Case study: organizational behavior and management
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Nancy improperly used her power as a customer service representative to directly ship parts to a distributor and bill them, which broke company rules. As a result, Nancy should write an apology letter and be fined to discourage future rule breaking. The company needs to clearly define rules, punishments, and appropriate use of power and authority to prevent misuse of power by employees. Nancy misused her power, which goes against organizational ethics and structure, so she must be held responsible for breaking the rules.
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BUS661-WEEK 3-DISCUSSION QUESTIONS-ASSIGNMENT Instructor Guidance- Leading Organizational Change MFV1314A
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Week 3 Objectives-instructor guidance-
揃 Outline key reasons for resistance to change and propose actions that can be taken to reduce resistance.
揃 Discuss key driving forces and steps of the change process.
揃 Evaluate the importance of communication in the change process and the overall effectiveness of the change initiative.
揃 Demonstrate knowledge of the change process.
In week two, we considered the internal and external pressures associated with change within the law enforcement profession.油 Continuing with this example we will consider/propose actions that can be taken to reduce resistance to change with the law enforcement profession.油
Across the country, crime analysts are compiling statistics that record and identify trends in crime.油 In theory, law enforcement managers can use these statistics to determine the best way to disperse the personnel within the agency to address specific crimes.油 There is an inherent flaw with this method for managing the delivery of police services to the community.油 The implementation of accountability programs are often thought of by management as a means of increasing officer productivity and motivating otherwise disinterested officers.油 The associated problem with the use of accountability programs are that law enforcement officers learn how to manipulate the statistics without truly accomplishing the goals of the agency.油 Subsequently the officers who learn how to manipulate these accountability systems are looked upon as the example.油 As a result, law enforcement managers must identify or develop proven methods to motivate officers to buy in to the vision and goals of the organization.油
Contrary to the traditional methods of policing, accountability programs adopt the managerial techniques and administrative structures of private for-profit corporations, emphasizing cost control, efficiency, decentralization of management and the cutting back of the public sector, while creating a market or quasi-market mechanisms, contracting out, performance indicators, risk assessment, and audit procedures. (Chan, 1999)油 As managers continue to implement these types of programs within the law enforcement profession, officers who typically enjoy a considerable amount of freedom are now confronted with a micromanagement style of leadership.油 This often results in feelings of resentment, hostility, and distrust as management is pitted against front-line employees.油 To offset this hostility, officers gradually fall into several distinct categories.油 Those who produce at lower-levels, those who learn to manipulate the statistics utilized by supervisors to measure performance, and those who continue to work at previously established levels.油 Each of these situations creates a challenge for managers to deal with in terms of motivation.油 It would not be plausible to motivate each group of officers ...Power & Politics in an organization
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Paper should be approximately 3300 words, excluding title and reference pages.油 Should respond to each of the claims being raised by the employee and the defenses available to the employer.油Must cite the laws that protect or prohibit such conduct, and analyze each element of the cause of action to determine what the outcome may be for each claim.油 Be sure to include in-text citations, as well as an APA title page, and reference page.油 Also, be sure to utilize at least 3 court cases and any applicable statutes that apply to the claims being made by the employee.油 Also utilize at least 2 peer-reviewed sources in addition to the court cases, statutes and class text.
Expectation Of Privacy
Company X has a policy that provides the following:
Employees are reminded that all computers issued by the Company, as well as all data and information sent, received, or stored on those computers, remain the property of the Company.油 Employees should not have any expectation of privacy with respect to information transmitted over, received by, or stored on a Company computer. The Company maintains the rights to monitor, modify, and delete all data that is stored on its computers.油 A violation of any aspect of this policy may result in disciplinary action, up to and including termination.油
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When employees log into their computer, the following message appears and the employee must acknowledge and accept the warning before access into the system is allowed:
WARNING: This system contains information that is the property of Company X and is for authorized use only. Unauthorized access is prohibited. Activities of users on this system are monitored. Anyone accessing this system expressly consents to such monitoring and is advised that if such monitoring reveals possible evidence of criminal activity, the evidence may be provided to law enforcement officials.
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油
1) A new VP of purchasing at Dashman Company wants to centralize purchasing, which was previously decentralized across business units.
2) The VP sends a letter imposing new purchase restrictions, but the business units ignore the letter and continue as usual.
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GROUP-1.pdffffffffffffffffffffffffffffffffffffffffffffffffgiselleruiz29
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GROUP-1.pdffffffffffffffffffffffffffffffffffffffffffffffffCHAPTER 5 Principles and Policies in the油Police Organizatio.docx
CHAPTER 5 Principles and Policies in the油Police Organizatio.docxrobertad6
油
CHAPTER 5 Principles and Policies in
the油Police Organization
LEARNING OBJECTIVES
Define the authority-level principle.
Define the principle of chain of command.
Define the principle of unity of command.
Define the principle of span of control.
Cite three criteria by which functions may be examined for similarity.
Explain why organizational guidelines are especially important in policing, but also difficult to
apply.
Compare policies, procedures, and rules and regulations in terms of specificity.
Identify the four sources of organizational policy.
Identify the five key stages in the development of originated policy.
This chapter addresses two related issues: (1) principles that guide the structure of the
police organization; and (2) policies and procedures that guide police employees in their
decision making and actions. The information in this chapter lays the foundation for the
discussion of the functions of police management presented in Chapter 6.
Authority, Responsibility, and Accountability
Any organization in which someone has authority over someone else is a hierarchy.
Governments, corporations, fraternities, universities, and police departments are all hier-
archies. Most organizations are hierarchical in some respects; some are more hierarchical
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1
6
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110 The Traditional Perspective
than others. The greater the number of levels of supervisors or administrators an organi-
zation has, the more hierarchical the organization is. For example, Figure 5.1 shows that
police department A is more hierarchical than department B, even though both have the
same number of employees.
Typically, larger organizations are more hierarchical than smaller ones, simply
because more employees require more supervisors, more supervisors require more mid-
level managers, and so on. If too many levels of hierarchy are created, however, many
different kinds of organizational problems can arise, such as delays in communication
from the top of the organization to the bottom and lack of feedback at the top of the
organization. Many organizations today, including police departments, are trying to
become flatter by eliminating unnecessary levels of hierarchy.1 As with most elements
of organizational structure, balance is requiredin this case, balance between the need
Sergeant
Police
Officer
Lieutenant
Police Department A
Police Department B
Chief
Police
Officer
Police
Officer
Police
Officer
Chief
Police
Officer
Police
Officer
Police
Officer
Police
Officer
Police
Officer
Police
Officer
Figure 5.1
Two Seven-Member Police Departments. Department A is more hierarchical than Department油B
F
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,
C
E
D
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6
9
2
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5 Principles and Policies 111
for sufficient supervision and the desire to streamline the organizational structure as much
as possible. See Authority and Responsibility, Box 5.1.
When we say someone is a persons boss, we generally.
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One-Population One Population StatisticsHypothesis test calculatorSample Statisticx-mean15enterenter15Hypothetical ValueSample Sizen150enterSample Standard Deviation2enter0Difference between sample value and Hypothetical valueStandard Error of StatisticSE0.16330.0000z-score50%p-value lower (Probability the mean is more than Hypothetical Value)z-scoreCL50%p-value upper (Probaility the mean is less than Hypothetical value)1.64590%1.0000Two-tailed test p-value1.9695%2.57699%Confidence Intervals using z-scoresCL90%upper15.27z1.645lower14.73CL95%upper15.32z1.96lower14.68CL99%upper15.42z2.576lower14.58
Only enter data in the dark-colored cells; the remaining cells are locked and calculate automatically. If you delete a formula, reload the calculator from your classroom, or a clean saved file.
Two-PopulationsTwo Population (mean) StatisticsFirst SampleMean 150enter first sample meanFirst SampleSize 140enter first sample sizeSecond SampleMean 251enter second sample mean51Hypothetical difference between the two samples (usually zero)Second SampleSize 250enter second sample sizeDifferenceMean Diff-1-52Difference between sample value and Hypothetical valueSample Standard Deviation 1Stdev. 11.2enter first standard deviationSample Standard Deviation 2Stdev. 21.8enter second standard deviation-163.7846z-score0.0000Probability the samples are differentStandard Error of StatisticSE0.31749015731.0000Probability the samples are the same0.0000Probability the samples are different, using two-tailsC I of Difference using z-scoresCL90%upper-0.478z1.645lower-1.522CL95%upper-0.378z1.96lower-1.622CL99%upper-0.182z2.576lower-1.818
Only enter data in the dark-colored cells; the remaining cells are locked and calculate automatically. If you delete a formula, reload the calculator from your classroom, or a clean saved file.
Seminar in Public Human Resources Administration: Final
1. With the increased use of temporary and part-time employees, How much training must be offered to these workers? And whose job is it to train these folks? Is there training available for those employees who have to provide coaching and counseling assistance for these individuals?
2. What is the legal framework for workplace safety and health issues? What does this framework for workplace safety involve? Give some examples of safety and health issues posed by independent contractors and health-care professionals.
3. What is workplace violence, and what are the risks does it pose to the health, safety or wellbeing of an employee or multiple employees? How does domestic violence in the home relate to violence in the work place? What can the employer do to reduce or eliminate violence in the workplace? Give some examples.
Organizational Justice
1
1
The Sanction Function.the Forth Function
The Sanction Function:
Every organization, public, private, or nonprofit must establish and maintain terms of the relationship between employee and employer
Terms in an employment relationship are ...Power and Influence
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1. Describe forms of power originating from
position, personal characteristics, and
situational forces.
2. Differentiate among moral, immoral, and
amoral modes of handling power.
3. Describe the differences among four forms of
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2. Political behavior in organizations aims to acquire and use power to influence outcomes. While some see it as undesirable, others argue it can be ethical if it respects all parties' rights and principles of justice.
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Bureaucracy EssayConcept of Formal and Informal Organization
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Formal and informal organizations both exist within companies. A formal organization has a clearly defined hierarchy, roles, and procedures. An informal organization is based on personal relationships and social networks rather than official roles. It forms naturally as people interact and can complement the formal structure by enabling collaboration across groups and aiding innovation, though it is not governed by official rules. Both organization types are necessary for a company to function effectively.BUS661-WEEK 3-DISCUSSION QUESTIONS-ASSIGNMENT Instructor Guidance.docx
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BUS661-WEEK 3-DISCUSSION QUESTIONS-ASSIGNMENT Instructor Guidance- Leading Organizational Change MFV1314A
WEEK 3
Week 3 Objectives-instructor guidance-
揃 Outline key reasons for resistance to change and propose actions that can be taken to reduce resistance.
揃 Discuss key driving forces and steps of the change process.
揃 Evaluate the importance of communication in the change process and the overall effectiveness of the change initiative.
揃 Demonstrate knowledge of the change process.
In week two, we considered the internal and external pressures associated with change within the law enforcement profession.油 Continuing with this example we will consider/propose actions that can be taken to reduce resistance to change with the law enforcement profession.油
Across the country, crime analysts are compiling statistics that record and identify trends in crime.油 In theory, law enforcement managers can use these statistics to determine the best way to disperse the personnel within the agency to address specific crimes.油 There is an inherent flaw with this method for managing the delivery of police services to the community.油 The implementation of accountability programs are often thought of by management as a means of increasing officer productivity and motivating otherwise disinterested officers.油 The associated problem with the use of accountability programs are that law enforcement officers learn how to manipulate the statistics without truly accomplishing the goals of the agency.油 Subsequently the officers who learn how to manipulate these accountability systems are looked upon as the example.油 As a result, law enforcement managers must identify or develop proven methods to motivate officers to buy in to the vision and goals of the organization.油
Contrary to the traditional methods of policing, accountability programs adopt the managerial techniques and administrative structures of private for-profit corporations, emphasizing cost control, efficiency, decentralization of management and the cutting back of the public sector, while creating a market or quasi-market mechanisms, contracting out, performance indicators, risk assessment, and audit procedures. (Chan, 1999)油 As managers continue to implement these types of programs within the law enforcement profession, officers who typically enjoy a considerable amount of freedom are now confronted with a micromanagement style of leadership.油 This often results in feelings of resentment, hostility, and distrust as management is pitted against front-line employees.油 To offset this hostility, officers gradually fall into several distinct categories.油 Those who produce at lower-levels, those who learn to manipulate the statistics utilized by supervisors to measure performance, and those who continue to work at previously established levels.油 Each of these situations creates a challenge for managers to deal with in terms of motivation.油 It would not be plausible to motivate each group of officers ...Power & Politics in an organization
Power & Politics in an organizationalka mishra
油
types of power exercised by management , employee, factors affecting power, advantages, disadvantages, importance, types of politics, factors ,advantages, disadvantages summary,Power and politics
Power and politicsAndualem192
油
This document discusses power and politics in organizations. It begins by defining power as the ability to influence and control things that are valuable to others. There are different sources of power, including coercive power using fear, reward power from allocating incentives, and referent power from personal relationships. Power can be used positively or negatively. Organizational politics involves informal efforts to influence others and achieve objectives, and it arises from conflicting agendas and struggles for power. While often viewed negatively, politics are not inherently bad, and effective politics maintains relationships while achieving results.Power and politics
Power and politicsTasneem Kanchwala
油
Power and politics are important dynamics in organizational behavior. Power is the ability to influence and achieve goals, even in the face of resistance from others. There are various sources of power, including reward power, coercive power, legitimate power, referent power, and expert power. Organizational politics involves the distribution of power and strategies for obtaining and retaining power. Conditions of scarce resources, ambiguous decisions, unclear goals, and change can increase organizational politics and political behavior.Paper should be approximately 3300 words, excluding title and refe.docx
Paper should be approximately 3300 words, excluding title and refe.docxherbertwilson5999
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Paper should be approximately 3300 words, excluding title and reference pages.油 Should respond to each of the claims being raised by the employee and the defenses available to the employer.油Must cite the laws that protect or prohibit such conduct, and analyze each element of the cause of action to determine what the outcome may be for each claim.油 Be sure to include in-text citations, as well as an APA title page, and reference page.油 Also, be sure to utilize at least 3 court cases and any applicable statutes that apply to the claims being made by the employee.油 Also utilize at least 2 peer-reviewed sources in addition to the court cases, statutes and class text.
Expectation Of Privacy
Company X has a policy that provides the following:
Employees are reminded that all computers issued by the Company, as well as all data and information sent, received, or stored on those computers, remain the property of the Company.油 Employees should not have any expectation of privacy with respect to information transmitted over, received by, or stored on a Company computer. The Company maintains the rights to monitor, modify, and delete all data that is stored on its computers.油 A violation of any aspect of this policy may result in disciplinary action, up to and including termination.油
Employees should not expect that information on any company computer will be confidential or that they will have any proprietary, privacy, or protected confidentiality right with respect to such information. In order to monitor compliance with this policy and protect its business interests, including the need to prevent any improper use of computers, the company reserves the right to gain access to any information stored in, accessed, used or retrieved by any of its computers.
When employees log into their computer, the following message appears and the employee must acknowledge and accept the warning before access into the system is allowed:
WARNING: This system contains information that is the property of Company X and is for authorized use only. Unauthorized access is prohibited. Activities of users on this system are monitored. Anyone accessing this system expressly consents to such monitoring and is advised that if such monitoring reveals possible evidence of criminal activity, the evidence may be provided to law enforcement officials.
Salrita was recruited by Company X.油 She and her wife were relocated by the company so that Salrita could accept a senior level position with the company.油 Salrita was recently terminated because the company did not consider her to be a good fit.油 She had worked for the company for 15 months and was brought in to turn around a division that had suffered from poor productivity and leadership.油 During the last year, Human Resources conducted 23 different investigations filed by employees complaining of harassment and discrimination.油 Employees made statements like the following:油 She is such a bitch.油 The dike is never happy.油 She i.The ethics of job discrimination (chapter 7) and The individual in the organi...
The ethics of job discrimination (chapter 7) and The individual in the organi...Heickal Pradinanta
油
this presentation consists of 2 chapter;
- chapter 7 which is the ethics of job discrimination
- chapter 8 which is the individual in the organizationThe dashman company case group 8
The dashman company case group 8Shanta Mohanty
油
1) A new VP of purchasing at Dashman Company wants to centralize purchasing, which was previously decentralized across business units.
2) The VP sends a letter imposing new purchase restrictions, but the business units ignore the letter and continue as usual.
3) Potential causes of non-compliance identified include psychological reluctance to give up power, lack of input in the decision, poor communication, and absence of penalties for non-compliance.GROUP-1.pdffffffffffffffffffffffffffffffffffffffffffffffff
GROUP-1.pdffffffffffffffffffffffffffffffffffffffffffffffffgiselleruiz29
油
GROUP-1.pdffffffffffffffffffffffffffffffffffffffffffffffffCHAPTER 5 Principles and Policies in the油Police Organizatio.docx
CHAPTER 5 Principles and Policies in the油Police Organizatio.docxrobertad6
油
CHAPTER 5 Principles and Policies in
the油Police Organization
LEARNING OBJECTIVES
Define the authority-level principle.
Define the principle of chain of command.
Define the principle of unity of command.
Define the principle of span of control.
Cite three criteria by which functions may be examined for similarity.
Explain why organizational guidelines are especially important in policing, but also difficult to
apply.
Compare policies, procedures, and rules and regulations in terms of specificity.
Identify the four sources of organizational policy.
Identify the five key stages in the development of originated policy.
This chapter addresses two related issues: (1) principles that guide the structure of the
police organization; and (2) policies and procedures that guide police employees in their
decision making and actions. The information in this chapter lays the foundation for the
discussion of the functions of police management presented in Chapter 6.
Authority, Responsibility, and Accountability
Any organization in which someone has authority over someone else is a hierarchy.
Governments, corporations, fraternities, universities, and police departments are all hier-
archies. Most organizations are hierarchical in some respects; some are more hierarchical
F
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S
T
E
R
,
C
E
D
R
I
C
1
6
9
2
T
S
110 The Traditional Perspective
than others. The greater the number of levels of supervisors or administrators an organi-
zation has, the more hierarchical the organization is. For example, Figure 5.1 shows that
police department A is more hierarchical than department B, even though both have the
same number of employees.
Typically, larger organizations are more hierarchical than smaller ones, simply
because more employees require more supervisors, more supervisors require more mid-
level managers, and so on. If too many levels of hierarchy are created, however, many
different kinds of organizational problems can arise, such as delays in communication
from the top of the organization to the bottom and lack of feedback at the top of the
organization. Many organizations today, including police departments, are trying to
become flatter by eliminating unnecessary levels of hierarchy.1 As with most elements
of organizational structure, balance is requiredin this case, balance between the need
Sergeant
Police
Officer
Lieutenant
Police Department A
Police Department B
Chief
Police
Officer
Police
Officer
Police
Officer
Chief
Police
Officer
Police
Officer
Police
Officer
Police
Officer
Police
Officer
Police
Officer
Figure 5.1
Two Seven-Member Police Departments. Department A is more hierarchical than Department油B
F
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,
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5 Principles and Policies 111
for sufficient supervision and the desire to streamline the organizational structure as much
as possible. See Authority and Responsibility, Box 5.1.
When we say someone is a persons boss, we generally.Organizing and Staffing
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One-Population One Population StatisticsHypothesis test calculatorSample Statisticx-mean15enterenter15Hypothetical ValueSample Sizen150enterSample Standard Deviation2enter0Difference between sample value and Hypothetical valueStandard Error of StatisticSE0.16330.0000z-score50%p-value lower (Probability the mean is more than Hypothetical Value)z-scoreCL50%p-value upper (Probaility the mean is less than Hypothetical value)1.64590%1.0000Two-tailed test p-value1.9695%2.57699%Confidence Intervals using z-scoresCL90%upper15.27z1.645lower14.73CL95%upper15.32z1.96lower14.68CL99%upper15.42z2.576lower14.58
Only enter data in the dark-colored cells; the remaining cells are locked and calculate automatically. If you delete a formula, reload the calculator from your classroom, or a clean saved file.
Two-PopulationsTwo Population (mean) StatisticsFirst SampleMean 150enter first sample meanFirst SampleSize 140enter first sample sizeSecond SampleMean 251enter second sample mean51Hypothetical difference between the two samples (usually zero)Second SampleSize 250enter second sample sizeDifferenceMean Diff-1-52Difference between sample value and Hypothetical valueSample Standard Deviation 1Stdev. 11.2enter first standard deviationSample Standard Deviation 2Stdev. 21.8enter second standard deviation-163.7846z-score0.0000Probability the samples are differentStandard Error of StatisticSE0.31749015731.0000Probability the samples are the same0.0000Probability the samples are different, using two-tailsC I of Difference using z-scoresCL90%upper-0.478z1.645lower-1.522CL95%upper-0.378z1.96lower-1.622CL99%upper-0.182z2.576lower-1.818
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Seminar in Public Human Resources Administration: Final
1. With the increased use of temporary and part-time employees, How much training must be offered to these workers? And whose job is it to train these folks? Is there training available for those employees who have to provide coaching and counseling assistance for these individuals?
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3. What is workplace violence, and what are the risks does it pose to the health, safety or wellbeing of an employee or multiple employees? How does domestic violence in the home relate to violence in the work place? What can the employer do to reduce or eliminate violence in the workplace? Give some examples.
Organizational Justice
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The Sanction Function.the Forth Function
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Every organization, public, private, or nonprofit must establish and maintain terms of the relationship between employee and employer
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1. Describe forms of power originating from
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Case study: organizational behavior and management
- 1. Organizational Behavior and Management Solution Nancys Case Part 1 As a manager of Xemas Company, an action regarding the actions of Nancy should be taken. Although, Nancys action were for the interest of the company, she did not have the power to conduct direct shipment and then bill the distributor. Nancy who has broken the company rules by abusing her power should be responsible for her actions. As a manager, Nancy should write an apology letter to the supervisor in the billing department and the president of the company apologizing for her action. A fine should also be charged to her to discourage such action in the future by her or other employees in the organization. Rules and regulation in the organization should be defined clearly to the employees and punishment for breaking each of them should also be described. The use of power and authority should also be defined and the responsibility that comes with power. Part 2 The solution to Nancy case relates to the theory of power in the organization. Power should come with responsibility. Breaking of rule and regulations occurs as a result of misuse or abuse of power is in any organization, and this is considered ethically wrong. Nancy in her capacity as a customer service lady misused the power of customer care and carried out direct shipment of the part to the dealer. This was against the organizational rules and regulation. To ensure that power in the organization is efficiently used, punishment should be imposed
- 2. Part 3 Power is the capability of one party to influence the action of the other party. Power in an organization is created by the organization structure, which specifies the role of every member in the organization. There are three structures of power, which are access to resources, ability to affect decision making process and access to relevant and important information. To ensure effective use of power in organization, employees of the organization are governed by code of conduct and organizational rules and regulations. This is also enhanced by consultation where the use of power is not very clear. Breach of organizational rules and regulation result to misuse or abuse of power. Therefore, Nancy should be held responsible for misuse of power and breaking the organizational rules and regulation.