Organizational BehaviorÂ is aÂ fieldÂ of studyÂ thatÂ investigatesÂ theÂ impactÂ thatÂ individuals, groups Â and Â structureÂ onÂ behaviorÂ inÂ organizationsÂ in order toÂ applyÂ this knowledgeÂ to improveÂ organizational effectiveness.
AnÂ organizationÂ isÂ aÂ groupÂ ofÂ peopleÂ workingÂ together toÂ achieveÂ aÂ wideÂ varietyÂ of objectives, the objectivesÂ of differentÂ individualsÂ inÂ the organizationÂ and objectivesÂ ofÂ the organization as aÂ whole .Â OrganizationsÂ existÂ to provideÂ goodsÂ and servicesÂ thatÂ people want.Â These goodsÂ andÂ services areÂ theÂ proceeds of the conductÂ of workers.
IBM has created an innovative global strategic framework for this new era of diversity, which will help IBM address the emerging issues taking shape in the 160 countries where we do business. Our long standing commitment to workforce diversity equal opportunity, affirmative action, cultural awareness, and work / life balance has evolved into a legacy they became fashionable, politically correct or, important, mandated by law.
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IBM orchestrated one of the most dramatic changes to workforce diversity when eight diversity executive task force were established and the subject became a marketplace issue about talent and getting the best people for the job. These task force include asian, black, Hispanic, native American etc. People with Disabilities, Men, and Women. The task forces has chaired and staffed by executives from that particular constituency.
The mission of each task force is to increase IBM's success in the marketplace by focusing on the various constituencies as customer. In addition task force leaders help ensure that our diversity training is fresh, remains well received, and is a priority for our company.
Diversity and the concept of workforce inclusion are key factore in helping define how we do business in today's marketplace and help us compete for the best talent and enhance our ability to create new revenue streams retain employees, win clients and maintain our marketplace leadership (Hellriegel and Slocum,2007).
IBMÂ is an international corporationÂ with operationsÂ inÂ overÂ one hundred andÂ sixty countries Â as far afieldÂ asÂ Brazil,Â Thailand,Â Israel,Â SingaporeÂ and Hungary, Clearly,Â no single Â universal culture ofÂ IBM'sÂ organizationÂ exists, national, regional, cultural,Â and linguisticÂ variables Â abound. However,Â by focusingÂ onÂ the organizational culture ofÂ IBMÂ in the United States, the birthplaceÂ and headquartersÂ ofÂ IBM.Â PerhapsÂ we willÂ haveÂ a solid foundationÂ for the conductÂ ofÂ theÂ globalÂ organizationÂ ofÂ IBM.
TheÂ IBMÂ cultureÂ isÂ successfulÂ because itÂ focuses onÂ educationÂ ofÂ employeesÂ from within. CultureÂ worksÂ because itÂ has alwaysÂ worked.Â IBMÂ does not intend toÂ do something in theÂ businessÂ asÂ itsÂ core valueÂ that no oneÂ has ever done.Â IBMÂ simply createsÂ aÂ very inflexibleÂ cultureÂ that emphasizesÂ customer satisfactionÂ asÂ the most important partÂ of yourÂ business.Â WithÂ theÂ valuesÂ â€‹â€‹ofÂ customersÂ inÂ mind, IBMÂ has created aÂ cultureÂ ofÂ their employeesÂ haveÂ to beÂ back.
The result, vision,Â orÂ aÂ largeÂ imageÂ isÂ regularlyÂ stressedÂ in theÂ monthly meetingsÂ of the department.Â TheÂ pictureÂ inÂ myÂ organizationÂ isÂ to provideÂ aÂ quality productÂ atÂ aÂ cost, time, andÂ responsiveness toÂ customer needs.Â ManyÂ times it is theÂ detailsÂ thatÂ dominateÂ most of theÂ meetings andÂ working time, however, theÂ resultÂ is highÂ rateÂ ThisÂ working group has Â before itÂ clearlyÂ defined the objectivesÂ to be achieved. Â These goalsÂ areÂ the desired outcome andÂ must be metÂ toÂ takeÂ a hit result. ManagementÂ isÂ veryÂ committedÂ toÂ peopleÂ and equipment.Â InformalÂ discussionsÂ one sittingÂ are common and occurÂ regularly.Â TheseÂ one by one theÂ debatesÂ areÂ designedÂ foreachÂ employeeÂ andÂ firstÂ lineÂ managerÂ to develop Â personal Â andÂ professional relationships.Â TheÂ employeeÂ mayÂ talk aboutÂ work-relatedÂ concerns,Â goals, and to ask feedback. MoreoverÂ performance, meetings wereÂ held in camera,Â noÂ phone callsÂ are answered,Â andÂ pagersÂ are turned off.Â TeamworkÂ isÂ promotedÂ andÂ cross-functional teamsÂ areÂ norm. Moreover, manyÂ ofÂ theÂ differentÂ departmentsÂ workÂ together towardsÂ a common goalÂ andÂ meetingsÂ oftenÂ includeÂ conferenceÂ callsÂ withÂ otherÂ key individualsÂ or sites.
StabilityÂ isÂ definitelyÂ lowÂ in myÂ organization.Â PersonalÂ andÂ direction changesÂ are constant. Â TheÂ lastÂ lineÂ managerÂ had firstÂ held the postÂ forÂ less thanÂ a yearÂ before being assignedÂ to aÂ position ofÂ secondÂ lineÂ in a different program.Â AlsoÂ withinÂ myÂ organization, fiveÂ non-management positionsÂ have beenÂ filledÂ this year andÂ twoÂ positionsÂ are available.
Always on Time
Marked to Standard
Overall, the organizational culture in IBM United States contributes to a healthy and pleasant job experience. There definitely exists a shared meaning as each organization has a wide expanse of control, talented cross-functional teams, and empowered employees. Moreover, entry socialization for new hires tends to be somewhat informal, collective, more fixed than variable, serial, and investiture. However, this culture is a fairly recent development and probably developed in response to the tremendous down sizing IBM went through in the eighties in addition to the new business developments of the nineties. In terms of behaving out of the norm, not many employees engage is outrageous behavior. Everyone tends to be well groomed, business casual dress, and act professionally. In closing, the IBM organizational culture provides a supportive framework, is technologically innovative, and encourages employee empowerment.
The first area of focus for CIOs in evolving their role is leadership, applied not only in their own IT organisation but equally, to the wider enterprise and even beyond it. A clear vision, the ability to lead change and to forge robust partnerships with suppliers and customers, are now blurring traditional IT functional boundaries and demanding skills and experience reaching beyond those boundaries.
Multi-faceted leadership: - The need for CIOs to demonstrate well-developed leadership capabilities both within their own IT organisation and the enterprise it serves, is clear . A CIO's ability to create a compelling vision for the business, to collaborate, and to make and execute sound business decisions, all create a strong skills portfolio. However, if he wants to evolve this role further, the CIO must add several more capabilities to transition successfully to a broader leadership position.
Motivation is an important factor that is likely to rise the productively of the employees in the organization. Employee motivation helps to raise the productivity of an organization and at the same time assist the organization to work as a system. The most important aspect of motivation is to align the aims, purpose, and the values between staff, teams and the whole organization in general to the culture of the organization. There are organizational and personal motivation techniques which are important for an organization to achieve improved productivity. Personal motivation techniques are important as they help to have motivated employees who are well integrated in the organization culture (Geen, 2004).Â
According the Maslow hierarchy of need mode, money is one of the most important factors in the motivation of the most important motivator. However according to the Hertzberg's two factor model of motivation, it tend to have short term effect on the motivation of the workforce, it has been identified as one of the most important factor in the overall motivation of the workforce. At the higher levels of his hierarchy where praise, respect, recognition and empowerment are place, these companies have been using this model by ensuring that they recognize the performance of their workers. One of the most important factor that has been explore by many motivation theories on workers are that motivation is mainly based the amount they are paid( Kreitner, R. & Kinicki, A,2003).
IBMÂ hasÂ confirmed,Â inÂ particular, theÂ spiritÂ ofÂ teamworkÂ which isÂ importantÂ inÂ motivation accordingÂ toÂ McGregorÂ XYÂ Theory.Â IBMÂ hasÂ emphasizedÂ the developmentÂ ofÂ effective communication betweenÂ their work forces,Â ensuring aÂ healthy teamÂ competition.Â Both have ensuredÂ theÂ effective inclusion ofÂ hisÂ superiors inÂ theÂ organization, according toÂ the theoryÂ ofÂ JohariÂ windowÂ will ensure that workersÂ enjoy theirÂ work.Â This helpsÂ to foster effective communicationÂ between workersÂ andÂ theirÂ superiorsÂ is importantÂ inÂ the overall developmentÂ andÂ growth ofÂ theÂ labour force.
Employee motivationÂ is anÂ important factorÂ toÂ improveÂ the overall productivity ofÂ the workforce. Â For an organization toÂ haveÂ aÂ motivated,Â mustÂ haveÂ a numberÂ ofÂ strategies to ensure thatÂ globalÂ growthÂ is notÂ theÂ labour.Â The threeÂ organizationsÂ haveÂ launched programsÂ thatÂ aimÂ to ensureÂ that motivatedÂ workforce.Â They have allÂ usedÂ theÂ objectives of theÂ employeeÂ as oneÂ of theÂ most important factorsÂ isÂ alsoÂ closely linkedÂ toÂ income. This isÂ consistent withÂ the modelsÂ we haveÂ reviewedÂ aboveÂ showing thatÂ theÂ moneyÂ is perhapsÂ theÂ mostÂ importantÂ factorÂ inÂ motivatingÂ theÂ workforce.
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The second area of focus within their IT organisations for evolving CIOs has two parts. One is comprised of the processes, methods and tools used by the IT team. The another part is the skills and capabilities of IT staff. Deploying a Highway Code If leadership describes the journey to the IT organisation's ideal, evolved destination, then the Highway Code that helps road users understand how to get there is the IT processes, methods and tools creating the guiding principles of driving Convention. The evolving CIO will ensure all of these are in place to support the evolution of his own and his IT organisation's roles.
Developing deep partnerships with customers and suppliers, and streamlining its sourcing model can give the IT organisation the experience and credibility needed to guide the enterprise itself through an equally radical transformation of business processes, methods and tools.