Quick academic help
Don't let the stress of school get you down! Have your essay written by a professional writer before the deadline arrives.
Example of Organizational knowledge for process “food Checkout”
Still, the current evidence linking psychosocial factors and musculoskeletal disorders is impressive and suggests that psychosocial interventions probably play an important role in preventing musculoskeletal problems in the workplace. In this regard, several publications (NIOSH 1988; ILO 1986) provide directions for optimizing the psychosocial environment at work. As suggested by Bongers et al. (1993), special attention should be given to providing a supportive work environment, manageable workloads and increased worker autonomy. Positive effects of such variables were evident in a case study by Westin (1990) of the Federal Express Corporation. According to Westin, a programme of work reorganization to provide an employee-supportive work environment, improve communications and reduce work and time pressures was associated with minimal evidence of musculoskeletal health problems.
The symptoms of non-ulcer dyspepsia (NUD) include bloating and fullness, belching, borborygmi, nausea and heartburn. In one retrospective study, NUD patients reported more acute life events and more highly threatening chronic difficulties compared to healthy community members, but other investigations failed to find a relationship between life stress and functional dyspepsia. NUD cases also show high levels of psychopathology, notably anxiety disorders. In the absence of prospective studies of life stress, few conclusions can be made (Bass 1986; Whitehead 1992).
Silla 2017 | Organizational Culture | Hypothesis
Secondly, employee characteristics such as job status, gender and dispositional styles have been found to mediate the health consequences of worksite design (Burge et al. 1987; Oldham 1988; Hedge 1986; Sundstrom 1986). Yet, it is often difficult to disentangle the separate effects of environmental features and individual differences (these differences may have to do with, for example, workstation enclosures, comfortable furnishings, and job status) because of ecological correlations among these variables (Klitzman and Stellman 1989). Future studies should incorporate experimental techniques and sampling strategies that permit an assessment of the main and interactive effects of personal and environmental factors on occupational health. Moreover, specialized design and ergonomic criteria to enhance the health of diverse and vulnerable employee groups (e.g., disabled, elderly and single-parent female workers) remain to be developed in future research (Michelson 1985; Ornstein 1990; Steinfeld 1986).
Prior studies of environmental design and occupational health reflect certain limitations and suggest several issues for future investigation. First, earlier research has emphasized the health effects of specific design features (e.g., workstation enclosure, furnishings, lighting systems), while neglecting the joint influence of physical, interpersonal and organizational factors on well-being. Yet the health benefits of improved environmental design may be moderated by the social climate and organizational qualities (as moderated, for example, by a participative versus non-participative structure) of the workplace (Becker 1990; Parkes 1989; Klitzman and Stellman 1989; Sommer 1983; Steele 1986). The interactive links between physical design features, employee characteristics, social conditions at work and occupational health, therefore, warrant greater attention in subsequent studies (Levi 1992; Moos 1986; Stokols 1992). At the same time, an important challenge for future research is to clarify the operational definitions of particular design features (e.g., the open plan office), which have varied widely in earlier studies (Brill, Margulis and Konar 1984; Marans and Yan 1989; Wineman 1986).
01/11/2011 · Organizational Culture; Hypothesis; ..
Ideally, the process of defining each employees role should proceed such that each employee is clear about his or her role. Unfortunately, this is often not the case and employees experience a lack of role clarity or, as it is commonly called, role ambiguity. According to Breaugh and Colihan (1994), employees are often unclear about how to do their jobs, when certain tasks should be performed and the criteria by which their performance will be judged. In some cases, it is simply difficult to provide an employee with a crystal-clear picture of his or her role. For example, when a job is relatively new, it is still evolving within the organization. Furthermore, in many jobs the individual employee has tremendous flexibility regarding how to get the job done. This is particularly true of highly complex jobs. In many other cases, however, role ambiguity is simply due to poor communication between either supervisors and subordinates or among members of work groups.
Roles represent sets of behaviours that are expected of employees. To understand how organizational roles develop, it is particularly informative to see the process through the eyes of a new employee. Starting with the first day on the job, a new employee is presented with considerable information designed to communicate the organizations role expectations. Some of this information is presented formally through a written job description and regular communications with ones supervisor. Hackman (1992), however, states that workers also receive a variety of informal communications (termed discretionary stimuli) designed to shape their organizational roles. For example, a junior school faculty member who is too vocal during a departmental meeting may receive looks of disapproval from more senior colleagues. Such looks are subtle, but communicate much about what is expected of a junior colleague.
Why choose our assistance?
As soon as we have completed your work, it will be proofread and given a thorough scan for plagiarism.
Our clients' personal information is kept confidential, so rest assured that no one will find out about our cooperation.
We write everything from scratch. You'll be sure to receive a plagiarism-free paper every time you place an order.
We will complete your paper on time, giving you total peace of mind with every assignment you entrust us with.
Want something changed in your paper? Request as many revisions as you want until you're completely satisfied with the outcome.
We're always here to help you solve any possible issue. Feel free to give us a call or write a message in chat.
Organizational Culture and Leadership, 4th ed ..
In one form or another, incentives have been used for many years. For example, in the New Testament (II Timothy 2:6) Saint Paul declares, It is the hard-working farmer who ought to have the first share of the crops. Today, most organizations are striving to improve productivity and quality in order to maintain or improve their position in the business world. Most often workers will not give extra or sustained effort without some form of incentive. Properly designed and implemented financial incentive programmes can help. Before any incentive programme is implemented, some measure of performance must be established. All incentive programmes can be categorized as follows: direct financial, indirect financial, and intangible (non-financial).
Organizational culture and organizational effectiveness…
Climate and culture overlap to a certain extent, with perceptions of cultures patterns of behaviour being a large part of what climate research addresses. However, organization members may describe organizational features (climate) in the same way but interpret them differently due to cultural and subcultural influences (Rosen, Greenlagh and Anderson 1981). For example, structured leadership and limited participation in decision making may be viewed as negative and controlling from one perspective or as positive and legitimate from another. Social influence reflecting the organizations culture shapes the interpretation members make of organizational features and activities. Thus, it would seem appropriate to assess both climate and culture simultaneously in investigating the impact of the organization on the well-being of members.
Organizational culture: A critical review of literature
Indirect financial programmes are usually less effective than direct financial programmes because direct financial incentives are stronger motivators. The principal advantage of indirect plans is that they require less detailed and accurate performance measures. Organizational policies that favourably affect morale, result in increased productivity and provide some financial benefit to employees are considered to be indirect incentive programmes. It is important to note that for indirect financial programmes no exact relationship exists between employee output and financial incentives. Examples of indirect incentive programmes include relatively high base rates, generous fringe benefits, awards programmes, year-end bonuses and profit-sharing.
The effect of Organizational Culture, Teamwork and Organizat
Assessing risk factors in the light of information about organizational culture requires first attention to the extent to which organization members share or differ in basic beliefs, values and norms. Differences in function, location and education create subcultures within organizations and mean that culture-based risk factors can vary within the same organization. Since cultures tend to be stable and resistant to change, organizational history can aid assessment of risk factors both in terms of stable and ongoing cultural features as well as recent changes that can create stressors associated with turbulence (Hirsch 1987).
How it works
You submit your order instructions
We assign an appropriate expert
The expert takes care of your task
We send it to you upon completion
Average quality score
"I have always been impressed by the quick turnaround and your thoroughness. Easily the most professional essay writing service on the web."
"Your assistance and the first class service is much appreciated. My essay reads so well and without your help I'm sure I would have been marked down again on grammar and syntax."
"Thanks again for your excellent work with my assignments. No doubts you're true experts at what you do and very approachable."
"Very professional, cheap and friendly service. Thanks for writing two important essays for me, I wouldn't have written it myself because of the tight deadline."
"Thanks for your cautious eye, attention to detail and overall superb service. Thanks to you, now I am confident that I can submit my term paper on time."
"Thank you for the GREAT work you have done. Just wanted to tell that I'm very happy with my essay and will get back with more assignments soon."