Summery of Man and organization three problems in human relations in Essay

Summery of Man and organization three problems in human relations in organization and environment - Essay Example These problems are not clear cut as they tend to be mutually dependent. Culture â€Å"Culture is defined as ideas, customs, skills, arts etc. of a people or a group that are transferred or communicated or passed along as in or at succeeding generations† as defined by the American heritage dictionary. Culture can be stratified into organizational and indigenous culture. According to Everett Hagen (Whyte 1959 pg. 8)â€Å"in Latin America we find a much greater emphasis upon line of authority and a lesser development of staff organizations than we see in comparable companies in the united states. Its union management relations and grievance procedure as we know it in the US is little in evidence in Latin American plants†. This shows that the Latin American society is more stratified with greater emphasis upon family and community which makes it difficult for people in different status level to express themselves freely and frankly in discussions and arguments. In this kind of culture people tend to congregate into social groups and networks in which they interact and seek acceptance and also give approval to fellow workers, this is where members form their goals, attitude and ideals. They have virtually elected leaders who they always tell to air their grievances. George Elton Mayo of the Hawthorne experiment (Accel team 2010) says that â€Å"change from an established society in the home to an adaptive society in the work plant resulting from the use on new techniques tends to continually disrupt the social organization of a work plant and industry generally†. This shows that indigenous or national culture influences workers even in the work place. The institute of work psychology university of Sheffield 1998 describes organizational culture as â€Å"the aggregate of an employee’s perception of an organization e.g. quality of communication, level of supervision and support for innovation†. When an employee joins a new organizati on, s/he is matriculated into the culture and practices of the organization. If there is a lot of bureaucracy in the operations of a firm or stratified culture, members are not able to communicate their problems freely especially to higher authority. For centralized organization especially in supervisory and decision making, lower management tends not feel very accountable or responsible because they only carry out orders as received from above and thus they are not able to influence performance as they should in their individual field. Herzberg’s motivation theory (Accel-team 2010) says that â€Å"the motivation for maximum productivity of an employee is recognition, achievement, growth and advancement and if these lack even if the hygiene factors are present the individual finally loses interest and is not maximally productive.† Therefore if an organization lacks to the right practices to motivate their workers they do not achieve maximum productivity. Organizational structure The business dictionary.com defines it as â€Å"a framework typically hierarchical within which an organization arranges its lines of authority and communications and allocate rights and duties.it determines the manner and extent to which roles, power and responsibilities are delegated, controlled and coordinated†. Every organization has both formal and informal structures. Formal structures are a

Project Review Report Essay Example | Topics and Well Written Essays - 1000 words

Project Review Report - Essay Example This is what happened during the merger of Compaq and Hewlett Packard, which is part of the study. Both Compaq and HP are long time rivals in the field of computer hardware and components. However, looking at the benefits of their merger, both the companies as part of each others’ strategic management initiated the merger drive. So, in the initial phases, a lot of issues regarding the merger was analysed in an overview kind of manner. That is, in the initial phases, key strategic management issues that preceded the merger on both sides were first focused and discussed. Then as a continuation of that discussion, the key management changes that took place as well as that were initiated by both the companies in the post-merger period were discussed. From the research that was done about both the companies in the pre-merger period it is clear that it was not smooth sailing because descendants of HP and Compaq founders opposed the merger. Although key stakeholders in HP particularly the scions of the founders opposed the merger deal, the merger was actualized by the narrowest of margins. The merger was expected to yield savings projected to reach $2.5 billion annually by 2004. (Hoopes 2004). The next important issue that was focused in the initial phase is how both the companies became ‘congruent’ on certain issues. That is, instead of creating a challenge and competition between the two major but different corporations, the HP-Compaq merger suggested that the cooperation will give much better results for the both of two corporations. By sharing experiences and Trade Marks, the merger (but of course based on the long term results) was expected to aid both the companies or the combined entity to reach the required tar gets In the initial phase, as part of the designs and synthesis of ideas, research and analysis was done on both the companies including