This is the optimal decision for getting perspective on how the employees will feel about their work-related issues (teamwork, immunization, and supervisory guidance) and employees’ attitudes towards organizational climate (motivation levels, job security, etc) (Scenario: Building a Culture for Sustaining Change, 2007). “It almost goes without saying that employees receive objective feedback from others such as peers, supervisors, subordinates, and outsiders. Perhaps less obvious is the fact that the task itself is a ready source of objective feedback” (Kicking & Grittier, 2004, p. 328). Feedback is objective information about individual or collective performance” (Kicking & Grittier, 2004, p. 26). “Feedback is, quite simply, any information that answers those “How am I doing? ” questions. Good feedback answers them truthfully and productively. It’s information people can use either to confirm or correct their performance” (Kicking & Grittier, 2004, p. 326). The Individual-Organization Exchange Relationship Crystal’s Marketing department is weak in employee and management communication, does not empower its teams, and does not initiate mentoring activities to train less experienced employees.
The organization climate is not very strong in regards to eating by example, risk taking, and resolving conflicts (Scenario: Building a As the consultant, I suggested management be open to constant communications and listening to employees, encouraging teams to decide on targets and leaders, creating a conflict resolution forum, and developing training calendar with mentoring. With Crystal’s implementation of these suggestions, things improved but there were still issues.
As a consultant, I would implement some type of recognition program (above and beyond the current professional progress hierarchy) to motivate and ammunition what goals is expected. ‘Adams points out that two primary components are involved in the melodramatically exchange, inputs and outcomes. An employee’s inputs, for which he or she expects a just return, include education, experience, skills, and effort. On the outcome side of the exchange, the organization provides such things as pay, fringe benefits, and recognition” (Kicking & Grittier, 2004, p. 91). Forces of Change C] External Forces o Technological Advancements o Market Changes Internal Forces o Managerial Behavior/ Disconnectedly faces rapid and frequent advances in electrification technological and administrative changes regularly. The company is a responsive organization working to keep up with the volatile demands of the market; it is likely to change its product portfolio or offer new products on a regular basis (Scenario: Building a Culture for Sustaining Change, 2007). One side of the force field model represents the driving forces that push organizations toward a new state of fearsomely of the driving forces in the external environment, including globalization, information technology, and a changing workforce. (Machines & Von Glowing, 2005, p. 504). “External forces for change originate outside the organization. Because these forces have global effects, they may cause an organization to question the essence of what business it is in and the process by which products and services are produced” (Kicking & Grittier, 2004, p. 74). “Internal forces for change come from inside the organization. These forces may be subtle, such as low job satisfaction, or can manifest in outward signs, such as low productivity and conflict” (Kicking & Grittier, 2004, p. 675). Restraining Forces Resistance to Change Intersect Investments’ has been unsuccessful at aligning employees’ attitudes and beliefs with the company’s new customer-intimacy sales philosophy. “We don’t have alignment with the vision.