The document discusses the challenges of matrix organizations based on a study of 294 managers across 7 major US companies. It identifies the key challenges as misaligned goals between departments, unclear roles and responsibilities, ambiguous authority due to dual reporting structures, lack of oversight of matrix performance ("matrix guardian"), and silo-focused employees loyal to their department rather than the organization. Strategies to address these challenges include cascading goals, clear guidelines on roles, decentralized decision-making, monitoring matrix performance, cross-functional collaboration, and relationship building.
Legal Termination and Performance Appraisal at Private Firms in KurdistanAI Publications
The key aim of this study is to examine the relationship between performance appraisal at private firms and legal termination in Kurdistan; the research intended whether staffs are terminated according to their poor performance after being assessed by performance appraisal management. The researcher applied quantitative method in this study to examine the collected data from four various private firms to find out whether employees are terminated based on their poor performance after being evaluated by performance appraisal management system. The researcher distributed a hundred questionnaires, though only 68 questionnaires were received. The findings of this study demonstrated that there is poor and weak association between the evaluation of performance appraisal and legal termination at private firms.
Basic Organisation
Elements of Structure
Contingency variables affecting structure
Organization design applications
Organization culture
Line Authority and Staff Authority
Types of Power
The Five Ways to Departmentalization
Centralization Versus Decentralization
Legal Termination and Performance Appraisal at Private Firms in KurdistanAI Publications
The key aim of this study is to examine the relationship between performance appraisal at private firms and legal termination in Kurdistan; the research intended whether staffs are terminated according to their poor performance after being assessed by performance appraisal management. The researcher applied quantitative method in this study to examine the collected data from four various private firms to find out whether employees are terminated based on their poor performance after being evaluated by performance appraisal management system. The researcher distributed a hundred questionnaires, though only 68 questionnaires were received. The findings of this study demonstrated that there is poor and weak association between the evaluation of performance appraisal and legal termination at private firms.
Basic Organisation
Elements of Structure
Contingency variables affecting structure
Organization design applications
Organization culture
Line Authority and Staff Authority
Types of Power
The Five Ways to Departmentalization
Centralization Versus Decentralization
A STUDY OF PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONSSheryl Mehra
PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONS Like U.S.A, Mexico, U.K, Germany, Turkey, India, China, South Korea, Japan, Australia, France,
Running head COMPREHENSIVE MANAGEMENT REPORT .docxsusanschei
Running head: COMPREHENSIVE MANAGEMENT REPORT 1
COMPREHENSIVE MANAGEMENT REPORT 21
Comprehensive Management Report
Nicholas J Ceo
American Military University
17 January 2017
An Overview of MTS Systems Corporation
MTS Systems Corporation is a supplier of test systems as well as industrial position sensors all over the globe. The company deals with hardware and software solutions with the aim of accelerating and improving the design, development, and manufacture of products and structures. MTS operates in two segments, where in one segment it deals with sensors and in the other, with tests. The test department focuses on providing testing solutions that include software, hardware, and testing services. The sensors segment is keen on providing products to be used in mobile equipment and industrial tools manufacture in order to automate their operations, thus enhancing safety and productivity of the end users. The organization also provides tools to measure displacement in fluids, for instance, liquid levels for clients in industrial processes.
The organization provides a solution is an organization that seeks to pioneer in technology and provides unmatched expertise. Engineers depend on accuracy, certainty, and measurements to do their work, to conduct research and transform ideas into results that are tangible and working. MTS Systems is a corporation that is fully dedicated to this transformation in a manner that is faster, more efficient, easier and more successful. The company was established in 1966 with its headquarters at Eden Prairie, Minnesota, and has since worked in partnership with engineers worldwide.
MTS Systems has posted an impressive performance over the years, with revenues of about seven hundred and eighty million dollars in the 2016/2017 financial year, up from six hundred and fifty million dollars the previous financial year. This represents a 38.4% growth in revenue. Its profitability has also grown over the years, and the strong performance is expected to continue into the near future. However, it is important to note that the performance would be much better if the existing management problems were dealt with comprehensively and conclusively.
In order to arrive at a conclusive solution to the management problems facing MTS Systems, the company must begin with a comprehensive needs assessment that will open the eyes of the management to the reality facing their company. Oftentimes, managers just know that their organization is facing some challenges, but are likely to ignore such problems or fail to take their time to understand the gravity of such problems until they bring an organization to its knees. This is because it takes effort to carry out a needs assessment that ends up solving a problem in a company. Following below is a detailed needs assessment of the management problems bedevilin ...
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
Student 1 The main intention of this framework is to support .docxcpatriciarpatricia
Student 1:
The main intention of this framework is to support large corporate organizations with their portfolio management and process of the risk management. The framework is able to handle insurance risk and non-insurance risk. It is suggested to use the framework within the recognized enterprise risk management correction. James Lam has defined four benefits to risk management which are as follows: handling risk is managements’ job; the instability of the earnings will be reduced by the managing risk; the shareholders’ value can be maximized with the help of managing risk; financial security and job security are promoted by the risk management (Zhou & Xu, 2018)
Handling risk is managements’ job–the duty of the management is to use the critical information of the business to manage the risk. This will lead to give transparency in managing costs and improves the understanding of the risk.
The instability of the earnings will be reduced by the managing risk–with the help of the activities of the risk management, the top companies will able to manage their earnings instability in a better way.
The shareholders’ value can be maximized with the help of managing risk–the companies can be able to increase their shareholders’ value with maximum percentage and also can be able to identify the opportunities for business optimization and risk management by using the risk based program. Volatility can be managed well and business model performance can be extended with correct information that is spread across the organization (Liang et al., 2017)
The efficient frontier will be send to the business leaders directly and they will become the holders of the risks for their respective areas of influence. The efficient frontier has to learn the language of the risk. It is fundamentally assumed that the risk transfer and lines of insurance will be modelled properly. This is significant assumption, as plain modelling foibles, internal disputes, information asymmetry and data limitations will be easily disturb the best intentions of the framework. It is very necessary to test any kind of model and if possible back test the model and involvement of different business leaders is also important to examine the results of the model. It is important to involve independent experts to question and examine the assumptions of the model (Tajani & Morano, 2017)
References
Liang, J., Zhong, M., Zeng, G., Chen, G., Hua, S., & Li, X. et al. (2017). Risk management for optimal land use planning integrating ecosystem services values: A case study in Changsha, Middle China. Science Of The Total Environment, 579(2), 1675-1682.
Tajani, F., & Morano, P. (2017). Evaluation of vacant and redundant public properties and risk control. Journal Of Property Investment & Finance, 35(1), 75-100.
Zhou, W., & Xu, Z. (2018). Portfolio selection and risk investment under the hesitant fuzzy environment. Knowledge-Based Systems, 144(2), 21-31.
Student 2:
Uses of Efficient Frontier Analysis.
767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
The Impact of Management Information Systems Adoption in Managerial Decision ...Dam Frank
Data is the lifeblood of today’s organizations, and the effective and efficient management of data is considered an integral part of organizational strategy. Successful organizations should collect high quality data which will lead to high quality of information. For a successful and effective managerial decision making, it is necessary to provide accurate, timely and relevant information to decision makers. Management Information System is type of information systems that take internal data from the system and summarized it to meaningful and useful forms as management reports to use in managerial decision making. Management information system improves information quality and subsequently affects on managerial decision-making. This research provides a better and clearer understanding of technology adoption and information system success in managerial decision making by reviewing current literature. The expected outcome of this study is propose integrated model for MIS and managerial decision making.
Chaitanya Kosaraju Week 4 discussionCOLLAPSETop of FormHan.docxketurahhazelhurst
Chaitanya Kosaraju
Week 4 discussion
COLLAPSE
Top of Form
Handling risks in an all-encompassing manner is testing, and building a successful system for its administration is testing. It is fascinating to take note of that there is considerably more understanding from the center gathering and different analysts about what successful hazard the executives resembles than how to do it. Some of the characteristics and functions of an effective risk management program are:
Focus on what is important: The main inquiry we should pose is 'What are we attempting to protect? "There's no ideal bundle, and some leftover hazard should consistently be taken." A third included "Dangers are unavoidable, however it's the manner by which they're dealt with—our reaction, possibility plans, group preparation, and flexibility. Consequently, the focal point of effective risk management ought not to be tied in with saying "no" to a hazard, yet how to state "yes," along these lines fabricating an increasingly deft endeavor. Many trust the time has come to perceive that hazard can't be overseen exclusively through controls, strategies, and innovation yet that all workers must comprehend the ideas and objectives of hazard the board in light of the fact that the undertaking will consistently need to depend on their judgment somewhat. Therefore they will in general representative numerous parts of hazard the executives to lower levels in the association, accordingly anticipating the improvement of any more extended term, by and large vision
Expect changes over time: In acknowledgment of anticipated changes, most member associations have a required hazard evaluation at key stages in the framework improvement procedure to catch the hazard picture associated with a specific undertaking at a few in time and many have normal, progressing audits of required operational controls on a yearly or half-yearly premise to do something very similar.
View risks from multiple levels and perspectives: Rather than managing security incidents in an each one in turn way, it is essential to do main driver examination so as to comprehend chances in an increasingly multifaceted manner. Until now, chance administration has would in general spotlight to a great extent on the operational and strategic levels and not saw in a vital manner. Moreover, hazard, security, and consistence are frequently intermixed in individuals' minds. Each of these is a substantial and novel focal point through which to view hazard and ought not to be viewed just like the equivalent. Observing and adjusting to new universal principles and laws, finishing by and large wellbeing checks, and investigation of potential dangers are other new components of hazard that ought to be fused into a company's general way to deal with hazard the board.
Bottom of Form
Hi All
The appropriate risk response will be different from organization to organization, depending on how management views the risk in terms of magnitude. T ...
Benefits management: it works, so why isn’t everybody doing it?
APM Benefits Management SIG Webinar
Tuesday 10th May 2016
presented by Richard Breese and John Thorp
1. Challenges and Strategies of Matrix
Organization
By
Thomos Sy. College of Business Administration California State University
Laura Sue D’Annumzio, A.T. kearney Inc
2. INTRO
Interest in Matrix Org reaches its peak during 1970’s to 1980’s
Adopt as viable alternative to deal with complex business in
aerospace, automobile, banking, chemical, communication,
computer, defense, electronics, financial energy.
Need for information on challenges and best practices.
Focus on human side(managing and operations) instead its
structure, as its results may b actionable
3. OVERVIEW OF MATRIX
Organizational structure that allows to address multiple business
dimensions using multiple command structure.
emerged in aerospace in 1960
Forms of Matrix
Functional matrix
Balanced matrix
Project Matrix
4. Strengths Weaknesses
Leverage vast resources while Authority not equal to
staying small and task oriented responsibility
Focus on multi business goals Every one has one boss
Innovative and fast action for Ambiguity and conflict
those who know how to use it Increase cost for new
Enhance personal skills management
Increase Flow of info through
lateral communication channels
5. RESEARCH METHODOLOGY
Current research Based upon author’s Work
But primary based upon surveys, interviews, workshops with
294 mid level and top level managers of 7 Major US based
Corporations in Six industries
Duration in matrix Structure 3 to more than 20 years n either
in initial stages
Revenue is 70 billion$, 170,000 employees,
42 participants from each company with tenure 13.4 years.
6. APPROACHES IN DATA COLLECTION
1st phase send a survey to participants to identify major
challenges and best practices
2nd phase an in depth case study with North American
automobile manufacturer for deeper study
7. MANAGING IN MATRIX
Five major challenges in matrix
Misaligned goals
Unclear roles and responsibility
Ambiguous authority
Lack of matrix guardian
Silo focused employees
Compare views of top level and middle level managers
8. MISALIGNED GOALS
Work in different dimension
47% mid level managers and 6% top management
Used 5-point likert scale to check frequency
Top level managers(M=3.97, SD .91)
Middle level managers(M=2.55, SD 1.00)
9. MISALIGNED GOALS
Issues
Competing or conflicting objectives
Inadequate process to align and deduct
Lack of coordination,
Poor timing of work plans and objectives
Conflict in functional objective and regional requirement
(training req, permission from HR)(inc incentive by PM less
profit for Brand M)
11. UNCLEAR ROLES AND RESPONSIBILITIES
83% mid level 23% top level managers
Mid level(M 3.24, SD 1.21)
Top level (M 2.16, SD 1.08)
12. UNCLEAR ROLES AND RESPONSIBILITIES
Issues
Unclear job description and guideline for role and
responsibility
Create tension
Confusion about boss
Whom to contact for information
Constant shifting create uncertainty
Poor planning (transition to matrix organization unclear
responsibilities of middle level)
13. UNCLEAR ROLES AND RESPONSIBILITIES
Strategies
Clear guideline on role and responsibilities
Assignment of accountability
Single point for information and approval
Plan for communication and information sharing(monthly meeting)
RASIC(responsible, Approve, Support, Informed, Consulted)
14. AMBIGUOUS AUTHORITY
Leaders have responsibility without authority as dual reporting
structure
62% middle level, 71% top level
Top level managers(M 3.97, SD 1.05)
Middle level managers(M 3.79, SD 1.12)
15. AMBIGUOUS AUTHORITY
Issues
Confusion over final authority
Lack of clarity of area of accountability
Delay in decision making process
Leaders don’t share decision rights
16. AMBIGUOUS AUTHORITY
Strategies
Culture plays crucial role(in collaborative focus on solution, in
political focus on maintenance of status)
Negotiation and persuasion skills required
Decentralized decision making
17. MATRIX GUARDIAN
Lack of performance measures of matrix
Middle level manager 35%, top level managers 91%
Top level manager(M 3.17, SD 1.02)
Middle level manager(M 2.26, SD .99)
18. MATRIX GUARDIAN
Issues
Lack of consequences and rewards for performance matrix
fail to motivate employees
Lack of monitoring systems
19. MATRIX GUARDIAN
Strategies
Establish monitoring process to deduct and identify matrix
performance
Ensure matrix guardian have approach and authority
Preserving undue political pressure
20. SILO-FOCUSED EMPLOYEES
Employee view their loyalty belongs to certain subunit.
Mid level 72% top level 69%
Top level (M 3.83, SD 1.15)
Middle level(M 4.08, SD 1.13)
21. SILO-FOCUSED EMPLOYEES
Issues
Personal conflict b/w leaders delay collaboration
Withholding resources from others
insufficient communication b/w business units
Two reasons of this behavior
Employee reside in same function throughout careers
Matrix require more collaboration then traditional and
employees are not trained for that