PLEASE REBUTTAL AND ANSWER EACH OF THE FOLLOWING QUESTIONS OR POST STATEMENTS. MUST BE 150 WORDS (PLEASE), WRITE IN 3RD PERSON.ONLY ONE REFERENCE CAN BE USED FOR EACH ANSWER. MUST BE 150 WORDS (PLEASE), WRITE IN 3RD PERSON.PLEASE MAKE SURE TO USE SCHOLARLY PEER REVIEWED ARTICLESAND PLACE EACH REFERENCE USED UNDER EACH ANSWER.
DQ 1
Hi,
I understand what you mean by stating the general goal and the importance of having an objective, but isn't it important to name the goal? For example downsizing, expansion, or even restructuring! I would always suggest stating the goal, how you intend to achieve it, and a time table for some results. I suggested that the resource-based approach is the best avenue to Dr. Mueller question because we can make our decisions based on the resources better. Even if we can't perform the task ourselves, we would still have control over the material, human capital, or real estate!
The bottom line is to make money and having several avenues to achieve that goal increase our chances for success, However I do have a bias approach on the grounds I think managerially.
Do you think that resource-based approach has the advantages I mentioned, if not please explain?
DQ 2
Naturally, people would probably assume that organizational effectiveness is based on the output (results, the bottom line, increased profit margins). Even in my current organization, the emphasis is on the results and not the people, which is why the morale is low. The mention of employees and the human relation factor is pretty much an afterthought, which is why I strongly believe the best approach to evaluating an organization's effectiveness is in the internal process approach. According to Daft (2015), the best-known proponents of an internal process model are from the human relations approach to organizations (p. 72). The people (employees) ensure organizational processes are intact, orderly, and operating smoothly because they are satisfied and vested in the overall organization. Thusly, this satisfaction leads to results and increased productivity across the board. Therefore, when organizations invest in its' people, it translates into increased profit margins.
Daft, R. L. (2015). Organization theory and design (12th ed.) Mason, OH: South-Western, Cengage Learning.
DQ 3
Hi ,
Your point on internal and external opportunities was something I over looked and never considered this is why I love reading all the posting in the class. Internal opportunities could create a strong working environment which in turn could create external opportunities, especially if they are both well organized. You put a lot of work into your research and I'm impressed with your directness, you even touched on the human resources role in the process. One habit I'm guilty of is focusing on the managerial aspects of the companies; I have to get better with that!
Do you think my comparison of organization to a fetus and baby are accurate, and if not why?
DQ 3
Debate whether an organizations strategic intent reflects managers' systematic analysis of organizational and environmental factors or vice versa.
Thank you for the question Dr. Mueller,
I believe one of the gifts of being a manager in any structured environment is to have the ability to make the decision on what Type of environment fits the needs of the company and not vice versa to focus, I say this because the climate for conservation and arise at a moment's notice. Knowing the right time for change is essential for any analysis to recognize, Daft (2015) mentioned that the analyzer have to maintain stability during innovative gestures. A good example would be the Xerox case and how Mulcahy had to be patient while she changed the structure of the company.
More interesting is that Miller, (1981) suggest looking for similar patterns and construct a formula which I believe will create a suitable environment. This is what I consider innovative measures consistent with Mulcahy strategy at Xerox, I believe the organization is the idea and the manager is the sculpture of the vision. In this instance we find that the managers now becomes the means to the end (Ostroff, C. Schmitt, N. 1993) and the effort to evaluate the intent comes full circle for the analyzer, in other words the your question justifies itself. I believe the organization is a living organism if the fetus form seeking nutrition form it's mother, the manager is the source which provides the nutrition. Once the the intention of the makers is revealed to the management we produce the product or service in an attempt to reproduce the success, and learn firm the mistakes.
Organization are like children growing up, we try something and it works we smile. If the idea fails was cry and start again, one fact we have to acknowledge is businesses fail for many reasons! (Satell, G (2015) One reason is the environment in which the organization is planted, an experienced manager, researcher, or investor know the right time, location, and environment the project can have the most success; and more importantly which structure to use Organic or Mechanistic.
Reference
Daft, R. L. (2015). Organization theory and design (12th ed.) Pg. 65 (Sun heading Analyzer) Mason, OH: South-Western, Cengage Learning. ISBN-13: 9781285866345
Miller, D. 1981. Toward a new contingency perspective: The search for organizational gestalts. Joumal of Management Studies, 18: 1-26.
Ostroff, C., Schmitt, N. (1993). Configurations Of Organizational Effectiveness And Efficiency. Academy Of Management Journal, 36(6), 1345-1361. doi:10.2307/256814
Satell, G (2015) The Little Black Book of Billionaire Secrets Why Organizations Fail NOV 14, 2015 @ 10:52 PM 2,332 VIEWS The Little Black Book of Billionaire Secrets Greg Satell , CONTRIBUTOR https://www.forbes.com/sites/gregsatell/2015/11/14/why-organizations-fail/#2e5a199d5b77.