It has also been noted that for certain individuals and in certain industries there is more influence exerted by the so-called hygiene factors -- the extrinsic, physical aspects of a job such as salary, work environment, management accessibility and attitude, etc. -- whose lack or absence creates dissatisfaction are more prominent, and in others the motivators are more powerful (Maidani 1991)
Each of these is essential to achieving and maintaining happiness. Maslow's theory is another one that sounds very good and can be applied anecdotally to almost any situation, but that empirical research has consistently failed to back up his ideas (Wahba & Bridwell 1974)
This leads one to question the applicability of equity theory in general, as personal differences also likely have an effect on one's work ethic and sense of equity (Yum & Canary 2009). Wide variations in expectation of compensation exist within single cultures, as well, and this further muddies and mitigates the effects predicted y equity theory (Wildes 2008)
In general, though, equity theory predicts that workers will put less in when they feel they aren't being adequately compensated. Studies have shown that the applicability of equity theory can change drastically from country to country and culture to culture, however, and even from industry to industry (Yum & Canary 2009; Wildes 2008)
The researchers use the White House to demonstrate how politics influences the organizational structure and often subsequent management styles and organizational culture that resides within an organization. In politics, some are seen as "indispensable" with organizational behavior and decision-making processes deeply rooted in the political foundations serving the organization at hand (Cohen & Krause, 2000)
325). The authors suggest multiple conditions, processes and decision-making that occurs within organizational enterprises often reflect "contextually dependent masculinities" (Maier & Messerschmidt, 1998, p
They conclude that powerful sociological forces are at work within the organization that lead to behaviors, and influence organizations to plan strategically and either successfully or unsuccessfully. Of note, the authors claim that the primary influences on organizational behavior include: (1) "powerful groups" which may include the thoughts of members of the group, which can affect the entire organization; (2) "aggregate member thoughts, feelings and behaviors" from which one may create a model of how effective a team will be at decision-making; and (3) "interactions of individuals in groups," which represent as the authors note a complex "interplay" between the "context" of an organization and individual behaviors (Mowday & Sutton, p
How does an organization do this? The authors propose that the level of commitment employees and managers have to collective action will determine whether an organization succeeds or fails in their attempt to transform to a more democratic style management system. The authors compare the shift that needs to occur in organizational behavior as similar to that adopted in "school-based management" where decision-making is moving away from a centralized core and taken down to the level of middle management and employees (Robertson & Tang, p
29). 2) Because culture is universal in human beings and shapes their behaviors, it is not surprising that management practices differ across cultures and societies just as they vary across sectors or among companies: "From that perspective, seeking a simple, universal organizational management medicine (method, attitude, technique) is utopian and cannot reach its goal" (Everett & Strach, 2004, p
29). 2) Because culture is universal in human beings and shapes their behaviors, it is not surprising that management practices differ across cultures and societies just as they vary across sectors or among companies: "From that perspective, seeking a simple, universal organizational management medicine (method, attitude, technique) is utopian and cannot reach its goal" (Everett & Strach, 2004, p
29). 2) Because culture is universal in human beings and shapes their behaviors, it is not surprising that management practices differ across cultures and societies just as they vary across sectors or among companies: "From that perspective, seeking a simple, universal organizational management medicine (method, attitude, technique) is utopian and cannot reach its goal" (Everett & Strach, 2004, p
edu/ntsbarsh/opre640/opre640.htm BPO Services Association Unlimited (Philippines. (2010)
It has also been proposed that there be a revamp of work procedures, predominantly in call centers, in order to permit BPO employees more diplomacy to make use of their often substantial credentials. It has also been recommended that guidelines and practice intended at improving employee's communication with management (Ribeiro, 2010)
edu/ntsbarsh/opre640/opre640.htm BPO Services Association Unlimited (Philippines. (2010)
In regards to the quantity of a company, middle-managers often oversee first-level supervisors, while chief executives oversee middle-managers. Therefore supervision is a managing action and supervisors have managing functions in a company (Robert, 2009)
Thus, it is a discipline of old time, with quite a number of years in existence. However, it is surprising to note that despite the huge investments that various organizations and companies employ to facilitate organizational change studies still indicate that between 60% - 70% fail (Anderson & Ackerman, 2010 p
This is remarkably true. However, the problem comes in when the organization mandates the manager to implement the change and manage the effects in their capacity (Burke, 2010 p
Therefore, the sourced skill did not have exclusive support from the people who were already in the system. Additionally, training the employees only gave them skill to advance their knowledge rather than manage the whole change process (Hughes, 2006 p
In these comparisons, it was clear that changing times have varied influences on the organizational structures in place. The procedures and structures that used to work in the early 1970's are not similar to those of 1990's, which also vary from those of the present (Saunders, 2010 p
This is true as the managerial or other change that a company that deals in the manufacturing process is not similar to that in the hotel or service industry. These industries have different platforms of engaging the customers; thus, every organization needs a change management strategy that inclusively caters for all the stakeholders in that organization or company (Senior & Fleming, 2006 p