Organizational Development
ORGANIZATIONAL DEVELOPMENT
The real challenge of organizational behavior and development lies in the opportunity to manage uncertainty, change, conflict, and other complexities of organizational life that we each experience as a participant in a contemporary organization.
As the new Chief Executive Officer (CEO) of a company, describe the organizational tools that you have available to you to attune your organization, such as the use of the contingency approach, content and process theories participative management, building effective groups, organizational structure, etc. Provide concrete examples of how you would use these organizational tools.
Introduction
As the new Chief Executive Officer, I have to identify what the company truly wants to do and where it needs to go. In this phase, issues such as team objectives, functional objectives, organizational objectives, and individual objectives need to be clearly defined. As those objectives are identified, management can proceed to do a better job at aligning individuals with the organizational objectives. In aligning employees’ objectives, the company as a whole will start to have a clearer direction once the employees understand what their roles are in the achievement of those aims and objectives. People develop passion when they see that what they are doing is making a bigger difference. As the employees understand the role that they are playing to help the organization achieve its goals, there will be increase in morale, motivation; the employees will develop the passion to be part of the bigger picture.
As the New Chief Executive officer
One of the challenges, which I will prioritize as a Chief Executive officer, is to make certain that every employee has a high level of job satisfaction. There are certain job characteristics that management can influence. By designing the specifications of a job in close coordination with Human Resource Manager, I will make sure that the nature of jobs will allow for the professional development of every employee so that it can have a positive impact on the satisfaction level of the workforce. As the Chief Executive officer, my primary task is to achieve the goals and objectives of the company and this can only be accomplished by getting the work done through the performance of others. Paving the way to job satisfaction it will maximize the probability of productivity. Preferably, a satisfying job would have a high level of task variety. This is a job that is not monotonous or boring, requiring a worker to do the same tasks over and over again. It may initially appear that job specialization makes sense as an employee is assigned at a specific position and his or her skill sets are developed toward becoming a specialist at the job position. However, a monotonous job can become a less desirable position for any employee after years of doing it. The sense of challenge will no longer be present in the daily tasks, the individual gets bored, and productivity declines.
As the CEO, I will also make sure that task identity will be another significant element that will be prioritized in order to impact the level of motivation of employees. A lot of times, people need to have a sense of achievement or accomplishment in completing a task. As an example, if there are five steps required to complete a task, people are challenged to complete all ten steps and later enjoy that sense of satisfaction and achievement that the invested effort brings. This is what is known as task identity, and for many people, it is a valuable motivator. Instead of completing just one part of the project, which is very common in cross-functional teams, it can sometimes be beneficial to assign more than one part of the project to a single employee. If the employee has a positive outlook and possesses the skill sets to do the job, the task will be accomplished. It is my job as a CEO to treat everyone the same while simultaneously managing them differently because different things motivate different people. For instance, some people want a promotion while others prefer a bonus; others may prefer to have personal office space even without a bonus or other compensatory benefits. It is very common for people in offices to work in cubicles and the ability to have an enclosed office space with privacy can be very motivating.
For others, diversity can be utilized as a competitive advantage while other managers may view this as an obstruction to success because disparities and differences may very well lead to conflict and counterproductive competition. A positive or a negative outcome can very well result from diversity and because my success as chief executive officer will depend on the productivity of my team, professional management of diversity in the company