Select an organization that you have worked for or one that you are familiar with and locate the goals the organization has set. Many times this information can be found on the company's website.

give a brief overview of the organization and list the goals of that organization. Describe how these goals meet the characteristics of effective goals that you learned about from your research and the text. Select at least two of the goals and suggest how the organization would go about planning to achieve those goals.

gizmo49250

I'm Not A Dude A Female Go Look Up What Dude Means

NeedKarma

Well here you copy/pasted your assignment verbatim.

And you did the same here too.

I really don't care if you have 42 kids and an astronaut for a husband. The rules of this forum were quoted for you earlier concerning homework/class asignments.

NeedKarma

Where you live is "gizmo" uniquely a girl's name?

gizmo49250

I'LL JUST GO TO Homework Help from BrainMass SEE WHAT THEY GOT

NeedKarma

Cool site! And Canadian too (yay Canada!)

Be sure to get your credit card out:

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ScottGem

Then what you should have done is post the paper you submitted and asked for out opinions on it. Not post your assignment and ask us to provide an answer.




You got a D and we are losers?

benn11

So you wanted us to do your homework?

gizmo49250

HOLDING A 4.0 SO WHOS THE LOSER FIRST D IN 4 YEARS OF COLLEGE

NeedKarma

Wait...your husband is a lawyer (long hours, etc.) and you have been going to college for 4 years? Who's watching the kids?

gizmo49250

Medallion management organization has clear goals and focuses efforts on reaching those goals. It addresses the organization’s ability to include its members in focusing its resources towards accomplishing and exceeding goals.
Problem Manifestations
Much of the work does not seem purposive. Work activities do not seem to be directed towards accomplishment. Things are done a given way because that is the way things have always been done. There is no zest or passion for achievement.
Interventions
with involve employees in goal setting processes
employees’ work to the "big picture" goals through diagramming or process mapping techniques
w installation and utilization of functional budgeting techniques
w involve employees in establishing performance standards and measures
Holographic (Consistency)
The Construct is a term familiar to physicists and engineers that refers to the degree to which all actions of the organization "hang together" and are understood by all. It concerns employees’ perceptions of the consistency of decision-making and activity within the organization.
Problem Manifestations
There is a slow response to challenges from the organization and employees. People are known to say one thing and do another. Divisions of the organization exist largely independent and there is little synergy across divisions or offices. The organization talks a good game but plays a sorry one. Employees are guided by thoughts such as, "Ours is not to reason why but to do or die."
Interventions
w change in leadership via training or assignment
w organizational culture change activities
w job rotation (horizontal and vertical movement within organization)
w establish more adequate communication tools (newsletters, bulletin boards, etc.)
Strategic Orientation
The Construct secures employees’ thinking about how the organization responds to external influences that should play a role in defining the organization’s mission, vision, services and products. Implied in this construct is the ability of the organization to seek out and work with relevant external entities.
Problem Manifestations
The organization lacks vision. The focus is on the immediate as opposed to anticipating how community, state and national changes will affect the organization and its products/services. The organization is viewed as a fortress by customers/clients and the community.
Interventions
w develop customer surveys to gather data on how customers/clients perceive the organization
w develop interorganizational teams and projects
w executive exchanges with similar and different organizations
w establish a compact between the organization and its stakeholders (board members, associations, clients/customers, community)
Problem Manifestations
There is low or irregular quality. There are high levels of customer/client complaints. The organization is devoid of enthusiasm. Problems are covered up. The organization devotes much effort to keeping a Teflon cover and has lots of spin artists rather than trying to address the fundamental causes of problems.
Interventions
w change in leadership via training or assignment
w training in quality, creation of quality circles
w improved education and training of all employees
w ensure that there is a direct link between those leading the quality effort and top leadership
Quality
This Construct focuses on whether or not quality is a value held by the organizational culture and the extent to which employees feel that they have the resources needed to deliver it.
Problem Manifestations
There is low or irregular quality. There are high levels of customer/client complaints. The organization is devoid of enthusiasm. Problems are covered up. The organization has many spin artists and devotes much effort to keeping a Teflon cover rather than trying to address the fundamental causes of problems.
Interventions

change in leadership via training or assignment

training in quality, creation of quality circles or other efforts that improve the ability of organizational members to articulate quality dimensions in all activities

improved education and training of all employees

ensure that there is a direct link between those leading the quality effort and top leadership
Communication Patterns
Communication Patterns refers to how formalized and structured communication is within the organization and to outside groups. It examines the degree to which communication is directed to work concerns, focused and effective. The Constructs included in this dimension are Internal Communication, Availability of Communication and External Communication.
Internal Communication
The Construct captures the flow of communication within the organization from the top-down, bottom-up and across divisions or departments. It addresses the extent to which communication exchanges are open and candid and move the organization towards goal achievement.
Problem Manifestations
Communication flows only from the top-down through silos. There is a lot of paperwork to cover oneself. Information is used like a power tool. Management communicates with employees on a "need to know basis only." Most conversations occur behind closed doors. Gossip and informal communication are where the answers are found.
Interventions
w training on interpersonal communication
w map flow of paperwork
w teamwork activities on open communication
w (re)new leadership commitment to openness