| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "OCCUPATIONAL SOCIALIZATION ORGANIZATION CHANGE": |
|
|
Occupational Socialization and Organization Change, 2006.
This paper defines and examines the relationship between occupational socialization to organization change in corporate America.
2,842 words (approx. 11.4 pages), 14 sources, APA, £ 58.95
»
Click here to show/hide summary
Abstract
This paper defines organizational socialization as the process through which individuals are transformed from outsiders to participating, effective members of organizations. While organizational change is defined more simply as either down-sizing or reengineering within the corporation, which both constitute the same radical corporate transformation within a business or corporation. The writer of this paper contends that the success of today's organization depends on unleashing and maximizing the talents of its workforce. The overall purpose of both occupational socialization and organization change is to help managers and supervisors achieve better results by identifying when and how to be participative. It is based on the premises that participative management and leadership practices are essential to building commitment. This paper details the various scenarios which require businesses to make drastic cutbacks or structural changes in the set up of the company as well as the reactions from both management and the workforce. Some of the more positive reasons for a company to change are in a shift of how to do business, manage complexity as well as the ability to transcend existing inertia and become more effectively competitive. Some of the more negative effects of change are that it can distract from the basic company goal, changing just to increase team spirit. The writer of this paper discusses several models in organizational socialization methods, including the Schein method which dictates that socialization to higher levels of management includes socialization to more central roles and influence within the organization.
Table of Contents:
What is Occupational Socialization?
Organizational Socialization Techniques
What is Organizational Change?
What Are the More Positive and Negative Aspects of Organizational Change?
What Happens When a Company Decides to Change?
How Does Occupational and or Organizational Socialization Affect Organizational Change?
Occupational Socialization Footnotes and Bibliography
Bibliography
From the Paper
"Some formal socialization techniques include orientation programs, new employee training, and employee handbooks and for on going socialization, job rotation. On the other hand informal socialization may include on-the-job training from a supervisor or coworkers, word of mouth and upending or transformational experiences. One of the better known organizational socialization models is Schein's which states that socialization to higher level of management includes socialization to more central roles and influence in the organization. One informal method of doing this is through personal mentoring. The Schein method describes that some of psychosocial functions of mentoring include role modeling, acceptance and confirmation and friendships."
| |
|
Learning Organization and Cultural Change, 2005.
Examines management innovation taking place at the Virginia Department of Motor Vehicles.
4,100 words (approx. 16.4 pages), 6 sources, MLA, £ 76.95
»
Click here to show/hide summary
Abstract
Learning organization is a term used to describe an organization in which individuals working together are able to expand significantly their own capacities, while at the same time strengthening and improving the culture of the organization for which they work. From technology to the increasing power of customers, the forces that have created the seismic changes in business today also serve as the foundation stones for the next generation of learning organizations. This paper identifies the path forged by a cultural change in an organization. It also looks at learning organization conceptually and then discusses some specific techniques of management innovation now being experimented by the Virginia Department of Motor Vehicles (DMV). These include strategic planning, re-engineering, total quality management, team management, and privatization.
From the Paper
"So, the agenda for change came to have a double meaning. The management call for accountability meant wage freezes and downsizing. Delegation of authority and empowerment meant pushing responsibility and work further down the hierarchical chain -- more work, longer unpaid hours and fewer people. The renewal also meant rapid change, customer orientation, restructuring, as well as re-engineering of the huge agency. In no time the stresses created by an atmosphere of change and uncertainty began to affect the Senior Management Committee in Nov. 2002, with the introduction of the most severe budget cuts by the state legislature. As in many businesses and government departments, the senior managers ran their organizations like fiefdoms. In times of plenty the aggravations of this style of management could be dealt with, but when already strained resources were faced with a potential additional 30% reduction, all reactions of self-preservation were magnified."
| |
|
Work Organization and Change, 2004.
An analysis of a case study of the organizational changes that took place in Ernst & Young, United Kingdom.
2,520 words (approx. 10.1 pages), 7 sources, MLA, £ 52.95
»
Click here to show/hide summary
Abstract
This paper analyzes and discusses the types of changes occurring within the organization, Ernst & Young and determines why they are being introduced. The paper provides a critical analysis of the identification, introduction and management of change within Ernst & Young UK, examining the extent that this was successful and unsuccessful using theory and conceptual models. The paper describes the strategies used to minimize the stress consequences for employees.
From the Paper
"To minimize the stress associated with this change, rather than take a giant leap forward, Land decided the best thing for the company was a gradual change process, which would require a devotion of time and resources to ensure a sound decision was made conscientiously and one that included the opinions of all members of the organization. Further the leader sought input from employees and managers that would have been affected by the change. His decision to take a slow approach coincides with organizational theory that supports change process moves from incremental changes to fundamental and organization wide ones that benefit organizational learning as a whole. "
| |
|
Change in an Organization, 2004.
An examination of the importance of change in an organization and effective steps in implementing change.
1,195 words (approx. 4.8 pages), 7 sources, MLA, £ 27.95
»
Click here to show/hide summary
Abstract
The paper begins with explaining the steps a leader needs to take to effectively implement change in an organization. It then discusses the importance of an effective decision making accountability system and the development of a climate of trust. This paper focuses on how changes within an organization affect specific groups.
From the Paper
"Any group?s success depends on the level of mutual accountability, contribution and shared values that the group members feel towards achieving the goal. The group leader plays a very important role in ensuring the cohesiveness and the performance of the group. Personal communication and mutual respect should be the foundation for ensuring that decisions are made in a fair and just manner. (McKenna and Maister, 2002) Using rules and codes of conduct, the leader can make the group understand the expectations that he or she has and the possible outcome for not adhering to these rules. Determining the dynamics and the personal responsibilities for each member is important and can help the leader manage a cohesive and motivated group of people."
| |
|
Change in an Organization, 2004.
An examination of the process of change within an organization.
1,501 words (approx. 6.0 pages), 13 sources, MLA, £ 34.95
»
Click here to show/hide summary
Abstract
This paper explains that change is good for an organization; it helps stimulate the organization to grow. It discusses how change can be difficult to implement in an organization and explains the different processes of change and how this is important for the overall management.
From the Paper
"An organization is an ever evolving and changing entity and all organization will undergo change at some stage in the history of the existence of the organization. The ability to determine and identify the factors that facilitate, necessitate or result due to a change implemented by the company is critical to the survival of the company. Changing the mindset and the human factor may ultimately come to represent the new competitive edge for a corporation, more than physical and other resources. Due to today's dynamic demographic, economic and social conditions, the interaction of individual and organizational development ?the development of the human resource will by far be the most salient and tangible outcome of any organizational change."
| |
|
Communication and Change - Managers and Organisations, 2002.
How managers and organisations have dealt with change in regards to technological advancements in communication.
2,563 words (approx. 10.3 pages), 17 sources, MLA, £ 53.95
»
Click here to show/hide summary
Abstract
As technology rapidly evolves managers and organisations must keep up with these advancements in order to operate as effectively and efficently as possible. This paper examines the developments enabled by technological advancements and sees them encompass the increasing capacity to communicate via the internet, through web pages, electronic mail (e-mail), web pages and intranet. It discusses video conferencing and further developments to mobile phones and hand held devices which are also at the cutting edge of communication technology.
From the Paper
"Communication is one facet that has really accelerated its evolution process, leaving managers and organisations trying to catch up to the technological advancements, which if used effectively can be capitalised upon. Communication may be simple defined as the transferring and understanding of meaning . Historically, the most efficient way a manager could communicate to their desired target included face to face meetings, written correspondence, telephonic conversations and to an extent facsimile . As the corporate world enters the high paced technological era managers and organisations will be forced to engage contemporary mechanisms of communication in order to stay competitive, or to gain a competitive advantage. Developments enabled by technological advancements encompass the increasing capacity to communicate via the internet, through web pages, electronic mail (e-mail), web pages and intranet. Video conferencing and further developments to mobile phones and hand held devices are also at the cutting edge of communication technology. As technology tightens it s stranglehold around communication managers must become more receptive to change and ready their organisation for these various mediums of information exchange as they offer cheaper, faster and more accurate methods of communication that have the potential to expand the company s productivity."
| |
|
Change in an Organization, 2002.
An examination of what factors need to be considered when implementing changes in an organization.
710 words (approx. 2.8 pages), 4 sources, MLA, £ 17.95
»
Click here to show/hide summary
Abstract
This paper tackles the problems faced by management of an organization when considering instituting changes in their administrative systems. It examines the roles of management and leaders when trying to implement any change.
From the Paper
"Prior to implementation of change by any methods, the change agent?internal or external?has to evaluate the organization as a whole. The problems and difficulties experienced by any company may be unique to the company or to the type of business. Change implementation generally requires a change in the behavioral strategies?either of the organization, the process used or the individual."
| |
|
Managing Change in a Global Organization, 2008.
A look at the issue of globalization in businesses.
1,743 words (approx. 7.0 pages), 5 sources, APA, £ 39.95
»
Click here to show/hide summary
Abstract
This paper examines the subject of globalization in the business world. It examines the necessity for it, the opportunities such a decision affords, employee resistance that can occur and the importance of top management involvement.
From the Paper
"Because of the rising level of competition, businesses are expanding globally in order to generate additional demand for their products and services. In addition to creating extra opportunities for growth through access to a wider market, global expansion also facilitates access to low cost operations. For example, manufacturing costs in China are the lowest to be found anywhere in the world with advanced infrastructural facilities. As a result, businesses in the West have been moving their operations to China by setting up manufacturing facilities there. Businesses with services offerings or those involved in the development of information technologies are increasingly turning to India for the availability of low-cost manpower in these areas. As a result of these trends, more and more businesses are going global in a variety of ways. Some businesses are expanding simply to the extent of setting up marketing and sales offices globally. Others are setting up manufacturing operations globally. Others are offering franchises. However globalizing operations efficiently and effectively is a highly challenging task in managing change. And this is an ongoing process since after operations have been shaped up to address global issues, the issues of managing change remain in the form of the need for rightsizing emerging periodically in response to the changing business environment. In managing these changes, I would select the evolutionary model for change"
| |
|
Implementing Change in Organizations, 2002.
The author looks at how the process of changing policy has evolved over the last twenty years and looks at some of the factors that have affected the process.
720 words (approx. 2.9 pages), 4 sources, MLA, £ 17.95
»
Click here to show/hide summary
Abstract
This paper examines the process involved when an organization wants to change its policy. The author looks at how the process of changing policy has evolved over the last twenty years and looks at some of the factors that have affected the process. According to this writer, changes in management, as well as changes in the nature of the relationship between management and its workers are two major factors affecting many organizations' ability to implement new policies and practices.
From the Paper
"In recent times, with the workforce more knowledgeable about their rights, and an increasing focus by management in keeping their workers happy, the balance of power has shifted. All changes have to be beneficial to both the management and the worker. Union buy-in for any change to be implemented is required. Organizations are increasing recruiting members of unionized and non-unionized staff to be included in the team that is formed to help implement changes in an organization. Successful changes in any organization have resulted as the outcome of an effective reward and incentives plan for all the participants rather than a few selected members of the organization. Efficient and effective two-way communication is necessary and one of the key elements in any environmental change."
| |
|
The World Trade Organization: Its Structure and Organization, 2001.
A personal paper arguing for the need of the World Trade Organization.
1,546 words (approx. 6.2 pages), 4 sources, £ 34.95
»
Click here to show/hide summary
Abstract
This paper looks at the World Trade Organization, or WTO and debates whether or not the WTO has a positive effect on the world. The author takes the position that one needs a place to take disputes and set regulations for the international economy.
From the Paper
"The World Trade Organization, which was created in 1995, was the biggest reform of international trade since 1948. During the previous years, international commerce had been organized under GATT, which established a multilateral trading system. However, by the 1980s major restructuring was needed. The Uruguay Round brought about that overhaul. It was the largest trade negotiation ever."
| |
|
How Will Climate Change Change Atlantic Canada?, 2006.
A discussion regarding Atlantic Canada and the unusual climatic changes.
1,125 words (approx. 4.5 pages), 2 sources, £ 30.95
»
Click here to show/hide summary
Abstract
This paper discusses how more and more scientists are now accepting that the world is undergoing unusual climate change. This paper examines the most important and likely ways that Atlantic Canada will be affected by climate change. The paper shows how climate change has the potential to have a devastating effect on the forests, farms and economy of Atlantic Canada. Natural Resources Canada reports that the latest analysis provided by the Intergovernmental Panel on Climate Change (IPCC) provides more scientific proof that climate change really is happening.
| |
|
Change Proposal for a Theatrical Organization, 2004.
Proposal for change in leadership style of a theatrical organization.
2,306 words (approx. 9.2 pages), 5 sources, APA, £ 49.95
»
Click here to show/hide summary
Abstract
This paper looks at the organizational and managerial problems of a theatrical organization and proposes a change for the company that would entail hiring a company manager. The paper analyzes and highlights the theater's problems in management style and organizational structure and then presents a plan for implementing the changes needed to eliminate the theater's management problems.
From the Paper
"Spending any time at all at one of the nation?s first, oldest and largest state theaters, a founding member of the League of Resident Theaters, brings to mind only one phrase above all others: ?Off with their heads.? The theatrical organization is run as if by the mad Queen in Alice in Wonderland. No real management is performed. Instead, edicts are issued by the CEO and founder and carried out without regard to the bottom line or any standards of acceptable organizational behavior. In short, there is the rule of fear, and nothing more."
| |
|
Organizational Change: The Dynamics of Strategic Change, 2001.
This paper analyzes the concept of "change", theories behind it, why it is necessary and how organizations need to cope with change in order to survive.
1,750 words (approx. 7.0 pages), 13 sources, £ 39.95
»
Click here to show/hide summary
Abstract
This paper analyses the concept of "change", theories behind it, why it is necessary and how organizations need to cope with change in order to survive.
From the paper:
"Change requires change. Organizations today are making abundant changes internally to cope with a highly turbulent external environment. With frequent reorganizing, downsizing, rightsizing, delayering, flattening the pyramid, teaming and outsourcing taking place, careers and career opportunities are in pandemonium resulting from the progressive destabilization of relationships between people and organizations."
| |
|
Change in the Concept of Power in a Modern Organization, 2002.
Suggests that the modern concept of power in today's organizations has been transformed from a traditional superior-subordinate relationship to one that is more loose and informal.
4,935 words (approx. 19.7 pages), 31 sources, MLA, £ 86.95
»
Click here to show/hide summary
Abstract
This paper examines how the modern concept of power in organizations has changed the role of the manager and the role of employees. The paper goes on to suggest that in today?s workplace, a manager is no longer one who exercises absolute authority. The manager's role is now that of a facilitator and catalyst. As a result of this change in the concept of power, the controlling function of leadership has evolved. Today?s employees enjoy a greater degree of control and power that was unheard of ten years ago.
From the Paper
"In today?s society, human beings are exposed to and strongly influenced by many types of power. As a result of globalization and innovative technology, managers and employees alike are seeing rapid changes in their workplaces. The changes affect millions of people personally, as they have to deal with company downsizing and learning new skills."
|
|
|
