bus 475 week 4 questions

please not i need all 8 questions answered

Question 1 Nancy, thanks for your response. I agree that communication goes a long way toward improving employee morale.   In a workplace where information is not shared, morale can quickly spiral downward, as you noted.  It probably will not be too long before productivity is impacted, something which companies cannot afford. Communication can be an issue, as it relates to an organization’s culture. In some instances, a contributing factor may just be a manager who may need to develop his/her communication skills. All, have you encountered situations where you might consider “managing upward?”  By that I mean, asking questions of your manager/supervisor, regarding organizational, departmental, or division plans? Perhaps, it may mean taking it one step further in approaching the manager, suggesting that, to ensure you are working toward company goals, perhaps status or feedback meetings could be scheduled.  What are your thoughts regarding this approach? Advantages? Disadvantages?

Question2 Five traditional organizational structures (simple, functional, divisional, matrix, product-team) exist, as pointed out by the authors.  Consider your assigned organizations – which structure appears to be in place? Please explain. My organization is dell

Question 3 Class, this chapter describes seven attributes that enable good leadership–vision, performance, principles, education of subordinates, perseverance, passion, and leader selection/development. Which one have you found to be the most meaningful to you in the leaders you respond to the best?

Question 4 In what ways, if any, is your current company (or one you are familiar with) exercising corporate social responsibility? Are there any changes you would recommend to the corporate social responsibility strategy?

Question 5 As noted in this chapter, organizational structures have changed over time, whereby leaders have ascertained that formal structures that worked previously may no longer lend themselves to today’s virtual, remote, agile workforce.  Leaders have long been challenged to identify the most effective structure.  For example, as noted in this chapter, “In a highly decentralized organization, decision-making authority is pushed down to the lowest organizational level capable of making timely, informed, competent decisions. The objective is to put adequate decision-making authority in the hands of the people closest to and most familiar with the situation and train them to weigh all the factors and exercise good judgment. Decentralized decision making means, for example, that employees with customer contact are empowered to do what it takes to please customers.” Some agree with this decentralized structure, while others assert the challenge in a decentralized system is in maintaining adequate control.   Class, do you believe a decentralized structure is a good fit for your new division?  Please explain your position.

Question 6 This technique (management by walking around – MBWA) is one way for management to stay on top of what’s happening and monitoring progress. Compare and contrast this technique to Gemba.  In your opinion, is one technique more effective than another?  Please explain.

Question 7 Joe, thank you for pointing out the importance of being able to ask questions and have two-way dialog.  To me, it’s a shared responsibility.  For example, if employees would like to know more, this is their opportunity to speak up.  It can be really frustrating when changes occur and those whom it impacts the most are uninformed. Class, as noted in this chapter, organizational culture sets the tone for the entire organization, which, in turns, impacts external stakeholders, e.g., customers, clients, vendors, etc.  We discussed the importance of keeping an eye on trends in the marketplace, as well as responding to change in an agile manner.  An important aspect in introducing change relates to effective communications.  In general, about one-fifth of people impacted by a change will be early adopters — people who support and welcome change.  That leaves 80% who need to be brought on board and accept the change. All, since strategic objectives are typically about change (new products, new markets, new processes), how would you go about ensuring a change is implemented effectively? Do you have techniques/tips to share for ways to ensure the remaining 80% will accept and eventually support the change?

Question 8 https://portal.phoenix.edu/medialibrary/videodetails.50V110101001400624.html

Class, the speaker in this video has many years of experience in implementing and assessing performance management systems.  It was interesting to learn of his perspective as to why performance management systems are not effective.  He asserts that it comes down to process — the process for making decisions about the system, communications, planning, implementing, and assessing the system. He also mentioned the impact of technology in that online performance systems may promote cascading common objectives and goals throughout the organization and affords the ability to set objectives, manage progress towards goals, and complete performance evaluations more efficiently. While I, personally, agree with this in concept, I believe it is critical that reward systems/merit policies need to be aligned to support and influence performance. All, considering the performance management system in place at your current (or former) employer, do you believe the system is effective?  Why/why not?