DB Replies

reply to db posting 3ea 200 words for each.  must add link to reply.

 

To complete your replies:

1. Read the below postings of your peers and the articles which are referenced (This is why it is imperative that the articles be accessible via working URL links). Expect to spend some time each day reviewing all threads and replies, even those in which you are not involved.

2. Write at least 200 words to 3 or more classmates’ threads. You should expect to answer questions posed within each discussion thread. Student interaction is key to success in this course.

K. Bi

Empowerment

 

Definition: Organizational Behavior states that, “Empowerment is a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization” (McShane & Von Glinow, 2010, p. 182).

 

Summary: The article entitled “Empowerment for the bottom line” (2011) written by Golnaz Sadri, does a great job of summarizing the basic principles of empowerment. In the article, Sadri goes into detail concerning employees and their work when they have a sense of empowerment. He specifically addresses certain companies such as Nordstrom and Google in his research about empowerment. The article also addresses different strategies for implementing empowerment among employees and also whether empowerment can be successful in different companies. He highlights different features of companies that will make empowerment successful including self-motivating and self-determined people. Sadri also includes some specific things to focus on when trying to empower including goal setting, mild exposure before extreme exposure, and finally support.

 

Discussion: While empowerment can be a great tool when used in the right way, it can also have its pitfalls. On one hand, management may find that an employee who has been given some sort of empowerment takes it entirely too far and attempts to fill the role of management itself. This is never a good thing, but what kind of action should be taken? On the other hand, employees who should be given some sort of empowerment are those that show potential for being a part of management and show the leadership attributes necessary to be in a management position (Sadri, 2011, p.11). Sadri (2011) discusses further that empowerment could make any operation thrive, but it needs to be set in place correctly (p. 12). When a subordinate is given the power to make their own decisions, it not only builds confidence in them, but also creates an energy within because they know they have the backing of their managers in the steps and decisions they make (Sadri, 2011, p.13). Sadri (2011) finally comes to the conclusion that and boldly states that, “Empowered employees are more productive and more satisfied with their work” (p. 8).

 

My own personal view regarding empowerment is that it is a form of investing in the lives of people. Not only are you enhancing people by empowering, but your organization as well (Sadri, 2011, p. 13). What kind of empowerment have you seen? Is empowerment something you only see in the field of business? Does the church empower people?

 

When it comes to the Bible and empowerment, there are many examples. One example comes from the book of Acts. Acts 1:8 says, “But you will receive power when the Holy Spirit comes on you; and you will be my witnesses in Jerusalem, and in all Judea and Samaria, and to the ends of the earth” (NIV). This verse speaks about being empowered by the Holy Spirit and how it comes upon you. Once saved, we as Christians are empowered by the presence of God, as he will never leave or forsake us. This includes the Holy Spirit being among us to convict us when we have done wrong.

 

References

 

Kazlauskaite, R., Buciuniene, I., & Turauskas, L. (2012). Organisational and

psychological empowerment in the HRM-performance linkage. Employee Relations, 34(2), 138-158.

 

Kimura, T. (2011). Empowerment, P-O Fit, and Work Engagement -A Mediated

Moderation Model-. European Journal Of Economics, Finance & Administrative Sciences, (38), 44-58.

 

McShane, S., & Von Glinow, M.A. (2010). Organizational behavior (5th ed.). New York: McGraw-Hill.

 

Sadri, G. (2011). Empowerment FOR THE bottom line. Industrial Management, 53(3),

8-13.

DBForum 2 – Balance Scorecard

By A-M W

Definition

Balance Scorecard (BSC) a goal-setting and reward system that translates the organization’s vision and mission into specific, measurable performance goals related to financial, customer, internal and learning growth (McShane, S.L. & Von Glinow, M., 2013). Habakkuk 2:2 says ‘and the Lord answered me: “Write the vision; make it plain on tablets, so he may run who reads it”.’ Recognizing this truth will help any organization to see perpetual change not as something unsettling, but an unfolding pattern to edify others to make rapid progress.

Summary

In the article, When is a balanced scorecard a balanced scorecard? (2011) by Mr. Soderberg, a “new” BSC transforms an organization’s strategic plan from an attractive but passive document into the “marching orders” for the organization on a daily basis. In other words, it provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies. The BSC suggests that we view the organization from four perspectives: Learning & Growth – includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement, Business – how well the organization is running and whether its products and services conform to customer requirements, Customer – importance of customer focus and customer satisfaction, and Financial – funding data.

Discussion

Kaplan and Norton’s (1996, 2001) argues that BSC when correctly understood and properly implemented, will assist the organization in reaching its vision/mission and strategy, if the organization clearly communicates its strategy to its employees; allows employees to see how they contribute to the organization’s strategic goals by translating these goals into specific, measurable activities; increases employees’ motivation by attaching well thought-out objectives and targets to performance measures and then pays incentives when reached.

I wholeheartedly agree with Kaplan and Norton on clear communication, can an employee describe the journey the organization want to be on, and the vision and strategy? I know this organization which is presently working on creating a BSC and is experiencing challenges and confusion among management because it is being understood differently by managers and employees across the organization. Prior to the BSC there used to be management by objective, Ellen Cooperperson, President of Corporate Performance Consultants said, people in different departments developed goals and objectives in silos. The new holistic approach to the changing business world and global market, in response to a new economic climate, some organizations are able to implement BSC and use it properly. In the instance of “the Richmond Public Schools’ BSC lays out a challenging set of process measures and targets for us, and it holds us accountable for reaching our goals.” explains Superintendent Yvonne Brandon of Richmond Public Schools. Yet there are others who are struggling with alignment of strategic objectives within each of the perspectives and clearly unable to define their performance measures and the stress and frustration among employees in the organization is escalating.

Reference:

1.     http://www.balancedscorecard. Evaluation of a BSC System and Its Implementation 2010 Balanced Scorecard Insitute.

2.      Soderberg, M., Kalagnanam, S., Sheehan, N., & Vaidyanathan, G., (2011). “When is a balanced scorecard a balanced scorecard?”, International Journal of Productivity and Performance Management, Vol. 60 Iss: 7 pp. 688 – 708

3.      Byline, C.S., (2010). Companies Balance their scorecards.

4.   The Bible, Kings James Version, Gospel of Habakkuk

Re

DB2: Divergent Thinking

 

Definition: 

In our text, McShane and Von Glinow (2013) define divergent thinking as a way of “reframing the problem in a unique way and generating different approaches to the issue” (p. 208).

 

Summary:

 Kevin P. Coyne, Patricia Gorman Clifford, and Renee Dye are all experts in the field of executive-counseling and organizational strategies. They have put together an article titled, “Breakthrough Thinking from Inside the Box” that really outlines the process of divergent thinking within organizations. They propose that too many companies fail in their approach to divergent thinking, or “thinking outside the box” because they are using traditional brainstorming methods and expecting a unique result. Brainstorming does not generally work because people are overwhelmed by the myriads of possibilities available, and end up shutting down mentally in the middle of the process, or the handful of dominant personalities are the only ones doing the speaking, so the same mundane results come out of each session. 

 

Instead, the authors have found a method that does work within companies to bring about creative and divergent thinking; and it is found not by thinking outside the box, but rather, inside a new box. First, set a parameter for the ideas that will be acceptable. Next, make sure the people in the decision-making process are people can contribute to the idea process because they understand the concept or are affected by the outcome. Also, to ensure that everyone engages in the process, set smaller groups so there is equal talk time and provide incentives for the winning idea. Last, at the end of the session, narrow the possible ideas to a few that can be seriously evaluated and used immediately. 

 

Discussion: 

 Thinking “outside the box” is a major trend in our culture today. If a company leader were to be asked whether their company employs methods of creative or divergent thinking, many would answer a resounding yes. It is considered popular to think “outside the box” and many companies are finding out that traditional methods are not the best methods in every case. Such has been the experience of Mitch Lowe, President of Redbox Automated Retail, LLC. His small, movie rental from a kiosk, business grew rapidly from a handful of kiosks to thousands in a very short time, causing him to do some quick and divergent thinking as to how to staff his business effectively (Scott, 2011). This rapid growth brought to his attention the problems with traditional hiring; leading him to a process of hiring that involved a “panel” of interviewers from within the company that had to unanimously agree in order for an applicant to be hired. This process has led to less turnover and higher employee job satisfaction in his company (Scott).

 Some would say that America today is a product of divergent thinking. President Obama is famous for his January 2011 State of the Union Address in which he said, “We cannot win the future with a government of the past”. Whether one agrees with the President or his style of government, he has brought divergent thinking into his administration (Balutis, 2011).

 Divergent thinking may be called “thinking outside the box” by some and “thinking inside a new box” by others. But, in either case, it calls for new ideas and new methods of delivery or it is “convergent thinking” or “business as usual”.

 
 

  

 References

Balutis, A. (2011). Is President Obama thinking outside the box? The Public Manager, 40(2), 19-21. Retrieved from:  

http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=61998995&site=ehost-live&scope=site

Coyne, K., Clifford, P. & Dye, R. (2007). Breakthrough thinking from inside the box. Harvard Business Review, 85(12), 70-78. Retrieved from:

http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=27441412&site=ehost-live&scope=site

McShane, S. & Von Glinow, M. (2013). Organizational behavior (6th Ed.). New York, NY: McGraw Hill/Irwin.

Scott, M. (2011). Thinking outside the box. Smart Business Chicago, 8(11), 12-16. Retrieved from:

http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=66572068&site=ehost-live&scope=site

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