Leading Change When Business Is Good

Leading Change when business is good Sam Palmisano’s challenge: finding a mandate to continue a company’s transformation, his response a bottom up reinvention of IBM’s venerable values Palisimo recognized the key task would be to unite IBM’s global workforce behind a common business vision and a common set of values. IBM help 3 day discussion via the corporate intranet about the companies values, dubbed ValuesJam * Struck a core with employees company wide, positive and negative feedback * At the heart of ValueJam was what was worth preserving and what needed to be changed * In 1914 Watson Sr. decreed 3 corporate principles 1. Respect of the individual 2. The best customer service 3. The pursuit of excellence Palisimo used original basic beliefs and feedback of ValueJam as a basis for new set of corporate values * Palisimo was a true-blue IBMer who started as a salesman, he was deeply invested and passionate about the company’s success * Gerstner was an outsider, a former CEO of RJR Nabisco and an ex McKinsey consultant * To prove these new values were more than just window dressing Palmisano made changes immediately * He called the director of a major business unit, e business and charged her with identifying gaps between the values and company practices * He said an Organic system is what a company needs to adapt.Which is IBM’s values (values, principles, DNA) of company. They allow you to change everything from your products to your strategies to your business model but remain true to your essence, you basic mission and identity. * Unfortunately over time Watson’s beliefs became distorted and took on a life of their own * Employees were stuck in the old way of doing things they could never see another view * When market shifted they cut work force 400,000 people, equivalent of providence RI * How do you get people to passionately pursue change? You can’t command and control mechanisms on a large highly professional workforce * IBM doesn’t use hierarchical management system because employees and clients won’t accept it * IBM uses a value-based management system.You have to empower people while ensuring that they are making the right calls the right way that is consistent with who IBM is * People rather than products become your brand One way to ensure that is to inform their behavior with a globally consistent set of values * After opening the online Jam Palisimo had a drive to change the company more * Most IBMers were willing to do whatever it took to save the company. Their pride and jobs were at stake * There was resistance to change, Palisimo said instead of galvanizing people through fear and failure you have to galvanize through hope and aspiration. A small team settled on IBM’s new corporate Values 1. Dedication to every clients success a. Maintain a long term relationship where what happens after the deal is more important than what happens before its signed 2. Innovation that matters- for our company and for the world b. Employees talked about how their work touches people and society or fight terrorism with their data technology 3. Trust and personal responsibility in all relationships c.Relationships with suppliers, investors, governments, and communities * Published these revised values and received positive and negative feedback * Palisimo printed all the responses, 3 ft. high of paper work n read it all, brought it to a meeting and told everyone to read it all because now they need an action plan they can’t be all talk. * Changes Palisimo made * Change in the way they grant top executive stock options * Change in the way they set prices Gave m anagers $5,000 annually they could spend in extrodinary situations that would help generate business or develop client relationship or to respond to an IBMer’s need. This showed trust in line manager’s decisions! * Palisimo said if we get most people in the company excited and offer them something worth believing in and working toward. If they become dedicated to these values and what they are trying to accomplish then the company has a confident future.

History and Song Essay

Amazing Grace is one of the most poignant song that was ever written whose appeal goes beyond its religious origins to encompass the human struggle and has evolved together with history. The song is based on I Chronicles 17:16 on the words of the Hebrew King David regarding his wonder at the selection of his house with God’s favor. Though there are significant theological content the song, its core themes of deliverance and fortitude have extended its appeal to the military, freedom movements, and social justice. The lyrics of the song are attributed to John Newton, a former slave trader who eventually became a minister in the United Kingdom in the 18th century. According to Newton’s accounts, he wrote the song during a violent storm at sea, he advertantly cried out â€Å"Lord, have mercy upon us† (Rogers). Upon reflection later on in his cabin Newton, who barely knew about religion, reflected upon the episode and realized how faith can be a core in an individual without that person being aware of it at all. It became a very popular hymn in Newton’s preaching work but was only published as Amazing Grace in an 1831 hymnal called Virginia Harmony (â€Å"Amazing Grace†). It had been included in the Olney Hymns used by Newton but had various titles given to it if any (Rogers). There were several tunes used for the hymn before it became popularized in the tune we know today. Some speculation regarding the original tune for the hymns have attributed it to African slave chants which Newton may have been familiar with because of his history with the slave trade. Others have cited that its pentatonic meter suggests that it may have had a melody played with bagpipes or Celtic music (â€Å"Amazing Grace†). There is also some suggestion that the modern version of the melody of the song, particularly in its dramatic qualities, can be traced back in the Cherokee adaptation of the song during the Native American removal (â€Å"Words to Amazing Grace†). The harsh trek to the West allowed little opportunity for them to follow traditional burial rights and the song was used instead because of its commonality with Native American theologies on death (â€Å"Trail of Tears†). The song has had several versions and has even become part of popular music with artists such as Judy Collins giving their own interpretation of the song. The song is often performed with one instrument or one type of instruments. The most popular renditions have been with wind instruments particularly bugle, horns, flute and the bagpipe. The instruments may have been chosen because of the ethereal quality of the melody and its message. Most performance of the song generally starts with a light melody that grows in strength and color as the song progresses. In the UK, the song is often played on bagpipes for military salutes that also has been adapted in America particularly for those who have Celtic ancestry (Rogers). The use of the bagpipes however, is actually a recent trend and was popularized through the 1969 film Alice’s Restaurant by Arthur Penn which in turn allowed it to figure in the counter culture issues. (â€Å"Amazing Grace†). During the American Civil War, the song was both used for military right by Union and confederate soldiers. The song’s popularity then was based on its support of the Protestant theology of â€Å"divine grace†. Many American presidents also The identification of the song with freedom and social justice began with its adoption as the Cherokee National Anthem to commemorate the Trail of Tears during the Native American removal. The song became also popular during both World Wars when allied soldiers with sing the song during the services for fallen soldiers. The popularity of the song during the sixties as social justice movements developed from their foundations in gospel movements. From being a song for memoriam, the use became to highlight the suffering from social injustice and became particularly popular with the Black Power Movement. Similar to the Native American use of the song, many black empowerment movements used the song as a thematic representation of the issues concerning social rights and equality. It was used both to express the motivations of the movement as well as provide its moral and religious basis. Some also attribute its significance to the Black Power Movement because of the association to the African Slave Trade through Newton and his subsequent abolitionist stands (â€Å"Amazing Grace†) The song can be expected to continue in its popularity because of its universal themes. The interpretation of the song ranges from deliverance to self-realization. These components allowed it to be adopted into active action as well as in devotional settings. The song has deep sense on enlightenment which is the reason it became popular with social movements. The line, â€Å"Was blind, but now, I see† is a popular theme in many human rights speeches that called fro social action and reform. The song repeatedly shows a dichotomy to how which affects a person. In saying that, â€Å"T’was Grace that taught my heart to fear. And Grace, my fears relieved,† the song is has a message that it is in recognizing our fears that one is truly delivered from them. Thus, it had an appeal to the military, the oppressed and the marginalized for the connotation of valor and courage. The song’s long popularity and various uses attest to its ability to resonate core human desires fro freedom, salvation and justice. The song’s greatest meaning lies not in its religious aspects but in its belief in the triumph of the human spirit. Works Cited â€Å"Amazing Grace†. Wikipedia Free Encyclopedia.14 March 2007. 15 March 2007. â€Å"Amazing Grace Lyrics†. Gospel Hut. 14 June 2006. 15 March 2007. â€Å"Trail of Tears†. Wikipedia Free Encyclopedia. 13 March 2007. 15 March 2007. Rogers, Al. Amazing Grace: The Story of John Newton. 1996. 15 March 2007. â€Å"Words to Amazing Grace†. Littleleaf. 14 March 2007. 15 March 2007. http://www. littleleaf. com/amazinggrace. htm

Bill Recommendation Essay Example for Free

Bill Recommendation Essay Is it a good idea for those individuals convicted of armed robbery to receive double the sentence that it is now? In my opinion the answer is no. Policy making in the field of criminal justice is extremely vital to society. Punishments can be very confusing in the fact of what is appropriate. What is too much and what is too little? There have been many studies that show that there is little or no deterrent of crime such as armed robbery when the punishment is a long sentence to prison. The reason for this lack of deterrent is because the person who is committing the crime or crimes knows what is at stake, yet he or she chooses to commit the robbery anyway. This is because the gains of that robbery outweigh the prison sentence. The main purpose of this bill is to stop or at least lessen the amount of armed robbery that is being committed by putting those who commit the crime behind bars for a longer period of time. This seems like a good idea at first glance. However there is more to this proposition. Lengthening the prison sentence is being used as a deterrent or to simply take the bad guys off the street for longer. This has not worked in the past and will not work now. Facing a long sentence has not deterred robbery from happening. If prison sentencing was enough robbery would not be around in society especially not as frequent as it is today. According to a study done by the FBI in 2006 447,403 robberies were reported to the police, which equals out to a rate of one robbery per minute in the United States (McGoey, 2014). The punishment for robbery can be up to 25 years in the United States. Doubling that and making the sentence 50 years will hardly make any change in the robbery rate. If anything it would just cause the jails and prisons to  become overpopulated quicker, costing taxpayers more money. There are more effective ways to address a crime than make the punishments more intense or longer. The classic school of criminology is what I base my recommendation on. In the late 1700’s, which are the time that the classical school came about, the punishment for crimes was extremely cruel and would be seen today as barbaric. Cesare de Beccaria and Jeremy Bentham played a tremendous role in the theory of criminology and criminal justice today would not be where it is without them. Their main focus was to lessen the harsh punishments implemented by the judicial system at the time (Schmalleger, 2012). Cesare de Baccaria believed that preventing crimes would benefit a society more than punishing someone who committed a crime. This belief was the driving force of the classic school of criminology. He believed the punishment should fit the crime for instance theft should be punished through the use of fines and crimes that cause personal injury to be punished by corporal punishment. This would, in turn he believed, prevent these crimes from happening. Jeremy Bentham viewed crime a little differently than Beccaria. Bentham was viewed as a utilitarian. He believed that the punishment for any crime must be that of the greater good for the community. Basically stating that any pain being used as a punishment towards an offender must be justified to benefit the good of the society. Modern criminal justice still holds its foundation in that of the classic school of criminology. Having said that, long prison sentences do act as a major deterrent for many criminals, but poses a major conflict of ideas to that of the classic school of thought due to the fact that crimes are committed based on free will and rational thinking. many factors such as emotional instability in s sudden moment, and mental and physical disorders that a longer prison sentence simply would not abolish. There is also the very likely chance that drugs and or alcohol is involved.  If the offender is being driven by an addiction nothing, surely not a longer prison sentence is going to persuade his or her decision (Schmalleger, 2012) With all of that being said, the answer to decreasing crime, more specifically armed robbery, a longer prison sentence is not the answer. The question at hand is: what is the answer? This is a question that is going to be debated as long as crime is resent in the population. Juvenile criminals usually mature into adult criminals, so perhaps putting more criminal emphasis on juvenile crime must be done. In addition to everything, it is well known that drugs are the foundation of many crimes. Drugs are responsible for many thefts and robberies, and more time behind bars is not going to make a drug addict think twice before robbing someone. More emphasis needs to be put on the war on drugs and alcohol addiction. Put the taxpayers money to good use by stopping the spread of drugs, not on paying for more people inside if jails. Lets stop the robberies from happening. McGoey, C.E. (2014). Robbery Facts: Violent Crime Against Persons.

The Official Language Movement Research Paper Example | Topics and Well Written Essays - 750 words

The Official Language Movement - Research Paper Example Analyzing the history of the United States, one can find that multilingual communities have managed to survive side by side. In its initial stage, many of them have considered Official Language Movement as a way to block bilingual education programs. But through the declaration of Official Language Act in 2001, the Bilingual Education Act was replaced (Schaefer, 2006, p. 244). Immigrants from, Mexico, Spain, Germany, Ireland and many African nations have entered the United States and became a part of its social, political and constitutional practices. Bilingualism and multilingualism preserve the requirements of various immigrant communities. In the United States, bilingual or multilingual education is generally considered as a supporting program for children with limited English proficiency. Recent studies prove that 73 percentages of Hispanic population favor school districts offering various bilingual education programs compared to 53 percent of non Hispanic population. Hispanic groups in the United States explore their cultural interest through their support in bilingualism in mainstream education (Schaefer, 2006, p. 243). Experts have revealed different opinions about the effectiveness of bilingual or multilingual education. ... Hispanic groups raised a new Hispanic American Cultural interest through their active participation in bilingual education programs. They demand the prevention of high school dropouts and Hispanic paucity in colleges (Schaefer, 2006, p. 243). The web article entitled Bilingual Education: A Goal for All Children observes; â€Å"Bilingual education is a prerequisite for establishing a school environment that welcomes all students' cultures, sends a positive message to students, and sets the groundwork for a relationship of respect and equality between schools and all families and communities† (Bilingual Education: A Goal for All Children 2011). Immigrant community in the United States demands a type of education to meet the needs of their children to shape them for the competitive job markets. Through the implementation of No Children Left Behind Act (NCLB), new programs and researches took place in the field of bilingual education. Studies prove that more than 14 million childr en who come from households not use English as their first spoken language (.The Importance of Bilingual Education, 2007). I f we fail to give proper education, many will drop-out from schools and many will grow up illiterate. Here one can feel the relevance of bilingual programs in mainstream education. Lack of experienced teachers and well designed teaching strategies contribute practical obstacles in strengthening bilingual or multilingual program. Many political parties in U.S have acknowledged the growing influence of Hispanic groups in the election process during the last 30 years. At present Federal Law demands bilingual or multilingual ballots in voting (Schaefer, 2006, p. 244). As

Quality improvement scenario Essay Example | Topics and Well Written Essays - 750 words

Quality improvement scenario - Essay Example However, if my improvement plan works there are several outcomes for patients with CHF patients in my floor. First, there will be a drastic reduction of readmissions of CHF patients. Secondly, CHF patients in my floor will not even be going to the ER or will not stay there for long once the improvement plan is in motion. Finally, this improvement plan will have the ability of preventing CHF to old age patients through teaching them on how to prevent it by living healthier lifestyles. This problem of readmission of CHF patients to the ER was uncovered by the quality improvement department. However, this problem is not unique to my hospital or my unit; it is a broader problem affecting almost every hospital or units (Desai & Stevenson, 2015). Furthermore, this problem is linked to a national quality and safety indicator for healthy people 2010 (Sullivan, 2012). Conversely, the problem of readmission of CHF patients to the ER is not linked to a national nurse-sensitive quality indicator. Data will be analyzed by the volunteering team which consists of the nurse manager for the cardiovascular unit, patient focused care assistant, a pharmacist, the staff nurse, the ER nurse and a physician (Stewart, Blue & Ebrary, 2001). After in depth assessment by all the volunteering staff, data will be compared to the data collected on the last quarters statistics. This will be able to give a clue as to whether the implementation plan is working or not. After comparisons of previous and present data, the volunteering team takes the assessed data to the director of CQI. The director will then asses the data and give a go ahead with the implementation or come up with a new directive on the plan. Data will be presented in a table form. The data will be used to improve performance in that the data collected was found to be impacting on the patient care. There are several ways in which the data can be used to improve performance. First,

Influence of packaging on consumer attitudes and perceptions in the Dissertation

Influence of packaging on consumer attitudes and perceptions in the luxury market - Dissertation Example Therefore, the process of packaging must evolve as consumer perceptions and expectations evolve. Packaging must reflect the authenticity and superiority of the products based on the consumer experiences and orientation. Luxury branding is more psychological than physical (Chevalier & Gutsatz 2012). Therefore, the cultural identity and the collectivism must play a significant role in addressing the consumer expectations. The situational stimuli and the social identity are necessary in ensuring that products and services meet the psychological standards set by the consumers (Heine 2012). These include the need for social recognition, show of might and satisfaction. In the United Kingdom, some luxury products believe that sustainability is necessary in the development of products. Therefore, luxury products are expected to be durable and classic. The uniqueness of products should be reflected in packaging and quality. For example, luxury cars are expected not only to be comfortable but durable. A growing number of luxury brands in the United Kingdom have devised products that are appealing to the social class especially after the purchasing power continues to decrease. The rationale of luxury concept is to develop differentiated products for the upper class (Michman & Mazze, 2006). This justifies the use of exclusive prices while marketing the products.... The logos and symbols are intended to identify with the consumers’ definition of superiority. Cultural factors influence consumer perceptions and hence the buying behavior. Members of different societies define luxury and uniqueness differently. Luxury brands in the United Kingdom market have been consistent in reflecting sophistication, national heritage, good taste and style to the consumers (Hines & Bruce, 2007). A telling example is the Victoria’s secret. The modern luxury brands in the United Kingdom market reflect liberalness and power of women (Mira, 2008). Consumers are willing to pay more for brands that capture their perception and expectations (Martinez, 2012). The current global trends have caused the world to be saturated with logos and symbols (Kapferer, & Bastien 2009). The interpretations of these logos and symbols are expected to lead to competitive advantage for the brands involved. The concept of logos and symbolic consumption is pushed by the need to have a status that is reflected in the symbols and logos. Therefore, it is important for luxury products to have competitive and visually appealing logos. Luxury brands are expected to have logos that carry the mission and vision of the company in a graphical and stylish manner (Chevalier & Gutsatz 2012). Symbolic consumptions rhyme with consumer expectations and the concept of perceptions and attitudes. Logos or symbols are known to reflect status and social classes (Kapferer, & Bastien 2009).The necessity of luxurious view on a product is largely influenced by the culture of a different society. With increasing competition, industry is unstable and the level of innovation has been on the rise (Martinez, 2012). Different strategies of packaging are used to ensure the

None Essay Example | Topics and Well Written Essays - 500 words - 39

None - Essay Example The product offers a fast and convenient way of making a tea latte at home or office. Therefore, marketing Ms. Latte is supposed to create a distinct perception in the customers mind that it is a product meant to save time and money. The cost of a product determines its positioning in the market. During the implementation stage, the first rollout package will be positioned among medium income earners. This is because this market segment represents the largest population. In addition, the medium income earners are likely to perceive a tea latte as a basic necessity because of their busy lifestyles and the need to spend little money on living. The rich people may afford to order a latte from Starbucks whenever they want but the medium income earners want to run a busy lifestyle, save on living cost and still be able to use modern equipment such as Ms. Latte. Therefore, Ms. Latte will be positioned as an affordable product. However, after spending time on the market, the product can be developed further and differentiated into two models, an expensive for high-income earners and a basic one for low-income earners. The overarching gap in the market of Latte products is availability of time-saving latte product. Therefore, the primary attribute we would want the customer to see in Ms. Latte is the â€Å"time saving† attribute of this product. Marketing campaigns would actually need to focus more on the time saving aspect of the product. Positioning Ms. Latte within this context will make the product appealing to busy lifestyle populations especially in large cities and towns. However, this time attribute will need to be matched with the freedom attribute as well. It is not possible to dictate in a coffee shop, the amount or type of milk, sugar or other ingredients when ordering a latte. However, with Ms. Latte it is possible to alter all the ingredients depending on personal’s tastes and preferences. This gives freedom of taste

Marketing Research Practices Essay Example | Topics and Well Written Essays - 500 words

Marketing Research Practices - Essay Example The main purpose of these developments was to develop products that could be used in everyday life. The research involves finding potential problems in the present applications used and resolving them by updating them or using new products. The researchers found the flexibility of a product enables it to be used by more clients. Another important factor probably the most important one is the cost. If the final product is expensive there will be only few takers for it. Therefore research has been done to use cost effective products. Qualitative research methods are more often used as it involves observation of data that helps in finding solutions to the problems. Qualitative research has been categorised into three categories named as positivist, interpretive and critical. Positivist research methods involves attempt to test theory that to understand the predictive element of the phenomena. It involves formal propositions, hypothesis testing, measuring of quantifiable variables, etc. In this type of research it is assumed that the objectives are given in reality and can be measured by their properties. Interpretive research method involves sharing of information and social constructions such as language.

Professional Sports in American History Movie Review

Professional Sports in American History - Movie Review Example As a result, neither the book nor the movie contain what is traditionally considered to be a protagonist, the type of character that someone gets emotionally involved with and roots for. In part, this is due to complexity of the characters who are not presented in simple black and white terms as stock heroes or villains. Because an author just by virtue of his medium has more time to evoke resonance and nuance than a fillmaker, Eliott Asinof succeeds in portraying the scandal with more complexity than John Sayles can in his film. The true story behind what really happened in any actual event is always dependent upon a variety of elements. Since no one involved at any level in this drama can possibly come out looking anything better than unscrupulous or gullible, it should not be at all surprising that any of them might have been unwilling to be completely honest. The statements given by the players to the Grand Jury raised more than questions than answers, and the true story of the gamblers who set the whole thing in motion will forever remain steeped in the mysterious code of omerta that makes most underworld dealings an account of rumors at best. That atmosphere of ambiguity and uncertainty is felt throughout the book and, indeed, lends it a sense of greatness. The reader can never be completely c ertain just how deeply involved in the scandal were such players Buck Weaver and Shoeless Joe Jackson. Since movies are made for the satisfaction of a mass audience that has less patience with unanswered questions, John Sayles was forced to be less indefinite. The film provides a starker contrast between those players who are committed to the act of athletic sabotage and those who are assumed to be mere pawns in a much more dangerous game. The difference is not necessarily artistic, but economic. The wider the intentended audience for a work art, the less likely one is to see nuance and subtlety. As an example, compare an independent film about a low-budget independent film about a parent/child relationship with any top rated sitcom. One central similarity between the book and the movie is the decision to make pitcher Eddie Cicotte the emotional center. Cicotte, despite being one of those players for which there is little doubt he was a willful participant, nevertheless seems to hav e the best reason of all to do what he did. The book and movie both present Cicotte as the primary recipient of White Sox owner Charlie Comiskey's sensational greed, but while also falling short of turning him into a hero; he was a great pitcher who was denied a bonus for winning thirty games in a season only because he, allegedly, Comiskey ordered him to be benched so he wouldn't have the chance. While both book and movie strive to make Eddie Cicotte at least sympathetic if not actualy laudable, he is used to different ideological aims in the two media. For Asinoff, Cicotte's position is exploited primarily as a figure who is opposition to Charlie Comiskey. In the book, Eddie Cicotte comes across as older and a bit more fragile, an aging pitcher whose arm was the feeling the effects of the thousands of balls he'd pitched over the year. Despite the fact that his contributions and loyalty were expressed in a 29-7 record, however, his bank account did not reflect his part in providing owner Comiskey with a team

Strategy. The modern world-system Essay Example for Free

Strategy. The modern world-system Essay Strategy Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A strategy is a carefully developed method or plan for the purpose of achieving a particular objective over a period of time. Therefore, in simple terms, a strategy is a plan. Strategies are always made prior to the action for which they are intended. In addition, they are developed in a conscious manner and with a definite purpose in mind. A strategy is meant for implementation in most cases. However, sometimes, a strategy may be intended to be a ploy. A strategy that is intended for implementationrequires proper evaluation with regard to the anticipated benefits. On the other hand, a ploy is a strategy that is only meant to scare the opponent away. Strategy is the only way out in the face of a struggle or a conflict between individuals or groups. The reason of developing a strategy is to make the strategizing group gain an advantage over the opponent and therefore emerge as the winner from the struggle. Knowledge of strategy is thus important. It helps us know how to get out of a struggle victoriously. This essay seeks to highlight the role of strategy in our existence.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are two forms of strategy. First, there is a strategy that is developed deliberately. Secondly, there is a strategy that emerges on its own from the environment. Let us look at the deliberate strategy first. This is developing a strategy with a clear aim in mind. This is where an individual or a group sits down and deliberates on the core issues that are of concern. Decisions are made carefully and all those involved agree on the common plan of action. The plan is rationally analyzed and its benefits weighed against the background of the intended action. Arrangements are made to enhance realization of the plan. The time frame is set. Necessary resources are put in place on time. All those who will be involved in the implementation of the plan are informed in advance. This kind of a strategy is suitable for instance when a business enterprise is intending to expand its territory and spread in other regions. In this instance, the manag ement is responsible for the when that expansion should happen, how it should happen, and who will be involved. The time to develop such a strategy is usually long enough to measure any risks involved. On the other hand, an emergent strategy is a strategy that did not have prior intentions. It is characterized by a pattern of actions that were not established as a plan but seems to work out as a set out plan. The actions are performed as a normal routine. There are no defined aspects like those in the deliberate strategy development such as setting aside resources for that purpose or when they will be realized.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are many reasons that may force an organization to develop new strategies. The most important one is competition from the organizations that are doing operations in the same way. An organization, for instance an industrial enterprise, will look into ways to defeat its competitors. Another reason that may prompt a change in plan is increased demand for the products or services provided by the organization. The organization will strive to make sure that it increases its productivity to meet the consumer needs fully. In addition, a need to create more branches of the organization may necessitate developing a strategy that is suitable. This will ensure that the managers of the organization become aware of the possible benefits and losses to anticipate should they embark on such expansion of the organization. Furthermore, an organization will be forced to go back to the drawing board to make new plans in the event of technological changes . This is because failure to plan and implement any necessary changes may impact the operations of the organization negatively. In the case of a business enterprise, the emergence of a new product in the market would certainly trigger development of a new strategy. This would entail how to acquire the new product in its stock and how to market it. Even employees in an organization have to make new plans on how to cope in the organization in case there are changes in the organization that affect them. In a nutshell, the concept of strategy is indispensable as long as the environment of the organization is dynamic.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In history, there many instances where developing a strategy was the only option for organizations to cope with the changing environment. A classic example of a struggle is one that happened in 1968 in Detroit as illustrated by Georgakas Surkin (1998). The struggle was between the blacks and the whites. Many blacks had been employed in the auto industries including Chrysler Corporation. As workers, the blacks were exploited extensively. They were assigned the hardest works. In addition, they were overworked so much. They were made to work overtime through into the night and even on Saturdays. Sometimes, they were even made to work on Sundays. These workers did not have a proper channel to air out their complaints. They could not even tell the supervisors. The only thing they did was to write letters to the management and waited to see whether their complaints would be addressed. They rarely were. Many organizations were set up to look into the welfare of the workers. An example is United Automobile Workers (UAW). Unfortunately, the majority of the officials in the organizations were whites. Therefore, they did nothing to alleviate the plight of the blacks. DRUM is an organization that came up with an aim to end racial discrimination against the blacks. The DRUM officials called for meetings that were attended by black workers in huge numbers. A strike was called for by the DRUM officials. Then, DRUM members presented their demands to the UAW officials. Later, they continued with the strike and went to present their demands to the Chrysler Corporation. Their strategy bore fruit because the UAW listened to their demands decided to help them. The success of the organization was that it made workers in the auto industries know their rights and fight for them without fear of intimidation. Revolutionary groups were created even by students in Universities, both the whites and the blacks.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another illustration of how strategy can help a group of people achieve their goals is how modern colonialism in the management is advanced. Had the colonialist not used tactics to colonize other nations, they would have faced resistance at the outset. Schwartz (2000) gives an account of the strategy that has been used by management to colonize the minds of the employees. The first thing that the colonists did was to establish an indirect rule. They targeted chiefs because they knew that the chiefs were part of the administrativemachinery. However, they realized that the chiefs had no control over the armed forces, taxation, and allocation of land or even appointing of new chiefs. However, they developed a strategy to employ the existing institutions of the country they wanted to colonize. They molded these institutions by means of creating laws and imposing taxes under the guidance of local administrative officers. They did this under the pretext of development. This was nevertheless a way of imposing an indirect rule. In the same way managers influence the minds of the employees in order for them to work harder. They are tricked to think that they are in control by changing words. For example, when employees are told to own the company, it is meant to refer to psychological ownership. Therefore, if the word â€Å"ownership† is used in this short form, it makes employees feel responsible for everything that happens in the company as if they were the real owners of the company. This is a good strategy used by the management. Historically, use of the word â€Å"development management† instead of â€Å"development administrative† enabled colonialists to establish their colonial administration.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Industrial enterprise also gives us another instance where strategy plays a significant role. Chandler (2003) notes that historically, industrial administrators rarely change their focus in their administrative work unless forced to do so by pressure from both the internal and the external environment. This was especially true with the American businesses which were the main focus of the study by Chandler (2003). The study revealed that most of the industrial enterprises had developed a strategy to decentralize all their operations. This has been achieved through setting up of multi-divisional structures that were independent from each other and from the central firm. Each division was accorded its own necessary personnel, funds, necessary facilities and other resources. Since each division is supposed to operate independently, it is mandated to view its problems as unique and its solutions should be genuine. They should not imitate each o ther. The executives in charge of each division were fully in charge of all the operations taking place there including the line of products or services offered and the financial reports. The reasons for the decentralization according to Chandler (2003) are worth mentioning. First, there was a need to expand the volume of activities. It was also important to set new plants and offices in different places tocater for the needs of the consumers. In addition, it was important to diversify in many lines of the business. Moreover, it was a strategy to overcome the negative impact of the changing economic atmosphere. With a diversified business which is also expanded, the administrators of such enterprises felt fully insulated against the bad economic state. Furthermore, it was a strategy to survive in the world of business competition.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another illustration of success through the use of the principle of strategy is what happened to the concept of sovereigntysoon after the French Revolution. Initially, monarchs had defined the sovereignty in their own terms to suit their interests (Wallerstein, 2004). They referred to other people as subjects. Through struggle, the concept of sovereignty was focused on the people instead of the monarchs. Once the idea that the people were sovereign was accepted, the term â€Å"citizens† came into use. This term simply meant that all the people were equal and were subject to the same treatment. In addition, all were entitled to participate in decision making with regard to matters that concerned the state. In this respect, each person was recognized as important. However, for this recognition to happen there was an intense struggle between the state leadership and the movements created by the people. The state authority thought that they could suppress these movements. However, this was not to be. Strong movements came up that resisted the authority. One movement that is worth mentioning is the liberal movement. The liberals managed to solve the problem of class in the society. Their strategy was to promote education such that the educated were eligible to be promoted to full citizen’s rights. According to liberalism, those who had acquired higher education could be eligible in the leadership positions.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In conclusion, strategy is a principle that cannot be ignored in any struggle. As we have already seen, in a struggle, two or more parties are involved. They all employ different strategies against each other in order to take an advantage over each other. In the struggle, they employ the principle of the â€Å"survival for the fittest†. In order to demonstrate the strength to survive, each group will come up with varied plans that are aimed at giving it an edge over others. We have seen how employees in the automobile industry in Detroit managed to overcome the oppressions directed to them by the whites through strikes and demonstrations led by DRUM officials. We have also discussed how managers have invented methods of colonizing the minds of the employees in order to make them work effectively. They do this by the use of words that have an impact on the mind of the employee such as â€Å"ownership† instead of â€Å"psychol ogical ownership†. Moreover, we have seen how industrial enterprises in America have used the strategy of decentralization of their operations. This has greatly strengthened these enterprises. Liberal movement was able to solve the problem of social class in the society by use of the strategy of education. It is therefore clear that in such a dynamic world that is characterized with changes and struggles, the principle of strategy is indispensable. References Wallerstein, I. (2004). World-systems Analysis: An Introduction. New York: Duke University Press. Chandler, A. (2003). Strategy and structure. Washington, D.C.: Beard Books. Wallerstein, I. (2011). The modern world-system. Berkeley: University of California Press. Georgakas, D. and Surkin, M. (1998). Detroit, I do mind dying. Cambridge, Mass.: South End Press. Schwartz, H. (2000). States versus markets. Houndmills, Basingstoke, Hampshire: Palgrave. Source document

Variable of Organization Culture and Characteristics

Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction. In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further. References Ali J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager: Work Values and Orientations Journal of Business Ethics , 60: 63-73 DOI 10.1007A10551-005-2626-6 Armstrong, M. (2000), Performance Management: Key Strategies and Practical Guidances, Kogan Page, London. Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422. Bacon, D. (1989), à ¢Ã¢â€š ¬Ã…“Businesss Role in War on Drugs, Nations Business, January, p.5. Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance: A managerial perspective, Management Research News, Vol. 22 Iss: 6, pp.1- 12 Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance: a new dimension for HRM Volume: 46 Number: 2 pp: 284-309 Barney B. Jay (1986) , à ¢Ã¢â€š ¬Ã…“Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?,The Academy of Management Review, Vol. 11, No. 3 , pp. 656-665 Becker E. Thomas, Billings S. Robert, Eveleth M. Daniel and Gilbert L. Nicole (1996),Foci and bases of employees commitment: implications for job performance. Academy of Management Journal, Vol. 39, No 2,464-482. Bijlsma, K. and Koopma, K. (2003), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Introduction: trust within organizations, Personnel Review, Vol. 33 No. 5, pp. 600-4. Blumberg, M., Pringle, C. C. (1982), à ¢Ã¢â€š ¬Ã…“The missing opportunity in organizational research: Some implications for the theory of work performance. Academy Of Management Review,7: 560-569. Boeker Warren (1997), à ¢Ã¢â€š ¬Ã…“The Influence of Managerial Characteristics and Organizational Growth, the Academy of Management Journal, Vol. 40, No. 1, pp. 152-170. Chatman A. Jennifer Jehn A. Karen (1994). Assessing the relationship between industry characteristics and organizational culture: how different can you be?. Academy of management Journal 1995. Vol. 37, No. 3, 522-553 Chen Feng Yi and Tjosvold Dean, Participative Leadership by American and Chinese Managers in China: The Role of Relationships,Journal of Management Studies 43:8 December 2006 0022-2380 Denison r. Daniel Mishra K. Aneil (1995). Toward a theory of organizational culture and effectiveness. Organization science. Vol. 6, No. 2, March-April 1995. Dirks, K. and Ferrin, D. (2002), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Trust in leadership: meta-analytic findings and implications for research and practice, Journal of Applied Psychology, Vol. 87 No. 4, pp. 611-28. Fassin Yves and Buelens Mark, à ¢Ã¢â€š ¬Ã…“The hypocrisy-sincerity continuum in corporate communication and decision-making: a model of corporate social responsibility and business ethics practices, Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Gent And Vlerick Leuven Gent Management School, Reep 1, 9000 Gent, Belgium. Gershenfeld Cutcher(1988), à ¢Ã¢â€š ¬Ã…“Industrial Relations and Economic Performance, Working Paper, School of Labor and Indus trial Relations, Michigan State University.. Gillespie, N. and Mann, L. (2004), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Transformational leadership and shared values: the building blocks of trust, Journal of Managerial Psychology,Vol. 19 No. 6, pp. 588-607. Glinow Ann Von Mary, Huo Paul Y., Lowe Kevin (1999),Leadership across the Pacific Ocean: a tri-national comparison,International Business Review, 8(1), 1-15. Gordan G. George DiTomaso (1992), Predicting corporate performance from organizational culture, Journal of Management Studies. Volume 29, Issue 6, pages 783-798. Gupta K. Anil and Govindarajan .V (1984), à ¢Ã¢â€š ¬Ã…“Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation, The Academy of Management Journal, Vol. 27, No. 1,pp. 25-41. Ilias Azleen, Rahman Abd Rahida, Abd Razak Zulkeflee Mohd (2008) à ¢Ã¢â€š ¬Ã…“Service Quality and Student Satisfaction: A Case Study at Private Higher Education Institutions, International business research, Vol. 1, No 3. Ilozer Dozie Ben, Love E.D Peter. Treloar Graham (2002), The Impact of Work Settings On Organizational Performance measures in built FacilitiesVolume 20, pp 61-68. Jaikumar, R, à ¢Ã¢â€š ¬Ã…“Post industrial manufacturing. Harvard Business Review, 64(6). 1986; pp.69-76. Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, professional commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92 Kim Soonhe (2002), à ¢Ã¢â€š ¬Ã…“Participative management and job satisfaction: lessons for management leadership. Public Administration Review. Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658 Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63 Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research. Paswan K. Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback-seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19  · Number 1, 3-12. Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19 Schein Edger H (1984). Coming to a new awareness of organizational culture. Slogan management Review. Vol 25, Issue: 2, Publisher: Samfundslitteratur, Pages: 3-16 Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119. Sheridan E. John (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056. Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers: a resource of the firm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261. Standing, G. (1997), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Globalisation, labour flexibility and insecurity: the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37. Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London. Weick KE (1987), à ¢Ã¢â€š ¬Ã…“Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue: 2, Pages: 112-127. Variable of Organization Culture and Characteristics Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. 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