I believe that in large measure what makes an organization successful in meeting the needs of its various constituencies is its distinctiveness. Organizations that have strong and unique cultures generally experience excellent performance which implies why many of the most successful organizations today are thriving and growing because, in large part, of their unique and strong styles and values towards corporate culture. Yet these same conditions pose a critical set of challenges but yet retain the essential cultural elements that have made it attractive and resilient. More than ever, successful organizations will need to develop learning and communication systems that will sustain the kind of strong cultures that make them distinctive and yet adaptive.
These viewpoints of FMC Aberdeen and FMC Green River will try to incorporate alternative methods that will help leverage their employees’ abilities and implement new methodologies that both organizations could use to reinforce their managerial approaches. In these case these two FMCs’ is not of the same because one organization is rare in that its management is minimized for most of the work is done by self-directed work teams and the other is larger, older, in a different industry, and unionized. Although their missions will vary by their industry, values will dictate the way in which the mission is achieved. And for them to use these new methods, leadership has to set the whole change process in motion, because leadership create action by setting dynamic objectives which establishes new supply relationships that foster efficiencies and effectiveness, and the empowerment of people. Leadership is also about creating vision and inspiring people to change and getting others actively involved in building and supporting the process. I believe one of the similarities between FMC Aberdeen and FMC Green River is how they build and inspire the people in their teams.
The Essay on Organizational Behavior Make People Culture
Organizational Behavior Terminology and Concepts University of Phoenix Online MGT 331, Organizational Behavior August 28, 2005 Organizational Behavior Terminology and Concepts Organizational behavior is the behavior of individuals, either one or a group. It is not the behavior of an organization, but rather the behavior of the people in an organization. This can be anywhere from a family at home ...
While many organizations see development as an individual responsibility, FMC Aberdeen & FMC Green River has learned building people is an organizational responsibility. This is why they have to continue to provide the tools, time and other resources that allow their people and teams to do great work. Their leaders must be involved with and support programs that build people and teams and that have attitudes that are positive, can lend themselves to their causes and are interested in performing as a team and whose joy is in team results instead of individual accomplishments. Organizational culture, then, is an important asset of their organization and one that needs to be nurtured. Since an organization’s culture is a set of learned patterns of behavior and belief, it’s important to see how their training and performance improvements can manage their organizations’ learning and communication systems so that their culture continues to thrive, remain strong, but not stagnate. Certain kinds of organizational cultures promote learning and information-sharing.
In these environments, much less investment in formal training is necessary, and the investment that is made is much more effective. The same goes for job performance; where there is a general ethic to work hard and to be dedicated, fewer external incentives and policies are needed to ensure that employees do what’s expected of them. This is why; I believe that a common culture makes it easier to communicate because a large part of the culture is communication for it is not just what the organization communicates, but how it does so. One of the ways in which many new quality initiatives can occur within these two organizations is their ability to improve functionality. This would provide various departments with a common language or set of terms with which they could share their ideas and request information. And as work life becomes increasingly symbolic and reality is indeed being constructed within people’s minds, the organizations will be able to develop and facilitate corrective actions towards self-directed work teams rather than simply direct and control.
The Essay on Traditional Culture Vs. Organizational Culture
... way through time. In the beginning organizations had a traditional way of thinking and a weak organizational culture. They mainly focused on profit ... innovation, and risk taking; on people orientation; and team-work efforts. They have also created an inner atmosphere, or culture, between employees where they ...
I furthermore believe that the same methodologies will work for both organizations through an approach that promotes organizational design that goes beyond the quality circles or ad hoc problem-solving teams. I would recommend to these two organizations to reduce the process to individual steps which will allow work to become restructured around the whole process instead of organizing work based on the traditional model that reduces the required skill at every level of work, producing boredom in the bottom-level jobs and integrate a new system that connects the needs of the people with the work to be done, and those closest to the jobs help design the job. This concept by the way of designing the work system with the full participation of the people doing the work will contribute to productivity breakthroughs for their organization for many years to come. web J.
M. , & Jones, G. R. (2005).
Understanding and Managing Organizational Behavior. Pearson Education Company.
Upper Saddle River, New Jersey.
