSUES
Vol. XX Number 4 Winter 2008: 425-443
Employee Alignment with Strategic Change: A Study of
Strategy-supportive Behavior among Blue-collar Employees
Mark A. Gagnon
Director of Business Development
Bay Tree Technologies
Karen J. Jansen
Assistant Professor of Management
University of Virginia
Judd H. Michael
Associate Professor of Sustainable Enterprises
The Pennsylvania State University
It may not be surprising that poor organizational strategies
often fail, but research in strategy implementation demonstrates
that even good strategies fail during implementation (Bonoma,
1984; Huff and Reger, 1987; Wooldridge and Floyd, 1989).
Failure of a new strategy or a strategic innovation is often due
to the inability or resistance of individual employees to commit
to a strategy and adopt the necessary behaviors for
accomplishment of strategic objectives (e.g., Heracleous and
Barrett, 2001). Failures in this process of strategic commitment
lead to strategic misalignment, or individuals failing to engage
in behavior that supports the organi-zation’s strategic goals
2. (Boswell and
Boudreau, 2001). Because strategy implementation is
predominantly goal-directed (Barney, 1998) and teleological in
nature (Van de Ven and Poole, 1995), strategic misalignment
reflects the absence of goal-directed behavior.
The problem of strategic misalign-ment has a considerable
history in the management discipline and has been described
under numerous labels such as the problem of achieving
coordinated action, goal incongruence and non-alignment
(Barnard, 1938; Boswell et al., 2006; Labovitz and Ro-sansky,
1997; March and Simon, 1958). This body of research has
provided considerable insight into the challenges that impede
collective
(
(425)
)JOURNAL OF MANAGERIAL ISSUES Vol. XX Number 4
Winter 2008
(
426
E
MPLOYEE
A
LIGNMENT WITH
S
TRATEGIC
C
HANGE
)alignment with strategies. However, little is understood about
the mechanisms by which individuals come to be aligned with
strategies.
The purpose of this study is to understand the antecedents of
alignment by examining the role an indi-vidual’s strategic
knowledge and commitment play in subsequent engagement in
3. strategy-supportive behavior. Strategic knowledge represents an
individual’s global understanding of a strategy being pursued by
his or her organization; individuals who agree with statements
such as “I understand what strategy X is all about”are
demonstrating strategic knowledge as we define it. We propose
that strategic knowledge and several individual characteristics
influence strategic commitment, which we define as an
individual’s willingness to support a strategy. Three questions
guided our research: (1) how does individual knowledge of the
organization’s strategy influence commitment to the strategy,
(2) what additional antecedents contribute to strategic
commitment, and (3) does strategic commitment predict
strategy-supportive behavior? For this research we adopt a
definition of strategy that reflects what many multi-unit
manufacturing firms would call an operating strategy. For
example, this definition would include strategic initiatives that
are somewhat narrow in scope and yet help to guide the
operating units within an organization.
We believe our research contributes to management scholarship
in several ways. First, we explore a subcomponent of
generalized commitment, namely commitment to a particular
strategic initiative (cf. Jansen, 2004; Neubert and Cady, 2001).
Such a focus seems especially relevant today, given the
increasingly short-term
bonds between individuals and organizations (Rousseau, 1997).
Second, the framework proposed broadens the strategic
perspective to include individual actors rather than focus on the
organizational level and associated outcomes. Similar strategy-
individual linkages have led to breakthroughs in strategic
human resource management (Barney and Wright, 1998; Schuler
and Jackson, 1987; Wright and Snell, 1998) and the upper
echelons perspective (Finkelstein and Hambrick, 1996;
Hambrick and Mason, 1984). Third, we test the theory in a lean
transformation setting, providing greater contextual insight into
how commitment to a strategy may be facilitated and its ability
4. to predict strategy-specific behavior. We chose to study an
organization that was adopting a strategy built on lean
manufacturing in large part because a successful lean strategy
necessitates both understanding and involvement from
production employees (e.g., Mehta and Shah, 2005). Finally,
results provide important managerial implications regarding
design, training and communication issues associated with
strategic change processes.
(
JOURNAL OF MANAGERIAL ISSUES Vol. XX Number 4
Winter
2008
)Achieving Strategic Alignment
Individuals are strategically aligned when their behaviors
correspond with their organization’s strategy. For example, an
organization may require its members to support an intensive
customer service strategy by engaging in what we term
“strategic supportive behaviors.”In this instance, an employee
who is strategically aligned will engage in behaviors that
proactively reach out to customers (e.g., courtesy calling,
promptly responding to requests, detecting/
GAGNON, JANSEN AND MICHAEL 427
preventing future problems). Similar to management by
objective (Drucker, 1954), strategic alignment requires
individuals within an organization to behave in a contributory
manner in order to support the strategic goals of the
organization.
The term strategic alignment has recently been used to describe
individual strategic contributory behavior in both academic
(e.g., Wooldridge and Floyd, 1989; Boswell and Boudreau,
2001) and practitioner (Labovitz and Rosansky, 1997) contexts.
However, the problem of individuals being misaligned with
organizational strategies (i.e., not behaving to support a
strategy or objective) has an extensive history in management
5. science. Barnard (1938) highlighted the need for organizational
member contribution to higher-order organizational goals. In
their classic text Organizations, March and Simon (1958)
discuss the need for employees to contribute to the goals of the
firm. Drucker (1954) augmented these works by developing
management by objective. Management by objective established
a hierarchy of objectives for employees within an organization
with the ultimate purpose being the strategic goals of the
organization. The balanced scorecard approach (Kaplan and
Norton, 1992) is perhaps the most recent conceptualization of
management by objective and involves more metrics. A common
theme to all these approaches is the need for employees to
behaviorally contribute in order to support organizational
strategies. Overall, these works highlight the challenge of
ensuring that employees engage in strategically supportive
behaviors.
Commitment within Organizations
(
JOURNAL OF MANAGERIAL ISSUES Vol. XX Number 4
Winter
2008
)Commitment research provides insight into the challenge of
aligning people with organizational strategies. The commitment
literature offers an extensive inventory of studies that
demonstrate relationships between organizational commitment,
work attitudes and behavioral outcomes (Meyer et al., 2002).
Mowday, Porter and Steers (1982) define organizational
commitment as an individual’s attachment and willingness to
support his or her organization. Although the concept of
organizational commitment has demonstrated its utility for
explaining organizational phenomena, several researchers have
unpacked the concept of commitment to include additional
dimensions such as intensity and focus.
O’Reilly and Chatman (1986) drew upon Kelman’s (1958) work
to explain the varying levels of commitment intensity within
6. individuals. Becker and colleagues advanced the argument by
asserting that unpacking commitment involves two major
dimensions, the basis of commitment and the foci of
commitment. Basis represented the individual intensity of
affiliation and foci represented the object to which individuals
commit (Becker, 1992; Becker and Billings, 1993). Our review
is limited to foci of commitment since our work focuses on
application of the commitment to organizational strategy.
However, we see a need for future research that investigates the
intensity to which individuals commit to various objects.
Several authors have argued that individuals within an
organizational context suffer from competing commitments,
which has implications for overall organizational commitment
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)(Becker, 1992; Reichers, 1985). For example, if organizational
commitment is a multifaceted phenomena, then facets (e.g., peer
group commitment, role commitment) that compose
organizational commitment could interact in certain ways to
alter overall organizational commitment depending on certain
contexts. A considerable number of commitment types based on
varying foci have been identified in the organizational literature
(Becker and Billings, 1993; Bridges and Harrison, 2003;
Neubert and Cady, 2001; Reichers, 1985).
Exploring more specific forms of commitment such as goal and
program commitment provides additional understanding into the
problem of strategic misalignment. Locke, Latham and Erez
7. (1988) defined goal commitment as an individual’s at-tachment
and determination to reach a goal. Goal commitment research in
organizations has been conducted primarily on work group and
unit level goals (Locke and Latham, 1990). Goal commitment
has been identified as a necessary component of goal
achievement (Locke et al., 1988), which presumes goal
supportive behavior. Since strategy is primarily goal directed, it
is likely that the concept of goal commitment can be extended
to encompass strategic goals.
A concept similar to goal commitment is program commitment.
Program commitment is an individual’s attachment to an
organizational program (Neubert and Cady, 2001). Program
commitment is focused on the specific scope for an
organizational program that may, or may not, be strategic in
nature. For example, a program could be non-strategic such as a
“keep your work area clean”pro-gram or strategic such as
meeting ISO
9000 quality standards. Program commitment has been linked to
program supportive behavior and attitudes (Neubert and Cady,
2001). Drawing from the logics of goal and program
commitment, one can argue that the focus of commitment can be
applied to an organizational strategy.
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)Wooldridge and Floyd (1989) and Noble and Mokwa (1999)
have introduced the concept of strategic commitment.
Wooldridge and Floyd (1989) mention the need for managers to
be strategically committed, but go no further than highlighting
the need for strategic commitment. Noble and Mokwa (1999)
operation-alized the concept of strategic commitment by
examining middle managers’ commitment to a marketing
strategy and found that managers’ self-reported commitment to
their or-ganization’s marketing strategies was correlated with
8. role performance. Noble and Mokwa’s (1999) work is indeed
helpful, as it appears to be the first work to empirically examine
employee commitment to a strategy and associated outcomes. In
summary, the studies above reveal opportunities to focus the
concept of commitment on strategic phenomena and evaluate the
impact of potential antecedents and outcomes in additional
contexts.
Knowledge within Organizations
Numerous definitions have been offered for conceptualizing
knowledge within an organizational context. However, a widely
agreed upon understanding of knowledge within organizational
settings is problematic (Nonaka and Takeuchi, 1995). The
challenge is exacerbated when one seeks to define individual
knowledge of organizational strategy. We have
GAGNON, JANSEN AND MICHAEL 429
chosen to view strategic knowledge as individuals’ global
understanding of their organization’s strategy. Our knowledge
definition contains both explicit and tacit aspects. The explicit
aspect of strategic knowledge is certain facts that are easily
transferable to organizational members (Polanyi, 1967).
Examples of explicit strategic knowledge include production
targets and documented work procedures. The tacit aspect of
knowledge requires the individual to personalize knowledge
(Polanyi, 1967), meaning that individuals form their own
linkages based on what they know and have experienced. Tacit
knowledge is described as being difficult to explain or separate
from context (Nonaka and Takeuchi, 1995; Polanyi, 1967) and
plays a key role in decision-making processes in top
management teams (Brockman and Anthony, 1998). Both these
aspects of strategic knowledge allow individuals to make sense
of their social context and frame their behavior to interact with
the environment.
Generally, the strategic implementation process requires
establishing a common body of strategic knowledge. This has
9. been termed by some as sensemaking (Weick, 1995), sen-
segiving (Gioia and Chittipeddi, 1991) and line-of-sight
(Boswell and Boudreau, 2001). We argue that strategic
knowledge is a necessary precondition for effectively
committing to the organization’s strategic goals. Individuals
must possess a global understanding of their organization’s
strategy that is similar to those who created the strategy. An
organization high in aggregate individual strategic knowledge
will have a shared interpretation among its members as to the
nature of the strategy, its goals,
and how each member can contribute to accomplishing the
goals.
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)Labovitz and Rosansky (1997) and Wooldridge and Floyd
(1989) appear to be the first to mention the role of strategic
knowledge for supporting employee strategic alignment.
Labovitz and Rosansky (1997) offer a series of practitioner
accounts of how firms such as Fed-Ex have achieved strategic
alignment with employees and have reaped the rewards of high
performance. Wooldridge and Floyd (1989) argue that the role
of the manager is to facilitate strategic understanding in order
to help reinforce employee commitment. Further, they extend
the idea that strategic knowledge needs to be explored at lower
levels within the organization. However, neither of these works
empirically examines how individual strategic knowledge
contributes to strategic alignment within organizations.
More recently, Boswell and Boudreau (2001) introduced the
concept of line-of-sight, a combination of employees’ strategic
understanding and knowing how to behaviorally contribute to
their organization’s strategy. In a hospital setting with clerical
workers, they found that individual knowledge of the
organization’s strategy was related to strategically congruent
10. behavior (i.e., behaviors supportive of the strategy). Another
recent exploratory study in a health maintenance organization
examined the role of a communication program for developing
individual knowledge of strategic goals (Enriquez et al., 2001).
The study found a relationship between high personal
involvement in achieving strategic goals and high knowledge of
the organization’s goals. In addition, respondents demonstrated
better strategic knowledge
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)after a strategic goal communication program. However, this
work did not examine subsequent employee attitudes and
behavior. Finally, Pappas and colleagues (2004) studied middle-
manager strategic knowledge and social network characteristics.
They found that both middle-manager strategic knowledge and
network position characteristics were important factors
determining strategically congruent behavior (e.g.,
championing, facilitating, synthesizing and implementing).
A Commitment-based Framework for Strategic Alignment
Combined, the studies reviewed indicate that further evaluation
of the concept of commitment to organizational strategy is
likely to provide new insight. Initial evidence suggests that
strategic commitment can be developed within organizations
and has the potential to contribute to strategic alignment. In our
study, we examine the popular initiative of transforming to lean
manufacturing. In addition, we build on past commitment
research by further exploring the process by which knowledge
11. of a strategy influences commitment to the strategy. Our
proposed model is illustrated in Figure I and explicated in
greater detail below.
Strategic Knowledge —~ Strategic Commitment
Strategic knowledge works as the raw material for individuals’
judgments about their organization’s strategy. Cognitive theory
indicates that knowledge serves as the medium for the formation
and maintenance of schemas. Schemas are cognitive structures
that individuals create and
use to make order of the world. Increased knowledge helps
make sche-mas more content rich (Fiske and Taylor, 1991; Lord
and Foti, 1986). The more knowledge individuals possess about
a strategy the better the quality of their schemas about the
strategy.
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)This is especially the case with a lean manufacturing initiative,
which mandates that employees have a clear understanding of
its benefits and core principles, are empowered with more
decision-making abilities, and are engaged in cross-training
(Mehta and Shah, 2005; Womack and Jones, 1996). We refer to
this type of strategic knowledge as requisite knowledge, where
employees have access to the widest variety of strategy-
supportive information relevant to the initiative (Nonaka and
Takeuchi, 1995). There are several types of strategic initiatives
that require such requisite knowledge, including six sigma, total
quality management, and balanced scorecard (e.g., Buch and
Tolentino, 2006; Choo et al., 2007; Kaplan and Norton, 1992).
We recognize that not all knowledge gained about a strategy
will uni-laterally lead to commitment. In fact, there are likely to
be circumstances where increased knowledge about a strategic
initiative leads to a decrease in commitment, such as when that
knowledge is perceived to have negative implications for the
12. company or its employees. We therefore bound our prediction
about the relationship with knowledge and commitment to
requisite knowledge, such as that described above. Thus,
knowledge becomes the means by which individuals gain a
greater understanding of the strategic initiative. We therefore
predict that individuals who possess
GAGNON, JANSEN AND MICHAEL 431
Figure I
A Model of Strategic Commitment Predicting Strategically-
aligned Behavior
(
Strategic Knowledge
) (
H1: +
)
(
Openness To
Experience
) (
H2a: +
H2b: +
) (
Strategic
Commitment
) (
Perceived
Company
Trust
) (
H3: +
)Alignment: Strategic Supportive Behavior
(
H2c: +
13. ) (
Company Tenure
)
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)more strategic knowledge are more likely to commit to a
strategy.
Hypothesis 1: Requisite knowledge about a strategic change
initiative will positively predict strategic commitment.
In keeping with the more traditional commitment literature, we
ex-pect that certain individual characteristics will influence the
likelihood of becoming committed to a particular strategic
initiative. After reviewing recent research on commitment and
strategic change, we focus on three such antecedents in the
present study: openness to experience, perceived organizational
trust, and or-
ganizational tenure. First, individual openness to experience is
argued to be positively related to strategic commitment.
Individuals who are open to experience tend to be broadminded,
curious, learning-oriented and willing to face new challenges
(Barrick and Mount, 1991). Lepine, Colquitt and Erez (2000)
found that individuals who were open to experience were better
able to deal with changing rules in a decision-making
simulation. Therefore, we argue that individuals high in
openness to experience will be better able to commit to a
strategic change since most
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)strategies involve setting new objectives and learning new
means to accomplish the objectives.
Hypothesis 2a: Openness to experience will be positively
related to strategic commitment.
Employee trust in their leaders and organizations has been
shown to have a positive relationship with organizational
commitment and desired work attitudes (Dirks and Ferrin, 2001;
Costigan et al., 1998). Trust is defined as an individual’s
willingness to be vulnerable to another in exchange for a
mutually beneficial outcome (Dirks and Ferrin, 2002). Trust has
the ability to increase over time as a result of past successful
trust-based investments. If employees have experienced success
with past strategic initiatives, it has likely facilitated higher
trust in the leaders responsible for those initiatives.
Subsequently, new initiatives are likely to garner commitment
due to those prior experiences.
The importance of trust would seem to be especially relevant
for hourly employees faced with a new strategy. Blue-collar
workers are known to be different from white collar employees
on a number of facets (e.g., Tierney and Farmer, 2002), not the
least of which is their education level related to business topics.
Whereas white-collar professionals may have had education or
training that allows them to use their own judgment with
regards to a strategic initiative, blue-collar workers in a typical
manufacturing environment are likely to have had neither.
These persons have a more limited set of information sources
upon which to rely when forming their attitudes about a given
strategy. Therefore, trust in the organization’s leaders becomes
a
proxy for supporting the strategic initiative and building
15. commitment.
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)Hypothesis 2b: Perceived organizational trust will be positively
related to strategic commitment.
Tenure represents a structural aspect of individuals’
involvement with their organization, capturing the degree of
embeddedness an individual has within an organization’s
structure. Mitchell and colleagues (2001) found that individual
embeddedness within an organization was positively related to
organizational commitment. However, strategic commitment
differs from organizational commitment in that it has more to
do with supporting change. Highly tenured individuals are
likely to embody the very rituals and routines that help define
the structure of the organization. We argue this to be especially
true given a union context where additional incentives are
provided to tenured employees. As a result, we propose that
organizational tenure will be negatively related to strategic
commitment since individuals who have been in the
organization longer are likely to be more committed to the
status quo.
Hypothesis 2c: Organizational tenure will be negatively related
to strategic commitment.
Strategic Commitment —~ Strategic Alignment
As mentioned earlier, several studies within the organizational
commitment literature have demonstrated associated behavioral
outcomes with commitment (Meyer et al., 2002; Mowday et al.,
1982). Following the same logic used with other commitment-
behavior relationships, we predict that individuals who are
committed to a strategy will be more likely to
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)behave in a strategically supportive manner (i.e., have
alignment with the lean strategy).
The theoretical underpinnings of the relationship between
commitment and commitment-congruent behavior are likely to
be a combination of affect and cognition. Affective events
theory (Weiss and Cropan-zano, 1996) provides support for the
emotive linkages between commitment and commitment-
congruent behavior. Affective events theory asserts that a
precipitating work event will trigger emotional and cognitive
processing within individuals; this processing is termed an
affective reaction. The individual’s affective reaction is an
induced state (usually viewed as positive or negative) that acts
to frame attitudes and behavior. We theorize that during a
strategic change, individual affective reactions influence
strategic commitment, which ultimately impacts individual
engagement in strategy-supportive behaviors.
Examining the cognitive aspect of the relationship between
commitment and commitment-congruent behavior, cognitive
consistency theory indicates that individuals will reinforce their
existing beliefs with congruent behavior (Fiske and Taylor,
1991). A specific example is that of cognitive dissonance
theory. Cognitive dissonance theory asserts that in-dividuals
will behave in a manner that supports their attitudes and beliefs
to avoid the dissonance (negative stimulation) that is caused by
an inconsistency between opposed beliefs and behavior
(Festinger, 1957). Therefore, both affective and cognitive
theories suggest that individuals who commit to a strategy are
likely to be predisposed to behaviorally support their
commitment. We thus opera-
tionalize an individual’s alignment by measuring the degree to
17. which their behavior supports the lean strategy.
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)Hypothesis 3: Strategic commitment will be positively related
to engagement in strategy-supportive behavior.
METHODS
Sample and Organizational Context
Longitudinal survey data were collected at two points in time
approximately one year apart from production employees in
three plants of a manufacturing organization in the mid-Atlantic
region of the United States. The organization was a relatively
large, unionized manufacturer of semi-custom kitchen cabinets.
Two of the manufacturing facilities were located in a rural
industrial park, while the other was located several hours away
at the outskirts of a large urban area. The operations were
structured such that the primary raw material (e.g., rough
lumber) would receive primary processing in one plant, which
would then transfer the semi-finished goods for further
processing, finishing, and assembly at the other locations.
The organization chosen was ideal for evaluating employee
knowledge and commitment to an organizational strategy since
the manufacturer had recently begun the implementation of an
organizational-wide lean manufacturing strategy. Lean
manufacturing is a strategy requiring significant employee
involvement to change from traditional mass manufacturing to
just-in-time manufacturing, and requires employees to adopt a
series of lean-congruent behaviors. Specifically, employees
must change their behavior and thinking to successfully
contribute to a lean system. Examples of lean-congruent behav-
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)iors are reducing waste at workstations and taking proactive
actions to improve quality and workflow (Allen et al., 2001;
Hunter et al., 2004; Ohno, 1988; Womack and Jones, 1996).
Management and union leaders had established urgency (Kotter,
1996) by communicating to hourly workers the necessity of this
strategy in order to reduce costs and lead-time, increase quality,
and remain competitive with overseas manufacturers. Thus, the
lean manufacturing strategy was highly relevant to the workers,
an important element for generating buy-in and facilitating
behavior change.
Data Collection
The employee questionnaire was reviewed by an expert panel
and pretested at a similar manufacturing organization. The first
employee questionnaire (Time 1) was administered at one plant,
with 162 out of 167 production employees responding (97%).
The second survey (Time 2) was administered one year later at
three plants within the organization, with 692 of 723 employees
responding (95.7%). A year was chosen be-tween data
collections to allow for sufficient achievement of strategic
transformation goals and to better suit our client’s production
cycle. In both cases, employees completed the surveys during
their work shift in groups of approximately 50 employees. The
surveys were administered in lunch or break rooms with no
supervisory or management personnel present. The researchers
took great care to reassure respondents of confidentiality and
promptly removed completed surveys from the premises.
To match the data across time periods, employees were asked to
provide either their name or employee
number on a tear-away sheet. They were assured that all
19. identifying information would be separated from their responses
and eliminated from the data once matching was complete. To
reduce single-source bias, tenure information was obtained from
the company’s human resource database and strategic
supportive be-havior was rated by the immediate supervisor at
Time 2. Because the Time
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)1 data were limited to one plant, the matched sample across
Times 1 and
2 was 99 employees (60.7% of total Time 1 respondents) used to
test Hypotheses 1 and 2. Fifty-five percent of the matched
sample was female and 79.2% had completed high school. The
mean company tenure was 5.6 years and the average employee
age was 40.8 years. The larger Time 2 sample was matched with
supervisor data to test Hypothesis 3, resulting in 555 employees
(80% of total Time 2 respondents). Fifty-six percent of this
sample was female and 78.8% had completed high school. The
mean company tenure was 6.5 years and the average employee
age was 41.6 years.
Measures
Dependent Variables. The engagement in strategy-supportive
behavior scale was built in line with Boswell and Boudreau’s
(2001) line-of-sight action scale, but modified using input from
upper- and plant-level management at the company to highlight
behaviors specifically relevant to supporting a lean initiative.
This variable was measured at Time 2 by asking immediate
supervisors to rate subordinates using four items on a five-point
agreement scale (a = 0.83). Supervisor ratings were used to
reduce single-source bias and to help mitigate social
desirability. Sample items from
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20. AGNON
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435
)the scale include, “This employee continues to look for new
ways to improve the effectiveness of his or her work.”and “This
employee encourages others to try new and more effective ways
of doing their jobs.”The four items used in this scale were
developed from interviews with com-pany management and
were based on their opinions of behaviors the hourly workers
should engage in to support the lean strategy. The items were
also reviewed with a sample of production supervisors prior to
inclusion in the survey.
Strategic commitment served as both a dependent variable for
the 99 employees who completed both Time 1 and Time 2
surveys, and as an independent variable predicting behaviors of
the 555 employees who were rated by their supervisors. This
variable was measured at Time 2 using a modified version of
Neubert and Cady’s (2001) six-item program commitment scale
(a = 0.86). Item wording was changed to describe commitment
to the lean manufacturing strategy rather than general program
commitment. A sample item is “I am convinced that we need the
lean
transformation here at company Y.”Items were measured on a
five-point
agreement scale.
Independent Variables. Four independent measures were
collected at Time 1. Strategic knowledge measures an
individual’s knowledge about his or her organization’s strategy
by asking factual questions about the strategy. This scale was
modeled from the line-of-sight knowledge scale developed by
Boswell and Boudreau (2001) using input from interviews with
plant managers and company documents to develop strategy-
specific items. Strategic knowledge was measured with six
21. items on a seven-
point agreement scale (a = 0.74). A sample item from the scale
is “Lean manufacturing is about reducing sev-
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)eral forms of waste.”Openness to experience was meas-
ured using a standardized scale (International Personality Item
Pool, 2001) of ten items on a five-point agreement scale (a =
0.77). Perceived organizational trust was measured using a four-
item measure adapted from Robinson (1996) on a seven-point
agreement scale (a = 0.89). Company tenure was collected from
the participating company’s human resource database.
RESULTS
A summary of descriptive statistics and correlations among the
variables in our study are provided in Table 1. We examined the
relationships between strategic commitment, its antecedents,
and the outcome of strategic supportive behavior using AMOS
5.0 structural equation modeling software (Arbuckle, 2003).
The aggregate evaluation of model fit statistics indicates that
the model is indeed a plausible representation of the proposed
relationships. First, the model chi-square is low (x2 = 36.8, df =
10). Acceptable models will have a chi-square statistic that is
close to zero and non-significant (Maruy-ama, 1997). However,
most structural equation models will have significant chi-
squares, especially if the models have a large sample size. In
addition, the confirmatory fit index (CFI = 0.99) and the
normative fit index (NFI = 0.99) demonstrated acceptable fit
values that were above 0.95 (Bentler, 1990). The CFI and NFI
indices are more suitable for larger size samples and are not
affected by sample size as much as the chi-square sta-
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)Figure II
Structural Equation Modeling Results of Strategic Alignment
Frameworka
(
Company Tenure
) (
Strategic Knowledge
) (
H1:
R
= 0.51*
) (
R
2
= 0.02*
) (
Alignment:
Strategic Supportive Behavior
) (
Openness To
Experience
) (
R
= 0.05
) (
H2a:
) (
R
23. 2
= 0.29*
) (
H2b:
) (
Strategic
Commitment
) (
R
= 0.15*
) (
Perceived
Company
Trust
) (
H2c:
R
= 0.01
) (
Time 1 and 2 N = 99
) (
H3:
R
= 0.12*
) (
Time 2
) (
N = 555
)aUnsupported relationships are depicted in lighter font.
*Significant at p < 0.05.
tistic. Finally, the root mean square error of approximation
(RMSEA = 0.07) indicated that the model also demonstrated
acceptable fit (Steiger, 1998). In summary, the model fit results
indicated a sufficient match be-tween the proposed relationships
and
24. the observed relationships within the data.
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)The strategic alignment framework with standardized path
coefficients is presented in Figure II. Beginning at the far left,
strategic knowledge positively contributes to strategic commit
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AGNON
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) (
437
) (
3.50 0.69 .13* --
) (
3.53 0.56 .16 .22* .32* --
) (
3.23
0.76
--
) (
11.72 12.04 -.11 -.04 -.03 -.32* .03 --
) (
5. 1 2
0.87
.25*
.53*
--
) (
25. 4.63
1.11
.09
.33*
.29*
.04
--
) (
a
N
= 99 for Time 1 antecedents, N = 555 for Time 2.
b
Items
were measured on a five-point scale unless noted otherwise.
*p < 0.05.
) (
Table 1
Descriptive Statistics and
Correlations
a
) (
Variable
Mean
s.d
. 1 2 3 4 5 6
) (
1 .
Engagement in Lean
Behaviors
b
(Time 2, supervisor-rated)
) (
6. Organizational Tenure
(Time 1, in years)
) (
26. Strategic Knowledge (Time 1, seven-point scale)
) (
5. Perceived Organizational Trust
(Time 1, seven-point scale)
) (
2. Strategic Commitment (Time 2)
) (
Openness to Experience (Time 1)
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)
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)ment, supporting Hypothesis 1. We found mixed results for
Hypothesis 2. Openness to experience and company tenure were
not significantly related to strategic commitment. However,
perceived trust was significant and positively related to
strategic commitment as hypothesized. Thus, Hypothesis 2b was
supported and 2a and 2c were not. Finally, the relationship
between strategic commitment and engagement in strategic
supportive behavior was positive and significant, supporting
Hypothesis 3.
DISCUSSION
This study has added to the literature on strategy
implementation in several ways. While past works have
27. investigated commitment and implementation in middle-
management (Noble and Mokwa, 1999) and upper-echelons
contexts such as strategic decision-making teams (Dooley and
Fryxell, 1999) and “strategic consen-sus”(Lindman et al., 2001),
we have applied some of the same issues to the bottom of the
organizational pyramid. Our results reinforce that strategic
knowledge is indeed important (Boswell et al., 2006), and
emphasize the role it plays in fostering individual strategic
commitment. Our findings also demonstrate that the concept of
strategic commitment has utility for addressing the problem of
strategic misalignment. The results suggest that strategically
committed individuals are predisposed to engage in strategic-
supportive behavior, and that development of individual
commitment to strategic initiatives is likely to assist the
enactment of strategic transformation. Finally, our research
follows in the footsteps of strategic human resources research
(e.g., Wright and Snell, 1998) and of the
upper-echelons perspective (e.g., Hambrick and Mason, 1984)
by spanning micro-level individual behavior and macro-level
strategy.
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)Our results provide evidence that individual trust for the
organization positively influences strategic commitment.
Leadership research suggests that supervisors are a central
contributor to positive employee work attitudes (Dirks and
Ferrin, 2002). However, more investigation is needed to
determine whether trust in organizational leaders only acts as a
proxy when knowledge is lacking or if it is necessary for
commitment. Similarly, it is possible that strategic knowledge
mediates the relationship between individual characteristics
(e.g., openness to experience) and commitment. We were not
able to test this causal link in our structural model given the
28. survey timing. Future research examining the temporal links
between knowledge, trust, and commitment may offer further
insight into the dynamics of strategic commitment formation.
Openness to experience and tenure were not significant
predictors of strategic commitment in this study, perhaps due to
the small matched sample. However, the small negative
correlation between tenure and strategic commitment lends
preliminary support for Hypothesis 2c. In the context studied
we knew that long-term employees were less than enthused
about the lean changes because they thought it would disrupt
the status quo to which they had become accustomed. Other
individual differences such as positive affectivity or
agreeableness may have an impact on strategic commitment.
Future research in this vein can address the question of whether
certain individual characteristics are more strategically neces-
GAGNON, JANSEN AND MICHAEL 439
sary than others for fostering strategic alignment.
Another potential limitation to our study is that in working with
blue-collar employees, we may have introduced threats to
validity, such as appropriate comprehension of survey items and
social desirability responses. We were careful to pretest items
with a similar group of workers, and we were careful to provide
a nonthreatening setting for employees. However, it is possible
that blue-collar samples differ from white-collar samples in
either measurement or substantive ways. We were careful to
bound our theory development around the change context we
were exploring, but additional research is needed to determine
the extent to which trust and knowledge are strategy- or sample-
specific.
Implications for Practice
Practitioners are likely to benefit by developing strategic
knowledge and commitment with their employees. Our research
suggests that managers seeking to improve employee strategic
alignment should increase levels of both strategic knowledge
29. and trust within the workforce. As mentioned earlier, it is likely
that other antecedents will also influence strategic commitment;
the role of leadership for facilitating employee trust is one
obvious source (Costigan et al., 2004; Dirks and Ferrin, 2002).
Managers can also improve employee strategic commitment by
providing employees with strategic knowledge via both oral
(e.g., team meetings) and written forms. In this organization and
for this strategy, there was substantial effort made to
communicate in both
forms (e.g., bi-weekly newsletters, team meetings).
(
JOURNAL OF MANAGERIAL ISSUES Vol. XX Number 4
Winter
2008
)Managers would be well advised to consider the critical role of
human capital during strategic change program design and
implementation (e.g., Hitt et al., 2007). During the strategy
design stage training programs and communication plans should
be established to facilitate knowledge and commitment. A
training program providing knowledge about the strategy can
develop positive employee attitudes such as strategic
commitment. In tandem with training is the implementation of a
sound change communication program that deals with employee
misperceptions and opens a dialogue between management and
employees. Open communication with employees during a
strategic change is likely to develop trust and commitment that
will lead to strategically aligned behavior.
Examining the behavioral linkage with strategic commitment
demonstrates promise for improving individual alignment with
strategy. In aggregate, improved individual strategic alignment
is likely to lead to improved strategic implementation. Overall,
if conditions can be influenced to improve individual
commitment and facilitate strategically congruent behavior,
great progress can be made to mitigate the problem of strategic
misalignment. In summary, managers and organizational
30. scientists will benefit from facilitating and investigating the
linkages between individual psychology and organizational
strategy. By juxtaposing these concepts, a critical element will
be brought forth to address the problem of strategic failure—the
individual.
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introduction
Modern-day management gurus have attempted to reveal sources
of sustainable competitive advantage by studying organizations
who are top performers. For example, in the book called The
Winning Streak, Goldsmith and Clutterbuck (1984) undertook
extensive analysis of 23 top producing UK companies. By 1996,
only two of these 23 companies, Marks & Spencer and
Sainsbury, remained in the top ten of their respective industries,
40 per cent of the sample were experiencing major difficulties,
and another 30 per cent had been the subject of takeovers. Many
of the companies studied by Peters and Waterman (1982) in In
Search of Excellence have similarly fallen victim to competitive
38. forces, relegating them to the status of "weakened" or
"troubled". In Pascale's (1990) Managing on the Edge, five
years after publication, two-thirds of the "excellent" companies
had lost this billing. As academics and practitioners alike search
for root causes, the one thing that we can conclude is that many
have experienced difficulty navigating the strategy continuum,
particularly converting plans into action on a sustained basis
(Mintzberg, 1994). Our interest in this article is to address these
issues by defining behavioral structures for strategy
implementation, particularly as it concerns service applications.
This article highlights the outcomes of two recent studies done
by the authors that involved over 600 organizations. In it, we
discuss the derivation and sustainment of context-specific
behaviors to support strategy implementation. These
investigations were based on our desire to define structures for
the implementation of strategy that focus on the relationships
between marketing actions, employee behaviors, and the
competitive environment.
Traditional strategic planning is no longer a panacea
It is important to understand why organizations have failed in
attempts to develop sustainable implementation contexts. For
decades, managers have spent much of their time figuring out
how to position product and service offerings within an
industry. Invariably, most attempt to differentiate offerings
through advertising and promotion, pricing, or being first in the
marketplace with a new or improved offering, to name a few.
These traditional and tangible strategy positioning strategies are
effective, but have yet to provide organizations with sustainable
competitive advantages.
To reconcile our dissatisfaction with traditional implementation
approaches, we concern ourselves with the causes of failure
first. As we see it, there are three primary reasons why
traditional approaches are the Achilles' heel for many
organizations. First, marketing strategies supporting a product
or service focus similar to those identified above are no longer
the differentiators they used to be. In fact, they have become so
39. generic and easily copied that many of these actions have been
relegated to hygiene status. Second, brilliant strategies do not
always succeed, often succumbing to not so brilliant
implementation processes, processes which still reinforce
traditional organizational boundaries and the calamitous
communication practices they foster. Third, there is often a
failure to recognize the contributions that employees can have
on strategy implementation. Many organizations have not
provided a context for employee behavior; therefore they are
simply not prepared to perform to their potential. This is
especially the case in service organizations where the quality of
service produced is directly related to the behavior of its
employees.
The reality is that traditional implementation approaches have
failed to provide a sufficient operational interface between the
environment and the organization. These approaches have not
adequately focused on intangibles such as the people and
processes necessary to develop ongoing and sustainable
implementation contexts. Very simply, the organization lacks
implementation harmony. This, we believe, can be traced back
to something to which we refer as cerebral strategizing, which
we define as the inability to move strategy out of the boardroom
and into the playing-field. These impediments invariably have
two quite contrasting outcomes: great intentions outlined in an
eloquently written strategic plan supported by a poor,
fragmented or sometimes non-existent implementation plan.
This almost always relegates organizations to default to the
status of reactors, preventing them from progressing to levels of
performance that harmonious organizations are capable of
reaching. As a result, traditional implementation contexts
should be reconsidered, if not abandoned altogether.
These are not new revelations. Many influential authors (Hamel
and Prahalad, 1994; Day, 1990, 1994; Narver and Slater, 1990;
Jaworski and Kohli, 1993) have addressed their dissatisfaction
with traditional strategy approaches, and have offered some
prescriptive advice such as aligning organizational strategies
40. with the organization's infrastructure and emerging
technologies, building cross-functional taskforces, and
reshaping culture, to name a few. In fact, in a recent edition of
Business Strategy Review, Day (1998) highlighted the
importance of what it meant for an organization to be market-
oriented and market-driven. His conclusions crowned six years
of what can be considered third generation study supporting the
re-emergence of strategy. Almost without exception, this "what
to do" advice falls short in the "how to do" department and
many managers are still left with the feeling of "so what?"
Other new age strategists offer solutions. In fact, the re-
emergence of strategy as the primary catalyst for corporate
growth has been very much fueled by its redesign (Business
Week, 1996). Terms such as value migration, co-evolution,
white space opportunity, strategic intent, stretch goals,
opportunity share, and business ecosystems are being defined
and practiced by some of the industry's greatest, such as Jack
Welsch of General Electric, Lewis E. Platt, Chairman of
Hewlett-Packard, Jorma Ollila, CEO of Nokia, Bill Catucci
(CEO, AT&T Canada) and consultants Gary Hamel (Strategos
Inc.), Adrian Slywotsky (Corporate Decisions) and James
Moore (Geopartners Research). This group of innovative CEOs
and high profile consultants are suggesting that organizations
move away from the mechanistic, traditional and internal
approaches to more revolutionary experiential approaches. We
cannot agree more! We suggest that the answer to how to best
compete now and in the future lies in managing a company's
behavioral profile.
Behavior is culture, culture is strategy
Culture, briefly defined, is the taken-forgranted, out of
conscious pattern of shared values and beliefs that help
employees understand organizational functioning and thus
provide them with norms for behavior in the organization. As a
result, organizational strategy and, subsequently, performance
cannot be understood without an understanding of the culture of
an organization. The marketing culture or collective behaviors
41. of employees drive marketing strategy in an organization. In
this sense, behavior is culture and culture is strategy; therefore,
one needs to manage culture to manage strategy. The reality is
that people make a difference; therefore management has to
create an environment that connects employees to the
organization's mission, and motivates their creativity,
commitment and passion. This reality is easily understood - the
challenge of how to do it is not. For some time now, we have
been interested in addressing this challenge, and we are now
suggesting that culture should no longer be taken for granted.
Although culture has been defined as a panacea for organization
success, it has not been conceptualized to the point where it has
benefits for managers. For example, there has been little
elaboration concerning how, why and under what circumstances
it affects performance. Specifically, to use culture effectively,
managers must understand what behaviors they are trying to
develop and reinforce with respect to the goals of the
organization and the competitive realities. All too often,
managers lack this understanding. What is new is that, through
our investigative work, we have put culture and the environment
into context.
The theory of "culture coalignment" has already been identified
by Walker and Ruekert (1987), Ruekert et al. (1985), McKee et
al. (1989), and McDaniel and Kolari (1987). Further,
coalignment research has provided strong evidence to support
the view that successful organizations are those that most
efficiently interact with their environments, and that the actions
adopted by organizations are related to several factors including
the values, vision, objectives and resources held (Venkatraman
and Prescott, 1990).
The investigative research
Study one: behavioral repertoires
Behavioral repertoires are specific combinations of high impact
behaviors that comprise employee roles, and are designed to
focus on the relevant, non-trivial behavior modes that are
pivotal to job performance and organizational success.
42. The first study involved 415 respondents representing 95
service organizations in western Canada (Dobni, 1996), and
focused on behavioral contexts at a macro-organization or
industry level. This investigation identified the existence of
four behavioral repertoires that might be used as conceptual
models for reinforcing behaviors necessary to remain nimble in
specific industries. Table I describes each repertoire and the
situation in which it is most appropriate in efforts to maximize
performance.
The repertoire chosen is highly dependent upon the competitive
landscape and service application. As an example, organizations
seeking to maximize growth and performance in high
technology industries such as software development,
biotechnology, or other emerging industries will want to adopt
an entrepreneurial repertoire. The behavioral characteristics
inherent in this repertoire include a high degree of creative and
innovative work behavior, high tolerance for unpredictability, a
high degree of risk taking, an onus to initiate work
improvements, and a propensity to get things done.
Alternatively, in service applications requiring consistency and
conformity such as banking, legal, medical, aircraft
manufacturing and other professional services, an industrial or
ultrareliable repertoire might be the proper focus.
The premise is that the behaviors of all organizational members,
regardless of their position, are responsible for the design and
implementation of operational strategies to support the goals of
the organization. The gamut of outcomes includes everything
from how employees deal with customers, with one another, and
how they react to changes in the internal and external
environments. For managers, these repertoires are powerful
determinants of the conduct and outcome of quality, and the
customers' perceptions that follow. This is especially the case in
service organizations.
Behavioral repertoires can be applied at any level of the
organization, and are relevant to both front-line and back-room
employees alike. In using the repertoire, the intention is to
43. match the stock of behaviors needed from employees with the
goals of the organization and the requirements of the
competitive environment. In a more specific sense, the
repertoire is a tool for diagnosing, identifying and
communicating these behaviors. More generally, it can be
viewed as a linchpin that links organizational aspirations with
employee performance.
Behavioral repertoires not only give employees critical
guidelines on how to behave, but also provide a yardstick for
defining and measuring how well they have performed.
Similarly, they can be used very effectively as learning devices,
especially for training new employees. They can also be used to
transmit desired work behaviors, and the discussion and
rehearsal of the repertoire content is an ideal method for
personnel to learn and remember how these behaviors can be
operationalized. This contextual approach also works to reduce
role ambiguity often suffered by employees, ambiguities which
affect employees' health, effectiveness and wellbeing.
In most cases, only the highest impact behaviors need to be
targeted. The repertoire has to consider the product/service
quality standards set by the organization, the needs of the target
customer group, and the positional advantages being sought by
the organization. It should also be kept in mind that success in
using behavioral repertoires will depend not only on the
identification of appropriate behaviors, but also on the extent to
which organizational members accept and are committed to this
concept.
Study two: market-orientation profiling
A market orientation is essentially a behavioral culture that
dictates how an organization's members think and act. It has
been defined as:
... the organization-wide generation of market intelligence
pertaining to current and future needs of the customers,
dissemination of intelligence horizontally and vertically within
the organization, and organizationwide action or responsiveness
to it (Jaworski and Kohli, 1993, p. 54).
44. The second study focused on specific marketoriented employee
behaviors and their relationship to the marketing practices of
the organization. This micro-level study involved 234
respondents from the US telecommunications industry (Dobni,
1998). This industry was chosen because of its diversity in
competitive environments resulting from sustained deregulation,
yet it provided a single industry context on which to base this
investigation. From this analysis we concluded that an
organization's marketoriented behavior can be profiled, and that
there are ideal behavioral profiles depending on the competitive
landscape in which an organization must compete. This
investigation identified seven marketoriented factors that
collectively represented 61 employee behaviors related to the
design and implementation of strategy, and then measured these
factors relative to performance in different competitive
environments. The underlying items supporting the factors were
highly reliable. The behavioral factors and brief descriptions are
outlined in Table II.
To facilitate this investigation, competitive contexts were
derived and each organization was assigned to one of the three
distinct contexts. The contexts were characterized by levels of
competitive intensity, technological dynamics, and
products/services dynamics. Within each context, high
performers were separated from average and low performers
using relative return on investment as the benchmark. Behaviors
of the two groups in each context were then profiled and
compared. Only those behaviors that were significantly
different from a statistical viewpoint were considered in the
ideal profile.
The results are interesting. For example, in an environment of
competitive intensity, characterized by extreme price
competition, new competitors, and abundant advertising and
promotion, behaviors underlying formal intelligence generation,
response design and implementation, and customer orientation
were significantly related to performance. Alternatively, in a
context where products/ services obsolescence is high, where a
45. high degree of research and development is ongoing, and the
introduction rate of new products and services is brisk, a
customer orientation takes on less significance, while response
design and implementation and formal intelligence generation
become even more pivotal in determining performance. Without
exception, the results indicated that there are ideal market
orientation profiles corresponding to distinct competitive
contexts. Equally compelling is the realization that deviations
from ideal behaviors will almost always lead to less than
optimal business performance.
Across the three contexts explored it was also interesting to
discover behavioral factors of lesser significance. For example,
neither informal intelligence generation nor long-term planning
(beyond five years) figured as significant behavioral factors in
consideration of performance. It might not come as a surprise
that formalized long-term business planning is sacrificed for
other factors, given the ever increasing complexity of business
environments and the need to take advantage of emergent
opportunities. However, this factor should not be confused with
strategic intent or, alternatively, the competitive positioning
that the organization hopes to build over the coming decade.
This investigation also revealed important relationships between
market orientation and marketing strategy. On this point,
organizations that displayed high market orientations had
significant positive relationships with the marketing strategies
of being first in with new products/services and technologies,
being at the leading edge of industry developments, market
segmentation, and product/service customization, undertaking
research and development, advertising, promotion and image
management, emphasizing company brand name/reputation,
penetrating new markets with existing products/services,
prestige pricing, and market sensing/ research. In a sense, they
could be considered to be preoccupied with anticipating and
meeting the needs of the customer, and intently focused on
promoting and managing their image. These cultures understood
the environment in which they operate, and made efforts to
46. connect to the customer, through market segmentation, more
than likely at the expense of internal efficiency. The return on
investment for these efforts comes in the form of market share,
market retention, loyal customers, and the ability to charge
higher prices.
Conversely, those organizations whose employees displayed low
levels of marketoriented behavior displayed positive
correlations with penetrating new markets with existing
products/services, charging lower prices than competitors, and
discounting prices. In contrast, these organizations were
negatively correlated with market sensing/research, being first
in with new products/services and technologies, providing high
levels of customer service, market segmentation,
product/service customization, and developing new
products/services for existing markets. These organizations
were generally unable to sustain concerted marketing efforts.
This culture is less likely to provide the ongoing efforts
required to differentiate themselves from the competition, for
example, by providing ongoing customer service or supporting
efforts with market research. As a result, their performance was
consistently below average.
How to leverage behaviors -- an agenda for management
Before considering the prudence of these approaches to
managing strategy, it is significant to note that deliberate
engendering of behavioral profiles is possible, and in some
cases even necessary. There are two considerations here. First,
managers can attempt to change their culture to suit the context,
if indeed there is a perceived gap between actual and desired
orientations - this can be achieved through profiling.
Alternatively, it may be possible to engage competitive contexts
or industries that suit the organization's current behavioral
orientation. The presumption here is that they (the
manager/strategist) are aware of the fit between behavior and
the competitive environment, and that they have a pulse on their
organizational culture. Consider an organization that possesses
a culture that supports proficient segmentation of the
47. marketplace, and customizing products or services for these
segments, strategies which are supported by diligent market
sensing behaviors. Such organizations, when considering growth
alternatives, might pursue markets, acquisitions or alliances in
competitive contexts where such an orientation has proven to be
successful, even though it might be unrelated to their
principally served market segments. Accordingly, the ability to
profile market orientation will reduce some of the risk
associated with this type of strategic maneuvering. Finally
being aware of ideal profiles may prevent managers from
making unfocused or unnecessary changes to current
organizational cultures.
For a start, managers have to appreciate three things. First,
behaviors and processes are closely entwined, and it is the
collective behavior of employees that makes possible the
activities which allow a business process to be carried out. The
requirement for organizational processes merely provides a
context to affect behavior. Flushing out these behaviors is no
easy task, and the degree of success in these efforts will be tied
to the desire of management to use these approaches. Second,
this appreciation must be combined with a solid understanding
of both the industry and the competitive environment in which
the organization resides. Third, managers must begin to think
strategically. Thinking strategically involves developing an
appreciation of what is possible in your own organization in an
integrative and collective sense. It also requires management to
form strategic intentions based on this appreciation combined
with their understanding of the present and their foresight for
the future (Drucker, 1992).
With this understanding we suggest the following prescriptive
steps:
1 Management sensitization sessions involving exposure to
organizational issues and processes. It is important to identify
prevailing cultural issues and related road-blocks, and then
conclude with a prescriptive plan of action and commitment to
proceed.
48. 2 Profile the industry, competitive and customer context and
ascertain key success factors. This can be accomplished through
established investigative methods.
3 Identify desired behaviors that underlie key success factors
necessary to meet your performance expectations. These
behaviors should fall out of the analysis on the industry,
competition and customers. While clearly the behaviors must
reflect the expectations of the competitive context, including
the customers, they should also be based on ideas canvassed
from the employees themselves. When asked (our own research
revealed that employees are seldom asked), most employees can
suggest what new sets of behaviors would be more effective for
achieving higher performance. After all, they are often closer to
the customer and realities of competition. Also, involving them
in the process will give them a clear idea of what is expected of
them and help them buy into any changes that may be required.
4 Measure the actual behavior or culture of your organization
or, where applicable, the strategic business unit. This can be
achieved through a culture/values survey, if the organization is
quite large, or through personal and focus group interviews, if
the organization is smaller. We suggest a combination of both.
What is important here is that the process is as inclusive as
possible - given the time and resources available to conduct it.
This will produce the organization's actual behavioral profile.
5 Determine the behavioral profile that is appropriate for your
organization with respect to the existing values, objectives, and
competitive and customer realities. Conceptualize ideal profiles.
This conceptualization has to balance preservation of core
ideologies, allow for operational autonomy, yet stimulate
progress in the organization.
6 Identify gaps between ideal/desired and actual behaviors. This
involves a comparison of survey results with conceptualized
patterns.
7 Determine/design roles in terms of specific sets of behaviors
to be performed by employees in pursuit of behavioral
repertoires.
49. 8 Communicate roles to employees, so that they have a realistic
perception of how they are expected to behave. This will
involve orientation and training sessions to identify, support
and reinforce the patterns of behavior chosen amongst existing
employees. Appraisal and compensation systems may have to be
altered.
9 Select, train and motivate new employees, so that they can
confidently, competently and enthusiastically adopt desired
behavior profiles.
10 Take steps to manage and refreeze the newly established
behavior patterns. Managers must understand that behavioral
expectations are conveyed to employees in a variety of implicit
and explicit ways, including formal training programs, on-the-
job training, mentorships, organizational manuals, and
performance evaluation systems. It is important that these
mechanisms communicate consistent and appropriate messages.
Behaviors must also be reinforced through human resources,
leadership, the values system, and by example.
11 Provision of feedback, so that employees know how well
they are performing relative to the expectations that have been
set for them. This can be accomplished through legitimate two-
way communication that focuses on getting the employees the
information and reinforcement they need to keep their efforts on
track.
Managerial considerations
Why should managers undertake the effort, costs and risks
associated with such transformations, and will it work? We feel
that, if organizations are truly bent on developing sustainable
competitive advantages through the linking of behaviors to the
requirements of the competitive landscape, then the behavioral
approach is their only option. These profiles become their
primary point of differentiation.
We also believe that these models have application for the
following reasons. First, the conclusions from these
investigations fundamentally contributes to the redefinition of
strategy implementation not only as we know it, but also how it
50. should be practiced. Second, it is possible to empirically derive
profiles of behaviors in consideration of performance and the
competitive environment. Third, we now know that, as the
competitive environment changes, so do the behaviors that are
significantly related to performance. Specifically, those who are
better performers place an emphasis on different behaviors, and
in fact possess ideal profiles. In an era where the only thing that
is constant is change, being nimble is advantageous. Fourth, the
best way to facilitate a change in strategic orientation is through
a change in culture. Last, a strong market-oriented culture acts
as a good surrogate for poor or transitional leadership, or a lack
of supporting values or vision, variants of which seem to be the
norm as opposed to the exception in this day and age.
Managing operational level marketing behaviors is critical to
the success of organizations, and the linkages provided in these
findings will help managers guide and control appropriate
enactments. Unquestionably, the ability to profile market
orientation opens up a number of possibilities for managers. For
example, it allows managers to identify and categorize
marketing related behaviors, and reinforce behaviors that
manifest desired strategy. Where identifiable gaps exist between
desired and actual behaviors, efforts can be made to customize
employee training and development programs or realign the
compensation and reward system to reinforce desired behaviors
and cull those that are not. Also, these models could be used to
reduce strategy ambiguity suffered by many operational level
employees. This dysfunction exists when employees are
uncertain about what managers or supervisors expect from them
and how to satisfy those expectations (Naylor et al., 1980).
Managing enactments will work to define further expected
behaviors of employees, effectively and covertly directing
strategy initiatives.
Clearly, there are optimal behavioral contexts. The context
pursued by an organization will be tempered by competitive
dynamics, managerial values and goals, and organizational
resources. Because of this, it may not be possible for all
51. organizations to attain desired or ideal enactments.
Accordingly, managers need to think long and hard about the
levels they should pursue, and to understand the engagements
that can be most impacting for them.
Managers must also quickly realize that progress or decline is
dictated by the unpredictability of the environment and their
ability to respond to it. Preserving the core, while stimulating
progress at the edges, is achieved through the development of
an adaptive behavior-focused system. Managing behaviors of
employees is critical to the success of firms, and the context
that we have provided is offered as a linchpin for developing,
guiding and controlling enactments that will lead to a
sustainable competitive advantage which exceeds all others.
Whether you are AT&T, General Motors, a business school, or a
non-profit organization, the development of behavioral
approaches will be the gateway to transforming your
implementation focus. This transition is crucial for survival in
future economies.
Clearly, leadership for the initiation of this process falls
squarely in the lap of management. In fact, managers of the
future will be differentiated on their ability to affect and sustain
contextual-specific cultures. Assuming that there are top
management support and emphasis for these approaches, the
organization can move ahead; however, if corporate verbiage is
the sole base, then efforts to move in this direction will
undoubtedly fail.
Conclusion
The difference between average and outstanding organizations
lies in the ability of the latter to provide superior customer
value, and to exceed the expectations of other stakeholders on a
continual basis. Value differentiation and superior performance
today and in the future will be defined and sustained through
distinctive capabilities possessed by employees. The
organization's culture will be the interface between the
employees and the environment that will foster the internal
behaviors necessary to develop a continuous cycle of
52. innovation, and the external relationships necessary to build
sustainable customer loyalty and commitment.
These two studies reinforce the one thing that traditional
strategy paradigms often overlook - that the aggregate behaviors
of the organization's employees are responsible for the
implementation of corporate intentions. However, they go one
step further by providing a context to profile and proactively
manage behaviors. These approaches to strategy implementation
foster a competitive position by leveraging on the distinctive
skills and capabilities of employees and then selectively
directing these competencies as a basis to compete in the
marketplace. This is sustainable in that, when given a level
playing-field, employee behaviors are much harder for the
competition to understand and duplicate than generic marketing
actions, a piece of equipment, location of a plant, or access to a
distribution channel.
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AuthorAffiliation
Brooke DOW
College of Commerce, University of Saskatchewan, Saskatoon,
Saskatchewan, Canada
Dawn Dobni
College of Commerce, University of Saskatchewan, Saskatoon,
Saskatchewan, Canada
George Luffman
Bradford University School of Management, Bradford, UK
Copyright MCB UP Limited (MCB) 2001
TOYOTA
Toyota a Multinational Company
55. Origins of Toyota
Toyota’s history of operation (in selected market).
How the company was formed and how it operates today
Origins of Toyota
Toyota originated and began operation in Japan (Toyota Motor
Corporation, 2013). Forbes readers and editors knew Sakichi
Toyoda, born in 1867 and died in 1930, as the 13th most
influential businessman of all time (Forbes.com Staff, 2005).
Why? Because he was one of the most influential and innovators
of his time. He did not start in the automotive industry
immediately, in fact, he was a weaver who invented a loom,
which detected errors within the automatic production, thereby
preventing the creation of defective goods (Forbes.com Staff,
2005). With the selling of his patent, the loom, he obtained
about $150,000, which he used to help his son become the
world’s second-biggest carmaker (Forbes.com Staff, 2005).
Toyota’s History of Operation
In the beginning Sakichi Toyoda established Toyoda Spinning
and Weaving Co., Ltd. in 1918 and later in 1926 Toyoda
Automatic Loom Works, Ltd. was established (Toyota Motor
Corporation, 2013). After his patent was sold to the British he
established an Automobile Department within Toyoda
Automatic Loom Works, Ltd. in 1933(Toyota Motor
Corporation, 2013). What’s impressive about this history, is
that, “Toyoda’s innovation of instilling human judgment on
machines, also known as automation or Jidoka, would be
adopted to his son’s automobile enterprise—and then almost
every industrial enterprise—cutting down on waste, improving
customer relations, revealing problems and conserving
resources (Forbes.com Staff, 2005).” By 1935 the first model
G1 truck is completed, Toyota dealership Precepts is
established, and the first Toyota dealership is established
56. (Toyota Motor Corporation, 2013).
By 1937 Toyota Motor Co., Ltd. is established (Toyota Motor
Corporation, 2013). By October of 1947 production of model
SA passenger car begins Hotai Motor Col, Ltd. established in
Taiwan; by 1950 Toyota Motor Sales Co., Ltd. is established as
a separate, independent company; by 1955 Abdul Latif Jameel
Import & Distribution Co., Ltd. established in Saudi Arabia;
and it isn’t until 1956 that Toyota enters the industrial vehicle
field with the LA forklift model (Toyota Motor Corporation,
2013). In 1957 the first made-in-Japan passenger car (Crown) is
exported to the United States and by 1959 overseas production
begins in Brazil (Toyota Motor Corporation, 2013). Akio
Toyoda is currently the president of Toyota Motor Corporation.
2
Toyota a Multinational Company
Toyota’s growth in the marketplace responding to the following:
Maintaining current markets
N. America/Europe/China/Middle East/Africa
Latin America/Asia/Oceania/Japan
Specific markets the company is targeting today
Specific markets the company is targeting today
Toyota Motor Corporation now operates in the following
regions; North America, Europe, China, Middle East, Africa,
Latin America, Asia, Oceania, and of course in Japan (Toyoda,
2011). Expectations to regions are; China--A driving force for
future growth, technology base to support the huge market;
Europe—contribute to Toyota’s competitiveness as global
production center for small cars; Asia and Oceania—global
center for product development and preparations for mass
57. production of IMV/newly developed small cars; Middle East,
Africa, and Latin America—vehicles that win the heart of
customers and can be called “my car” with affection in every
market; North America—greater self-reliance, collaboration
with IT for the future of mobility; and finally, Japan—
monozukuri based on advanced technology and kaizen (Toyoda,
2011).
Currently, sales performance in emerging markets is at 40%
whereas sales performance in industrial nations is at 60%
(Toyoda, 2011). It is more focused on balancing, however,
Toyota Motor Corporations are seeking to achieve an equal
balance in unit sales between these two markets (Toyoda, 2011).
Part of the Corporation’s new business ventures include to,
“participate in ‘smart communities’ worldwide where vehicles
will manifest new kinds of value-added as part of integral
linkages between vehicles, homes, and information networks
through cooperation of IT companies (Toyoda, 2011).”
3
Toyota a Multinational Company
Toyota’s growth in the marketplace responding to the following:
The reporting structure needed for operating in that
marketplace, regulatory requirements, and so on
Federal Regulators/Regulatory Agencies
Safety Regulators such as NHTSA
The company’s major competitors
Ford/General Motors/Honda/Volkswagen
Discuss the company’s growth in the marketplace responding to
the following:
The reporting structure needed for operating in that
58. marketplace, regulatory requirements, and so on.
Toyota Motor Corporation has always had a long history of
building reputable vehicles that commit to the highest level of
consumer safety and satisfaction (Pressroom.toyota.com, n.d).
All of Toyota’s vehicles are engineered to meet or exceed
Federal regulators and provide information to investigating and
regulatory agencies regarding vehicles involved in accidents as
well as provide complete and accurate information to product
safety regulators (Pressroom.toyota.com, n.d.). Toyota also
adheres to the strict regulations regarding communications with
consumers on safety recall, which is what Toyota did when they
were addressing the cause and reduction of risk of pedal
entrapment (Pressroom.toyota.com, n.d.). Which, by the way,
was proven to be isolated incidents and therefore Toyota was
not deemed to be liable in regards to the recalls, although
Toyota did go further in assuring consumers and redesigning the
plastic trim panel for additional safety measures so as not to
have the pedal “stick” (Pressroom.toyota.com, n.d.).
National Highway Traffic Safety Administration NHTSA falls
under the U.S. Department of Transportation which carries out
the safety programs and carries out consumer programs, above
all NHTSA is responsible for reducing deaths resulting from
motor vehicle crashes via setting and enforcing safety
performance standards for motor vehicles (NHTSA, 2013).
Companies like Toyota must be able to abide by these safety
performance standards and allow NHTSA to conduct
investigations, just like the investigation on pedal entrapment
(NHTSA, 2013).
The company’s major competitors
Toyota’s major competitors include the following:
Ford: An American company with its headquarters in Dearborn,
Michigan (USA). Ford Fiesta, Ford Mustang, Ford Explorer and
the Ford Modeo are in competition with Toyota (Rawal, n.d.).
59. General Motors: Also an American company with its
headquarters in Detroit, Michigan (USA). Chevrolet, Holden
and the Aveo Optra Commbador are in competition with Toyota
(Rawal, n.d.).
Honda: A Japanese company with its headquarters in Minato,
Tokyo (Japan). Civic Accord CRV is in competition with
Toyota (Rawal, n.d.).
And Volkswagen: A German company with its headquarters in
Wolfsburg, Germany. The Passat Jetta Taureg is in competition
with Toyota (Rawal, n.d.).
4
Toyota a Multinational Company
Toyota’s growth in the marketplace responding to the following:
The unique competitive advantage of the company
Improvement of quality/reduction of inventory cost
Improvement of efficiency
Customer service
Trade pact associated with the marketplace
Political Action Committee (PAC
Discuss the company’s growth in the marketplace responding to
the following:
The unique competitive advantage of the company
The number of competitors in the world economy is increasing
and with that it is creating a more complicated business
environment because companies are finding it difficult to
distinguish their core competencies and thereby obtaining a
competitive advantage (Moran, Palmer, & Borstorff, 2007).
Though there may be many market boundaries changing there
are companies such as Toyota that are able to find opportunities
in a world that is constantly changing in terms of the world
60. economy (Moran, Palmer, & Borstorff, 2007).
For example, where companies lack the ability to improve
quality, reduce inventory costs and improve efficiency, Toyota
has taken the leading position in becoming the world’s largest
car manufacturer because it has been able to provide low-cost,
quality, style and customer service (Moran, Palmer, &
Borstorff, 2007). Competencies that give Toyota its competitive
advantage include; the kanban inventory system, quality teams
and supplier management systems, and visible resources and
capabilities (Moran, Palmer, & Borstorff, 2007).
Trade pact associated with the marketplace
Toyota formed a political action committee (PAC) which allows
employees, acting together, to support candidates for Congress
who share the company’s interests, this PAC contributes to
lawmakers from both parties, foreign citizens and Americans
working for the company (Landers, 2013). This came after CEO
Akio Toyoda appeared before the House Committee and endured
harsh questioning from U.S. lawmakers about the unintended
acceleration by Toyota cars, something that would later come to
resolution as U.S. government probe later found that driver
error was to blame for most of the mishaps and of course had to
absolve the vehicles’ throttle-control electronics (which most
blamed as the problem of the issue (Landers, 2013).
Toyota has further interest in unfolding U.S. –Japan policy
issues, such as the proposed Trans-Pacific Partnership trade
negotiations, which cold lift the tariffs currently imposed by the
U.S. on cars made in Japan (Landers, 2013). Interestingly
enough and to say the least, a very strategic move on Toyota’s
part, the company named former General Motors (one of it’s top
competitors) executive Mark Hogan to its board, one of three
outsiders on the board of Toyota, a sign that Toyota sees the
importance of the U.S. market (Landers, 2013).
61. 5
International Market Entry Strategies
Companies such as Toyota are expanding into new markets, and
are facing risks and challenges. Toyota Motor Corporation must
not only be able to minimize these risks, but they must also
ensure regulatory compliance, if they want to thrive in these
markets. It is also imperative that research be conducted on
political and economic challenges of market entry.
Toyota’s capitalization in the foreign market
Current capitalization
Operating Income/Marketing Activities & Cost Reduction
Increased sales of vehicles in North America & Asia
Reforming Manufacturing Technologies & Vehicle Development
Processes
Opportunities to tap into new capital in the markets where it
operates
Technologically Advanced, high-value-added products
Optimize Manufacturing Investments
Responding to Growth in Markets & Sales
Toyota’s capitalization
Current Capitalization
TMC (Toyota Motor Corporation) announced on its financial
results for the fiscal year that ended March 31, 2013 at a
conference in Toyota City, Japan on May 8, 2013 (Toyota Motor
Corporation, 2013). The results? Net revenues totaled 22.0
trillion yen, which indicated an increase of 18.7% compared to
the previous year (Toyota Motor Corporation, 2013). Operating
income also increased from the previous fiscal year by 965.2
billion yen, leaving the operating income at a 1.32 trillion yen
(Toyota Motor Corporation, 2013). Positive effects from
marketing activities, cost reduction efforts have been major
factors in offsetting the negative effects of related expenses, a
favorable outcome.