dallert123
Please provide a reply to the discussion below. Not an explanation…
Please provide a reply to the discussion below. Not an explanation of what they said, a response.
The organization I currently work for lists their values using some very flowery language that dilutes the worth of the words. To simplify, my organization’s values are commitment, innovation, integrity, inclusion, and collaboration (in that order). Until this assignment, I had not reviewed the values of my organization. However, having been here for several months, I can see these values at work (in the order presented), across the organization. Commitment and innovation in meeting customer needs is paramount. However, the commitment to employees is less prominent though, in an organization focused on conscious capitalism, this would be more important (Sisodia, 2019). Integrity is well displayed across the leadership of the organization, easing some minds during recent layoffs. Inclusion, unfortunately, is neither fostered or trained on. The organization does the legal minimum in promoting Equal Opportunity but does not make a concerted effort.
The lack of conscious leadership at the top of the organization is apparent in the utilization of path-goal theory of leadership (Griffin, Phillips, Gully 2020). Within my organization, employees are rewarded on a per task and per job basis. Across the organization, the level of reward is different, but managers consistently have direct influence over employees’ careers. For example, a Site Manager recently received a promotion to a different business unit that included a transfer. Two weeks before the transfer, the manager’s immediate supervisor, as punishment for a missed deadline, put a stop to the transfer. The transfer was held as a hostage to motivate completion of the assigned project. Not all leaders within the organization use the path-goal theory in a negative way. Other leaders, servant leaders, will make clear the potential positive impact of success and then support their subordinates in meeting their goals.
Unfortunately, because every action in our organization must be in support of a specific goal to justify the effort (both to leadership and rank-and-file) there is almost no professional growth of individuals outside their primary focus. Specifically, this means that technicians are destined to remain technicians. If, on the rare occasion a technician becomes a supervisor, they are ill-equipped for the role as there has been no professional development. When that technician-turned-supervisor fails in their new role, it reinforces the idea that technicians should not be trained in leadership because they make poor supervisors. This also limits potential career changes or even cross-training. As a result, the organization is stratified; managers stay managers, supervisors stay supervisors, technicians stay technicians and there is not effective means to move between levels. With no clear career progression (beyond one or two levels), there is a high turnover rate at all levels of the organization. Essentially, the solution to the organization’s problem is creating a worsening of the problem.
Griffin, R.W., Phillips, J.M., & Gully, S.M. (2020). Organizational behavior: managing people and organizations (13th ed.). Boston, MA: Cengage. https://www.gcumedia.com/digital-resources/cengage/2020/organizational-behavior
Sisodia, R. (2019, December 17). Conscious capitalism unpacked: An evening with Raj Sisodia. YouTube. https://www.youtube.com/watch?v=FyWMffZbCF8
Please include at least one in-text citation and reference.
THANKS!
