Human Resource – 3 papers, 3000 words each

Hi,

The word doc attached has the instructions. The PPT has the class notes.

I have selected two companies – TATA and British Tobaco Group. I want you to select the third company.

After choosing the company, you need to select a topic taugh in class (given in PPT) and then write on it as per the instructions.

Regards,

Deepak Baid

P.S. – I want 3 different tutors to do this work by choosing one company each.

Assignment structure

Note: You are asked to analyse an organization of your choice. For part-time students, this means your own organization, for full-time students you need to identify an organization that you have knowledge of, or that you have worked in. Whilst it is permissible to use case studies, as you have already been told, case studies from text books do not provide you with enough in-depth organisational analysis for you to do a comprehensive assignment. If this is all you can do, however, then you must check with your tutor about the appropriateness of the case study BEFORE you start to do any work on it. Also, you must not do a whistle-stop tour of every topic that you have covered on the module. Select one or two topics, that are of interest to you, or are relevant issues within your organization. Remember that certain topics do go together very well, e.g. structure and culture, power and culture, gender and power, ethics and gender. I know that it is difficult to confine yourself to one or two topics – as you read and study about one topic, then naturally others come in – that’s the nature of organization theory, but you need to remain focused.

Cover page

· Surname, Initials; Student number; Title of assignment

Table of contents

· Heading; Page numbers

. Introduction

· The purpose of an introduction is to introduce the reader on ‘what to expect’ in the assignment.

· It is normally no longer than two paragraphs. In the first paragraph you need to briefly discuss concepts such as ‘What you are analysing , what is your paradigm’ (if you are including one) etc. In the second paragraph inform the reader how your assignment is structured. For example: In this assignment I will briefly discuss the paradigmatic perspectives, then I will outline the literature on….

2. Paradigmatic Perspectives: My paradigm

Note: Perhaps the most challenging aspect of this assignment is how to integrate a paradigmatic perspective into your analysis, if you want to include a paradigm. In class you were asked to look at the paradigms of Burrell and Morgan. However, if after your reading, you are more comfortable with other paradigmatic approaches then please use these. For example, you were given the article by Meyerson and Martin, who identify three paradigms of culture and change. You could take one of these paradigms if you were looking at these topics. The text by Mary Jo Hatch called Organization Theory, assesses literature from 3 other perspectives – the modernist, postmodernist and symbolic interpretivist. Jackson and Carter in Rethinking Organizational Behaviour and also in your customised text book again have different perspectives such as the post-structuralist. The important thing to remember is that if you include a paradigm, whatever your approach you need to always maintain this approach throughout your work, including how you analyse the organisation – do not mention your paradigm at the beginning of the assignment, and then never refer to it again. You have to analyse, use theories, concepts, opinions etc that are appropriate for your approach. For example, if you are a radical humanist you cannot say that management theories on how to manage culture and control people are necessary, relevant and effective. You may be anti-management, or for performativity (organisations working better for all members not just managers). This mean you may see organisations as modes of domination, preventing people from reaching their full potential etc. Or you may be critical of and challenge managerial focus in organisations and imagine how could be more inclusive of all workers needs and aspirations. As interpretivists you are exploring symbol and meaning – trying to understand what is happening and being experienced so that you can ‘interpret behaviour’. As functionalists you fundamentally believe in the structure of organisations and their necessity, seeking solutions to problems. As radical structuralists, you don’t really like organisations at all other than as showing further evidence of the dominant discourse of capitalism! There is no getting away from it – if you are going to include a paradigm in your assignment you will have to read the relevant chapter in Burrell and Morgan’s text to fully understand the implications of your paradigm. It is not sufficient to use the slides that have been given to you. Ensure that you understand the assumptions, implications of the different paradigms and especially your own selected paradigm

Note: In this section you need to discuss your selected paradigm in more depth. This means that you need to discuss
your
paradigm in terms of how it views science (ontological assumptions, epistemological assumptions, assumptions about people, Ideographic vs Nomothetic debate) and how it views society. It is not sufficient to list words that describe your paradigm e.g. subjective, anti-positivist; voluntarist and ideographic and stability and order. You need to explain what it means, what are the implications of this in terms of your data collection methods and analysis etc.

3. Company background

Note: In terms of analysing the organization, if your organization is a large one, then you can narrow it down to your department. This section should be brief and the purpose of this section is to understand the context of your analysis. Therefore, briefly indicate the type of organisation (production, service etc), products/ services rendered, number of employees etc.

4. Methodology

Note: Please remember however, that you do not need to do questionnaires or interviews for your assignment – you just need to be able to tell us that you understand whether you prefer objective or subjective methods and why.

5. Literature review:

Note: This section is very important as it creates the context for your analysis. In class we discussed the importance of using a model/ theory or framework in your analysis. Whatever topic you have selected, you need to define the concept, briefly discuss its purpose in an organisation, characteristics etc. Study different models, briefly describe the literature you have reviewed (providing an overview of the topic and relevant theories often used) and then select a model/theory or integrate different models/theories that you are going to use in your analysis – your selected model/theory has to be discussed in more detail (as you will be applying this model/theory in the analysis of the organisation you chose). Use different academic sources, analyse the literature and form your own synthesis. Remember, the assignment cannot exceed 3000 words – therefore do not waffle – know what you want to say and make sure that it is relevant to the topic. Use sub-headings to structure your literature review – make sure your headings relate to the content! Be concise and to the point.

6. Organisational analysis

Note: This is what your assignment is all about! Now you need to apply your paradigm – using the model/ theory/ framework you discussed in you literature review. For example: let’s assume I am a radical humanist and have decided to analyse culture in my organization. We know from our understanding of our paradigm that we are anti-management (or at least we challenge the view that only management views are important)– we see organisations as modes of domination, or we want to challenge management that prevents people from reaching their full potential etc. If I use Schein’s layered conceptualisation of culture as my framework (which will have been discussed in some detail in my literature review), I will try to find out how artefacts and creations (norms; language, symbols etc.) are used as modes of domination, preventing people from reaching their full potential, and how these artifacts reflect values and beliefs and basic assumptions within the organisation.

Figure 1: Schein’s layered conceptualisation of culture

Example of analysis: You might argue that culture in the organization can be compared to an iron cage (Morgan, 1997) which traps the average employee as they are forced to accept the norms of the organization. The norms i.e. behavioural rules (Schein, 2004) are created and imposed by management to ensure compliance. This is clearly evident in the company as employees are required to sign a behavioural compliance form in which they agree to be fired if they break any rules. Deviance is therefore defined by those in power; therefore, what is deviant, is whatever offends the powerful, or whatever causes them to believe that they are losing power and control over employees (Marx, 1952). The implication of this enforcement clearly disempowers employees and could impact on employee morale.

In the above example I tried to explain the way rules are used to dominate employees using a Radical humanist perspective. Take note of the following:

· I used my framework to analyse one element of artefacts and creations i.e. norms – I will do the same for all the other components of artefacts and creations;

· I used my paradigm to analyse the one element i.e. from an anti-organisational perspective

· I used an example i.e. ‘behavioural compliance form’ to substantiate the result of my analysis

· Given my ‘result’ I also explained the possible implication of this i.e. disempowerment of employees and the possible impact on employee morale.

As previously explained, if you include a paradigm it is important to use it in a consistent manner – you cannot be a radical humanist in one section and become a functionalist in the next section! Remember, paradigms are broad viewpoints or perspectives that permit a social scientist to have a range of tools to describe society/ organisations. Paradigms don’t do anything but describe! They analysed based on their descriptions. That is all they do. They are scientific tools. Paradigms cannot occur or happen. Societies or organisations are not functionalists, radical humanists etc. People and social events are not based on paradigms: a paradigm is a viewpoint, a perspective, a guiding principle, a belief system.

7. Conclusions

The purpose of your conclusion is to summarise your key insights (basically the same as the identification of key insights in the reading log)

8. Recommendations

This is usually only applicable if you are a functionalist. But,
if you are a interpretivist, radical humanist or radical structuralists, you are also welcome to make recommendations. The basic question you need to be able to answer is ‘given my results and conclusions’ what can I suggest to help the organisation to overcome the identified problems

List of references

General comments

· Get somebody to read your completed assignment before you submit it. Ask the person to read the assignment for clarity etc

· You need to submit all you reading logs as an Annexure to your assignment

· If you experience any problems, use your resources.

AssessmentBrief – Postgraduate

Module Code:	HR0864
Module Title:	Analysing Organizations
Distributed on:	January 2013	Hand in Date:	To be confirmed

Instructions on Assessment:

Analysing Organisations

The module assessment consists of an essay which analyses a case organisation using at least one of the topics covered in the module.

Using authoritative sources, models and frameworks which you consider appropriate to the study of organizations, critically analyse an organization of your choice and report on the analysis.

Assessment Criteria

· Approaches to understanding and researching the nature of organizations are considered and where included, paradigm choice is e

plained and consistently applied throughout the piece of work. Choices amongst these approaches are made or the absence of choice is explained

· One or two module topics are chosen for the student to apply to an organizational setting

· The methods of data gathering which would be appropriate to use are explained and justified

· The data is critically analysed using relevant theories, models and frameworks

· There is an explanation of the ‘fit’ (or the absence of such a fit is discussed) between methods of data gathering, the analysis, the interpretation and the role of the writer of the assignment

· The assignment should be clearly expressed, legible with accurate spelling and grammar, its structure appropriate, assertions supported and all material correctly referenced

· Credit will be given for originality, creativity, fluency of argument, use of examples and illustrations

Word Length

3000 words (+/-10%) with the exact word count (excluding appendices and references) declared at the end of the assignment

Important note about ARNA regulations

The regulations specify that students must complete every assessment component contributing to the modules on their programme. This applies to all forms of assessment as defined in the module descriptor. Please note that:

· if any assessment component is not completed, students will be failed in the module even if the module pass mark has been achieved;

· if the requirements for referral specified in section 5 of ARNA1 are met, a resit opportunity will be given;

· if unable to complete an assessment component because of extenuating circumstances, students should follow the procedure described in the Student Guide to Extenuating Circumstances

This change was approved by Academic Board on 12 October 2009 in consultation with the Students’ Union. Students should consult their Programme Leader or Guidance Tutor if they have any queries. Independent advice and support is also available from the Students’ Union Advice & Representation Centre (

su.advice@northumbria.ac.uk

) or from a student adviser in Student Services.

1ARNA and the Student Guide to Extenuating Circumstances Affecting Assessed Work are available from

http://www.northumbria.ac.uk/sd/central/ar/lts/assess/assproc/assdocstud/

Word limits and penalties for assignments

If the assignment is within +10% of the stated word limit no penalty will apply.

The word count is to be declared on the front page of your assignment and the assignment cover sheet. The word count does not include:

· Title and Contents page	· Reference list	· Appendices	· Appropriate tables, figures and illustrations
· Glossary	· Bibliography	· Quotes from interviews and focus groups.

Please note, in text citations [e.g. (Smith, 2011)] and direct secondary quotations [e.g. “dib-dab nonsense analysis” (Smith, 2011 p.123)] are INCLUDED in the word count.

If this word count is falsified, students are reminded that under ARNA page 30 Section 3.4 this will be regarded as academic misconduct.

If the word limit of the full assignment exceeds the +10% limit, 10% of the mark provisionally awarded to the assignment will be deducted. For example: if the assignment is worth 70 marks but is above the word limit by more than 10%, a penalty of 7 marks will be imposed, giving a final mark of 63.

Students are advised that they may be asked to submit an electronic version of their assignment.

Time limits and penalties for presentations

The time allocated for the presentation must be adhered to. At the end of this time, the presentation will be stopped and will be marked based on what has been delivered within the time limit.

Submission of Assessment:

All assignments must be submitted via the Postgraduate Programme Office. Each assignment must be accompanied by an Assessed Work Form which must be completed in full. The assignment will not be accepted by the Postgraduate Programme Office unless the form is completed correctly.

Marked assignments will be returned to students. It is advisable to retain a copy of your assignment for you own records. Your mark will be returned on the Assessed Work Form via the Postgraduate Programme Office.

Referencing your work

The APA method of referencing uses the author’s name and the date of the publication. In-text citations give brief details of the work you are referring to in your text. References are listed at the end of the text in alphabetical order by the author’s name. The general format of an electronic journal reference in the APA style is shown below:

Coutu, D. (2009). Why Teams Don’t Work. Harvard Business Review, 87(5), 98-105. Retrieved 29th April 2012 from EBSCO

http://searchebscohost.com

Author/s name and initials are listed first, followed by year of publication in brackets. Then there is the title of article and the journal where the article appears, which is in italics. Then state the volume and issue number (in brackets) along with the pages where article can be located. Finally add the date the article was retrieved and then the name of the database, followed by the web address. Wherever possible use the homepage URL rather than the full and extended web address.

For further information on why it is important to reference accurately go to the Referencing and Plagiarism topic in Skills Plus available from the Library website:

www.northumbria.ac.uk/skillsplus

You will find other useful help guides on Skills Plus to help you with the skills involved in writing your assessments and preparing for exams.

For further information on the APA style of referencing see the Concise Rules of APA style and the APA website

http://www.apastyle.org/learn

Plagiarism and Cheating

Your attention is drawn to the University’s stated position on plagiarism. THE WORK OF OTHERS, WHICH IS INCLUDED IN THE ASSIGNMENT MUST BE ATTRIBUTED TO ITS SOURCE (a full bibliography and/or a list of references must be submitted as prescribed in the assessment brief).

Please note that this is intended to be an individual piece of work. Action will be taken where a student is suspected of having cheated or engaged in any dishonest practice. Students are referred to the University regulations on plagiarism and other forms of academic irregularity. Students must not copy or collude with one another or present any information that they themselves have not generated.

(Some basic instruction if required here)

For further information on Plagiarism, see the Referencing and Plagiarism topic on Skills Plus.

www.northumbria.ac.uk/skillsplus

(Some basic instruction if required here)

Mapping to Programme Goals and Objectives:

This assessment will contribute directly to the following Postgraduate programme goals and objectives. (Insert an ‘X’ in boxes where applicable, referring to appropriate programme specification for mapping details)

Goal One: Be independent, reflective critical thinkers

					x		1.	Demonstrate awareness of their personal strengths and weaknesses through critical reflective practice.
			2.	Understand and challenge personal patterns of thinking and behaving.

Goal Two: Be culturally and ethically aware

Demonstrate their ability to work in diverse groups and teams.

Reflect on their own ethical values.

Goal Three: Have developed leadership and management capability

Communicate complex issues effectively.
x	4.	Carry out presentations and lead discussions.

Goal Five: Have developed a range of research skills and project capabilities

Demonstrate skills of analysis and synthesis in the application of research methods to the exploration of contemporary business issues.

Assessment Criteria (NBS)

General Assessment Criteria

Trait

Fail

1 – 39

Fail

40 – 49

Fail

50 – 54

Pass

55 – 59

Pass

60 – 69

Commendation

70 – 100

Distinction

Knowledge and Understanding

Work not submitted OR Work giving evidence of serious academic misconduct (subject to regulations in ARNA Appendix 1) OR Work showing no evidence of the knowledge, understanding and skills appropriate to level 7. None of the learning outcomes are met.

Work is not acceptable and provides little evidence of the knowledge, understanding and skills appropriate to level 7. Few of the learning outcomes are met.

Work is not acceptable in providing evidence of the knowledge, understanding and skills appropriate to level 7. However a majority of the learning outcomes are met and others are nearly satisfied

Adequate work providing evidence of the knowledge, understanding and skills appropriate to level 7 but only at a bare pass level. All learning outcomes are met (or nearly met and balanced by strengths elsewhere).

Satisfactory work providing evidence of the knowledge, understanding and skills appropriate to level 7. All learning outcomes are met.

Commendable work providing evidence to a high level of the knowledge, understanding and skills appropriate to level 7. All learning outcomes met, many are more than satisfied.

Excellent work providing evidence to a very high level of the knowledge, understanding and skills appropriate to level 7. All learning outcomes met, many at high level. Marks at the high end of this range indicate outstanding work where all learning outcomes are met at a high level.

Structure, Alignment and Research

Inadequate in some of the following aspects or seriously inadequate in at least one: use of relevant material; development of analysis and structure of argument; evaluation of theory; application of relevant theory, research methods and findings to the problem in question; presentation of information to the intended audience.

Adequate in most but not all of the following aspects: use of relevant material; development of analysis and structure of argument; evaluation of theory; application of relevant theory, research methods and findings to the problem in question; presentation of information to the intended audience.

Adequate in all of (or most of, with balancing strength elsewhere): use of relevant material; development of analysis and structure of argument; evaluation of theory; application of relevant theory, research methods and findings to the problem in question; presentation of information to the intended audience.

Satisfactory in all or most of: use of relevant material from a variety of sources; development of analysis and structure of argument; evaluation of theory; application of relevant theory, research methods and findings to the problem in question; presentation of information to the intended audience.

Good in all or most of: use of up-to-date material from a variety of sources; development of analysis and structure of argument; critical evaluation of relevant theory, research methods and findings to the problem in question; presentation of information to the intended audience.

Excellent in all or most of: use of primary sources of literature from a range of perspectives; development of analysis and structure of argument; critical evaluation and creative use of theory, research methods and findings; presentation of information to the intended audience.

Module Specific Assessment Criteria

Trait

Fail

1 – 39

Fail

40 – 49

Fail

50 – 54

Pass

55 – 59

Pass

60 – 69

Commendation

70 – 100

Distinction

Note:
For those assessments or partial assessments based on calculation, multiple choice etc. Marks will be gained on an accumulative basis. In these cases, marks allocated to each section will be made clear.

Students must retain an electronic copy of this assignment and it must be made available within 24 hours of them requesting it be submitted.

Module specific assessment criteria

Trait

Fail

1 – 39

Fail

40 – 49

Fail

50 – 54

Pass

55 – 59

Pass

60 – 69

Commendation

70 – 100

Distinction

Analysis

Description and no discussion provided both of theories and organization with no clear links between them.

Description rather than discussion provided. Theories and organization commentary are not clearly linked via organization examples.

Theories stand apart from, and not synthesized with, relevant organizational examples to provide a comprehensive argument.

Some synthesis of theory with practice to provide a comprehensive argument. Useful organizational examples provided. Greater evidence of linkage between choices of theory for analysis. Recognizing the paradigmatic presuppositions of theories used.

Comprehensive synthesis of theory with practice to provide a strong and detailed argument with the help of appropriate organizational examples. Good linkage between theoretical choices for analysis. recognizes and understands the implications of the paradigmatic presuppositions of theories used. Evidence of reading beyond module references.

Choices of theory and organizational examples synthesize to provide a critical and insightful evaluation of organizational practices. Critically evaluates the paradigmatic location of theories used. Demonstration of wide reading beyond module references.

Presentation and Structure

Failure to use professional formatting. Numerous spelling and grammatical errors. Referencing not consistent with the APA method

Inconsistent approach to formatting work. A number of spelling and grammatical errors. Failure to cite all references in the main text according to the APA method

Satisfactory presentation with few spelling and grammatical errors. Most references provided in the appropriate format

Professionally presented with few spelling and grammatical errors. Most references provided in the appropriate format

Professionally presented with few errors in referencing the work of others

Excellent presentation, spelling and grammar. APA referencing used throughout the main text.

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Power and Control

Power and Control
Objectives:
To be introduced to mainstream and critical perspectives of power and control
To understand the relationship between control and power
3. To describe the primary methods of organizational control
4. To apply Hopwoods’ model of control

Mainstream approaches: Introduction
Political behaviour
Extends beyond the formal authority that accompanies a person’s position in the chain of command
Involves the informal use of power to cultivate allies and control information
Is directly linked to decision making
Incorporates both unitarist and pluralist perspectives

Unitarism and Pluralism
Unitarism
Assumes the view of top management shared by all employees
Conflict the result of poor communication by management or the intervention of ‘troublemakers’ (e.g. unions)
Aims is eradication of conflict
Pluralism
Recognises a diversity of interests in an organization
Conflict inevitable and normal
Aims is negotiation and bargaining over competing interests

Key concepts in the classical
(unitary) tradition
Focus on the formal structure of the organization
Concern to identify the right formal organization
Belief in the existence of one best form of organization
Seeking to describe organizational rules, often called principles
Belief that organizational principles are applicable to all types of formal organization
Keenness to identify the best way of dividing up the task to be done
Stress on the need for clarity in role specification and performance
Placing emphasis on hierarchical control and similarities between members
Insufficient attention paid to the diversity of problems experienced in different types of organizations

Assessing power

Primary Types of Mainstream Organizational Control (Hopwood)
Administrative controls: Mechanisms, techniques and processes that are consciously and purposefully designed in order to control the behaviours of individuals, groups and organisations
Social control: Process through which obedience, compliance and conformity to predetermined standards of behaviour are achieved through interpersonal and group processes
Self-control: Norms embodied in administrative or social controls must be either directly or indirectly internalised by the members of the organisation and operate as personal controls over attitudes and behaviour

Hopwood’s Model of Control
“Accounting & Human Behaviour” 1974
Organisation
Controls
Social
Controls
Self
Controls
Admin
Controls

Difference between social control and administrative control
Where management attempts to disseminate a culture through consciously designed, planned strategies to regulate and inculcate particular systems of belief and meaning in subordinates – this is administrative control
Socialisation is the informal area of social control. It is not the result of a planned strategy but arises spontaneously out of everyday social interaction among members.

Administrative controls

Top-down authority, with emphasis on positional power
Emphasis on extrinsic rewards (wages, pensions, status symbols)
Activity-based job descriptions that prescribe day-to-day behaviour
Attempt to constrain and influence employees by either specifying of influencing:
Value premises of behaviour
Training; Recruitment and Selection
How tasks are performed
Rules, procedures
Output consequences of performance
Budgets; MBO

Social controls and self-controls
Socialisation
Values; norms; organisational stories
Group goals and norms
Emphasis on meaningful work (intrinsic rewards)

Perspectives on power
‘’… Capability of an actor to achieve his or her will, even at the expense of others who may resist him …’’
‘’…power should be seen as a property of the collectivity …’’

Sources of Power
Based upon French & Raven’s model
Power
Personal
Structural

Elements of personal power
Expertise
Legitimate
Referent
Rewards/ coercion
Association

Elements of personal power
Sources Definition Strategies
Expertise Knowledge and skills which others see as relevant to task accomplishment and which the individual is seen as possessing Obtaining credentials or ongoing experiences which others respect
Legitimate Formal position and roles which define responsibilities and appropriate scope of activity Ensuring roles and expectations are clear and recognised as legitimate
Referent Power which comes from trust and commitment given to an individual because of his/her personal traits and characteristics Build respect and trust through personal integrity, charisma
Rewards/ coercion Behaviours which reward or hurt others but which ensure compliance and buy-in Accumulating things of value to others or punishment which can harm others
Association Influence which comes from knowing powerful people Networking and developing connections and associations

Elements of structural power
Emphasis moves away from personal power (that is ascribed to the individual), towards an understanding of the power that rests in the position or location an interest group, sub-unit, or department holds in the structure of the organisation

Elements of structural power
Control of scarce resources
Centrality
Visibility
Coalitions
Flexibility/ autonomy

Elements of structural power
Sources Definition Strategies
Control of scarce resources Ability to allocate resources (information, money etc.) among groups with competing interests Obtain positions which are responsible for distribution and allocation of resources
Centrality Tasks or positions which are in the middle of a communication network Obtain central positions where others are dependant on you
Visibility Positions which are seen by those of power and influence in the organisation Seek out tasks which have a high profile
Coalitions Power which comes from building support from groups with similar interests Systematically seek support from others based on an analysis of their interests
Flexibility/ autonomy Positions which are characterised by discretion in decision-making, work assignment Seek out tasks which are not routine and which contain autonomy and room for independent decision-making

Mainstream structuralist approach
Shares the pluralist assumption that organizations are complex social units where individuals interact
Focuses on the conditions which determine the decisions that can be made
Demonstrates the large influence of organizational structures on decision making

Mainstream approaches: Limitations
Classical (unitary)
Fail to recognise the importance of power, competition, conflict and limits to rationality
Pluralist and mainstream structuralist
Acknowledges diverse interests, competition and conflict but conception of power is shallow
Politics and negotiations are minor issues and do not challenge prevailing structures
Managers are not presumed to have their own interests
Big issues of conflict (e.g. poverty, the environment) are marginalized

Critical approaches: Overview
Connect politics and decision making to the wider political and economic context
Assume that internal dynamics reflect broader patterns of power and inequality in society
E.g. Marxist analysis links work organizations to the dynamics of the capitalist system

A critical approach to power
Seeks to question existing structure of power relations
Sees politics as necessary to secure compliance/consent
Perceives power as a relationship, where its use is dependent on compliance/consent

Case study: The story behind the water in Walkerton, Ontario

Case study question
Using Hopwood’s 3 primary types of organisational control analyse the Walkerton, Ontario case study
And finally… if you have any questions regarding your assignment please ask

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Organizational Ethics
HR0864 Week 8

Learning Outcomes
To understand the relationship between ethics and specific moral guidelines
To understand the relationship between ethical decision making and the organizational context
To understand the differences between leading ethical systems of thought.
To apply ethical considerations to a case.

Content
Ethics in the news
Defining ethics and morals
Leading ethical approaches
What makes people behave unethically?
A process for ethical decision-making
Management and the Ethical organization

Business Ethics News 2012
A US Court has fined Samsung $1bn for infringing Apple’s patents.

Apple’s CEO Tim Cook said: ‘For us this has always been about something much more than patents or money. Its about values. We value originality and innovation and pour our lives into making the best products on earth. And we do this to delight our customers, not for competitors to flagrantly copy.’
(http://9to5mac.com/2012/08/24/tim-cook-tells-apple-employees-that-todays-victory-is-about-values/ )

Business Ethics News 2013
The new CEO of Barclays, Antony Jenkins has told staff that they should sign up to a new ethical code of conduct or leave the company:

“There might be some who don’t feel they can fully buy in to an approach which so squarely links performance to the upholding of our values,” Jenkins, 51, wrote. “My message to those people is simple: Barclays is not the place for you.”

(http://www.bloomberg.com/news/2013-01-17/barclays-ceo-jenkins-tells-workers-to-follow-new-rules-or-leave.html)

Business Ethics News 2013
Following the discovery of horse and pork products in beef burgers sold across Europe Duncan Campbell, recent president of the Association of Public Analysts, said local authority cost cutting had badly damaged the network of laboratories where scientists test samples for trading standards departments.
“In the long-term, the expertise and the capability of public analyst laboratories will be lost and problems like the one we have seen with horse meat in burgers will continue and possibly increase.”
(http://www.independent.co.uk/news/uk/home-news/exclusive-cuts-in-food-safety-checks-mean-that-horsemeat-scandal-could-happen-again-8454911.html )

Business Ethics News 2013
These three cases illustrate situations in which organizations are judged according to standards of right and wrong.
But how do we know what is right and wrong?
What are the standards of right and wrong that should be applied to organizations?
And do organizations and their managers have particular moral responsibilities ?

Ethics Defined
There are different understandings of ethics but in broad terms ethics can be seen as:
A science of human choice concerned with the basic guidelines for how one ought to live one’s life. It answers the question, “How should I live?”
The study and philosophy of human conduct with an emphasis on determining right and wrong.

Are Ethics and Morals the Same?
Ethics refers to the systematic study of general principles of right and wrong behavior. (reason-based system for moral decision-making)
Morals and morality describe specific, culturally transmitted standards of right and wrong. (beliefs about right and wrong -learned behaviour and vary from one culture to another)
Both ethics and morality involve decisions about right and wrong.

Johnson, (2007).

Deciding What’s Right and Wrong: Ethical Theories
Major ethical theories attempt to guide us in understanding the criteria to use when deciding whether something is right or wrong. These include:
Utilitarian Theory
Deontology
Virtue Ethics

However ethical relativists deny that any ethical theory can prove itself against others, ethics is always relative to local beliefs and circumstances.

Principles of Utilitarianism
The action taken is ethical if it produces the most good and the least harm for everyone affected. ’’greatest good for the greatest number’’
Judgment is based on a cost/benefit analysis.
Focus is on the results of the action, not on how the results are achieved.
Assumes the end justifies the means.
Some costs and benefits are difficult or impossible to measure
Limitations?

Deontology
Focuses on the rights of the individual and on the intentions associated with behavior not on the consequences
Believe there are some things we should not do regardless of the utility
Approach is based on universal principles of fairness, respect, justice and rights
What makes acts right or wrong is whether they follow absolute moral imperatives e.g. ‘do not steal’, ‘tell no lies
Immanuel Kant
1724 – 1804

Virtue Ethics
The morally correct action is the one that displays good character virtues.
A virtue is a character trait that manifests itself in the actions of the individual.
Virtues are traits such as:
Honesty.
Fairness.
Integrity.
Loyalty.

What Makes Moral People Behave Unethically?
Research findings:
The desire to conform to one’s peers.
Environmental pressures.

Rigid hierarchy.

Fear, insecurity.

Ambition.

What Makes Moral People Behave Unethically at Work?
Because ethical action takes place in a social context, situational variables heavily influence ethical behavior.
Work characteristics.

Organizational culture.

Immediate job context.

Unethical Behavior in the Workplace
What makes people engage in unethical behavior?
Insecurity, fear of job loss.
Downsizing, mergers, hostile takeovers, “rank and yank” performance evaluation systems.

Psychological insecurity.
Bosses who are threatening and controlling.
Competitive environment.

Materialistic focus.
Focus on the bottom-line concerns above values.
Bonus pay systems with earnings “at risk.”
Large pay disparities between levels.

Making Ethical Decisions
Why are ethical decisions so difficult?
No one clear solution.
Competing interests.
Many unknowns.
Pressure.
*

A Process for Making Ethical Decisions
Recognize an ethical issue.
Get the facts.
Evaluate alternative actions.
Make a decision and test it.
Act and reflect on the outcome.

.
*

Using the Principles of Ethical Theories to Evaluate Your Options
Utilitarian
Which option will produce the most good and do the least harm?

Deontological
Which option best respects the rights of all stakeholders?

Virtue
Which option leads you to act as the sort of person you want to be?

Management and Ethical Organizations

Ethics Compliance Programs
Written code of ethics.
Written standards of conduct.
Ethics training.
Mechanism for employees seeking advice.
Reporting network where employees can report inappropriate behavior without fear of retaliation.
Ethical behavior as a part of the performance appraisal system (e.g. Barclays).
Discipline for violating ethical standards.

The limits of Ethics Compliance Programs
“But we’ve been doing that …and ethical violations are still commonplace.”
Even Enron had a code of ethics!

Creating a Culture of Ethics
Many researchers agree that the compliance programme matters less than the culture of the organization in determining its ethics:
Managers must model ethical behavior. They must “walk the talk.”
Employees must trust management at all levels.
Employees learn appropriate behavior by what they see managers doing.
The importance of ethics must be communicated at all levels of the organization.
Reward ethical behavior. Assess how the job was done, not just “making the numbers”

Viable global norms for business ethics?
The globalization of business presents difficulties for ethics as different cultures and countries have different ethical norms, just as ethical relativists suggest.
Some ethicists are looking for ways in which different normative theories might find common ground in establishing principles for business ethics that are internationally acceptable e.g. through The United Nations Global Compact http://www.unglobalcompact.org/

Human Rights
Businesses should support and respect the protection of internationally proclaimed human rights;
2. Businesses should make sure that they are not complicit in human rights abuses.
Labour
3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
4. Businesses should uphold the elimination of all forms of forced and compulsory labour;
5. Businesses should uphold the effective abolition of child labour; and
6. Businesses should uphold the elimination of discrimination in respect of employment and occupation.
Environment
7. Businesses should support a precautionary approach to environmental challenges;
8. Businesses should undertake initiatives to promote greater environmental responsibility; and
9. Businesses should encourage the development and diffusion of environmentally friendly technologies.
Anti-Corruption
10. Businesses should work against corruption in all its forms, including extortion and bribery.
The UN Global Compact – 10 Principles for Ethical Business.

Case study: The story behind the water in Walkerton, Ontario

Case Study Questions
1. Was there any attempt at ethical behaviour at the PUC?
2. Using the following principles of bureaucracy describe how the PUC failed the municipality:
A clearly defined sphere of competence
Clear organizational hierarchy
Administration based on written documents
Rules are enforced in a fair and impartial way
Candidates are promoted based on technical qualifications
Offices within a bureaucracy are based on professional careers and promotion is based on achievement

3. Did the organizational culture at the Public Utility Commission influence Stan and Frank Koebel’s actions?
4. How does power and politics relates to this case?

RunningHead: ORGANIZATIONAL ETHICS 1

ORGANIZATIONAL ETHICS 2

Organizational ethics

Name:

Course:

College:

Tutor:

Date:

Table of Contents

Title page

Introduction

Paradigmatic Perspectives: My paradigm

Company background

Methodology

Literature review

Organizational analysis

Company’s competitive rivalry model

Conclusion

Recommendation……………………………………………………………………………………………………………14

References

Introduction

Talking about organizational ethical behaviour, there are about four components which exist in a company that contribute significantly to ethical behaviour being friendly in a company. Both internal and external rewards of an ethical company are tied to the organization’s business and culture. With regard to support and reliability framework of each of the four fields needed for ethical habit, then the organizational behaviour will be apparent across the organization (Brandt, 2007). The company, workers, and stakeholders will get both internal and external benefits. As in the case of Tata tea, the responsibilities of the employees can vary from internal, such as whistle blowing to the extraordinary activities such as a temporary worker buying all the tea products produced by the boss, simply due to brands that were not focused on. This is considered in cases where the employer was aware that he would pay the worker fully (Brandt, 2007).

The four components that are important in determining organizational ethics include the following:

(i) Written rule of ethics

(ii) Executive and employee training ethics

(iii) Accessibility of advise regarding ethical scenarios

(iv) Strategies for confidential reporting

Paradigmatic Perspectives: My paradigm

This approach is a standard part of functional strategic measures for the company with positive company ethics. With emphasis on reliability and structural support of each of the four areas in ethical behaviour, the organizational behaviour is evident across the organizations (Ray, 2006). In addition, a company will approve necessary requirements for its workers, such as maternity leave as well as paid time off for the relevant workers. Other benefits include on-site caring services for children or flexitime for work hours. In addition, the company can facilitate paid leave for various workers. All these are just but examples of some of the employee rewards that are covered in organizational ethics (Ray, S 2006). Normally, such benefits are not necessary according to the law, but reflect just some of the rewards that are mainly understood by various companies worldwide (Scaria, 2007).

There are various theories and company studies that are quite related to organizational principles and code of conducts. In general, they are varied and diverse in terms of scope. Such studies and theories can vary from personal, teams, leadership, stakeholders, and human resources communication approaches. The structure behind each field is the sharing and understanding of the vision, mission and objectives of the company. Regarding these, the impact of leadership in the company goes unexamined due to obvious understanding of goals and values. Ideals and values within a company generally revolve around business values and theoretical strategies that are selected by several leaders in presenting their issues (Nelson, 2008).

The company is intending to be the country’s most depended beverage organization.

Tata tea wants to realize business and thought management for branded product within the country. Similarly, the organization wants to consider as the most significant leader in tea as well as tea based drink solutions. Along with that, Tata tea wants to control a long term profitable development. There is also the need by the company to introduced enhanced value together with the stakeholders. Finally, the company is seeking to make the place a great working environment for workers (Nelson, 2008).

Company background

The company is currently integrated as a beverage organization that has put in place various strategies to be a world leader in branded products using innovative strategies. With more than 200 years of operation in the sector, the company has managed to evolve in a predominant way in the Indian market to be a brand marketing organization with different influential brands. According to experts, the organization’s yearly turnover is about $ 1.5 billion, meaning that it is almost the second largest operator in tea in international arenas. Its global increase is shown by the fact that more than 65 % of consolidated earnings come from the other markets. Tata keeps a strong focus on consumer brands, hence more than 90 % of turnover is accessed through branded goods. In the past five years, almost all the company’s turnover originated from tea earnings. However, the figure today is almost 70 % , undermining its thriving expansion approaches and offering it a leadership status in the ‘good for you’ drink space (Repenshek, 2004).

The company has expanded tremendously over the last ten years. The company now employs about 3000 individuals with much presence in nearly 40 nations in the world. The company is currently embarking on intensive strides towards realization dependable hydration. For instance, Tata signed an agreement with Pepsi to produce non-carbonated drinks. Tata tea is formally an Indian super brand within India (Repenshek, 2004).

Tetley:
This was acquired by Tata in the ear 2000. It is enjoying today a host of 70 nations across the world.

Methodology

Objective approach is the best the method of getting the relevant information because it targets the specific area of study. Unlike subjective approach, objective method also enables the researchers to clearly understand issues surrounding the organization with regard to ethical background.

Literature review

The organization leads the market share in terms of volume inside the country. Some of the hot drinks produced by the company include Kanan, Tata Tea, Gemini, Chakra Gold, and Tetley. On the other hand, offer cold drinks which include Mineral water, non-carbonated beverages, and Chai channels.

The organization was set up in 1983 to form part of Tata group of organizations which is among the most recognized business organizations in India. The company headquarters is based at Kolkata. Initially, it was established in 1964 as a joint investment with British-based James Finlay Company. For the last 40 years, Tata Tea has been taking part in tea extract business activities (Repenshek, 2004).

Tea produced by Tata Company is considered by many consumers as a health beverage that meets the required standards. For example, the product is well known for its anti-oxidant features which have made it a highly consumed drink across the country and the Whole World. In addition, the demands for Tata tea product has been increasing at a rate of 2 percent and is expected to increase further in the near future (Hamel, 2006).

The draconian government labour policies are unfriendly to the company. They cause more harm that good both the organization and labour. Similarly, the labour oriented sector has problems arising from labour itself. Also, there is restricted scalability which grows at a very slow rate. There is supply from more efficient players such as Sri-Lanka, Vietnam and Kenya. Again climate change seems to be affecting negatively tea growing in the region. This leads to increase in tea prices in the region and hampers economic growth (Hamel, 2006).

There is an apparent tendency towards the health drink. Therefore, it is upon the organization to inform the consumers about the facts. Also, the product has special advantage as compared to other popular drinks such as coffee. In addition, Tata Company has the chance to make tea more fashionable and acceptable just like coffee. Opportunity also presents itself for the company to create a new taste and flavour of the product.

The organization is facing a threat of keeping the young generation from being enticed by bigger multinational organizations to more flavoured and aerated drinks. Another challenge presents itself in form of labour issues. Increase in product cost is another major threat facing the company. Also, there a disjointed production process within the organization (Hamel, 2006).

The company is facing a threat of high level market entrants. Similarly, the company is encouraging government laws to manipulate their operations. Another challenge is that the organization can be easily imitated. On the other hand, the supplier bargaining power is very high because of their insignificant numbers. Also, Tata tea is characterized by the low bargaining powers for buyers because of high demand and trust regarding the product taste.

Threat of substitute products is another major threat that the company is facing. Substitute products include cold drinks and coffee. It is hard to convince the current consumers of such products because of their loyalty. Competition is high and poses a challenge to the company. Organizations such as Brook bond, Lipton together with other domestic players are offering a serious completion to the company (Hamel, 2006).

There are close to 50 tea farms in states of Tamil, Assam, Kerela, and West Bengal. A close analysis shows that more than 26,000 hectares of land are under tea farming. This area produces more than 60 million kilograms of black tea on a yearly basis. Again, there is global market for the product. Economic experts have found out that the company is well equipped with an efficient distribution process. Again, the company has a reliable and loyal management staff, research and growth team. In addition, the marketing process of the company is very efficient and focused. Other major competencies include the famous brand name, distribution channels.

Tata has embarked on a strategy to buy leaf organizations and co-operatives to alter the framework of green leaf processing. Along with that is the approach to make sure that un-remunerative activities are given priority to change and if not, they are eliminated. Another business strategy involved re-organization of 20 tea factories in clusters. The company was also advised by the experts to consider branded tea as its propelling product field. Exiting the beverage selling approach and focusing mainly on branded products was also considered as part of the business strategy by Tata Tea Company (Hamel, 2006).

The other approach was the selling off of its share in Barista and avoiding plans to re-enter the business. The introduction of beverages such as TiON across India also was used as a business approach by the company. Aggressive marketing strategies became part of the daily routine of the company in conjunction with anti-corruption approaches. The decision to focus on campaigns such as Gemini and Chakra, and Kanan boosted the performance of the company in its strong holds.

Most of the competitors that the company faces include organizations which operate within the same market and provide similar goods and focusing mainly on the same customers. With regard to competitive processes, it involves the current actions and reactions among various companies that compete for a beneficial position. On the issue of competitive rivalry, the current activities and reactions that take place are among individual organizations and its opponents for a better market position.

Unlike in dynamics, rivalry is characterized by business commonality and recourse resemblance. On the other hand, competitive dynamics is mainly related to high market speed which can be, fast, slow, or moderate. Rivalry is about awareness, ability and motivation, while dynamics is concerned mainly with the impacts of market speed on activities and reactions on all the competitors in the market. Finally, rivalry is characterized by incentives, size and quality whereas dynamics is not.
The organization has three main subsidiaries which include Tata tea U.S, Tata Coffee, and Tata U.K. Tata Tea together with Tata sons merged with Tetley organization, while Tata U.K merged with the South African Tea packers.

Before venturing into worldwide market, Tata need to consider the role of ethics in world markets. Since its inception, Tata has always wanted to be a global leader in tea business. The main targets are South America, Africa, and West Asia. Plans are under way for the company to start operating in Australia and France. The regional target will be on brands such as Jemca and Vitax.

Political factors focuses on how to and what extend a regime plays a role in the economy. To be specific, political factors are characterized by environmental policies, tax laws, trade restrictions, political stability, labour laws, and tariffs. In addition, political factors may include services and goods that the administration wants to offer or be given as well as those they do not want to offer or to be given. Moreover, the government has substantial control over education, infrastructure, and health of the country. The political perspective has a major control with regard to business management, and consumer spending power. Therefore, TATA must consider factors like:

· The stability of the political situation

· The influence of the government’s stand on marketing principles

· The government’s principle on the economy

· Does the administration have a perspective on religion and culture?

· Whether the government is taking part in trading deals with other countries?

Economic issues include economic development, exchange and interest rates. These factors have a significant impact on the manner in which business undertake its duties and make decisions. For example, interest rates can have an impact on the company’s capital costs. Thus, it determines to what degree a business develops and expands. Normally, exchange rates affect the cost of selling goods abroad and the production of goods that are imported.

As a result, Tata marketing department must take into account trading marketing in both long-term and short-term cases. This in particular applies when considering global marketing. Thus there is need for the organization to look at the following:

· Interest rates

· Employment and inflation levels per capita

· Permanent economic prospects

Some of the social factors that Tata need to consider before embarking on marketing of its products include health, cultural, age distribution, and the rate of population growth. Various trends in social factors have a major impact on demand for the organization’s goods and the manner in which the company undertakes its operations. For instance, an older population may mean that there is less-willing labour force, hence increase in the cost of labour. Also, organizations can alter different management approaches to adapt to such social tendencies.

Both cultural and social implications on businesses differ according to countries. It is therefore very important for Tata to consider factors like:

· Dominant religion

· Attitudes to new goods and services

· If the language affects product absorption into the market

· The amount of time required for consumers to have for leisure

· The responsibilities of men and women in the community.

· Knowing the population lifespan

· Understanding both environmental and technological factors

Technology issues comprises of environmental, ecological aspects. For instance, Tata must know the implications of R&D on the environment. The company can know obstacles to entry, minimum reliable production stages eventually determine decisions related to outsourcing. In addition, changes in technology can compromise on quality and costs, hence leading to product creativity. Tata must understand that technology plays a critical role in competitive benefits. For example, it is the main force behind globalization.

Organizational analysis

Company’s competitive rivalry model

Cutthroat Dynamics

Slow movement

Fast movement

Standard movement

Competitive benefit

Protected from imitation for a longer period of time

Not protected from imitation for a longer period of time

Moderately protected

Continuity

High

Low

limited

Duplication

Expensive

Fast and affordable

reasonable

Approach

Focuses on competitive act and aims at securing and keeping production benefit

Quick imitation and improvement process

Improvement is continuously looking for large market share

In an ethical perspective, it is quite clear that completion is necessary for quality products. From the above table, it is apparent that the competitors are using similar resources to obtain goods (Tea leaves). The approach is working in aid of approach to:

· innovate goods such as Tea Gold

· offering aggressive marketing

· Modifying or introducing products in R&D such ads green tea. This makes it hard for competitors to get the company’s market share.

· Tata organization is comprised of genuine consumers. In fact more than 50 percent of the market share is controlled by Tata.

· Most of the Tea organizations in India are characterized by competitive benefit of slow market where

· The product requires creativity and improvement

· All organizations prefer to protect their marker interest through maintenance of quality.

· Tata Tea has the advantage of enjoying international market control of more than 38 percent.

· The market is very reliable for the company’s products due to the decision by the users not to alter their preferences for longer periods of time.

The company began with tea processing business and owning of tea farms. This was soon followed by investment in coffee marketing because the two drinks are related. Another approach was the entry into the business of bottled drinking water. Currently, the business is focusing on R&D drinks and is looking for more opportunities with regard to such approach. Tata entered into this investment bearing in mind that it should keep in line with their concentration by providing a fresh beverage for thirsty people. Also, the organization took a careful decision of eliminating the farm business. Also, there were changes related to the impression of the company such that it is not only seen as a tea company but a beverage company. The new approach for the company is to expand and stop limiting its activities only on tea and coffee, but to create a situation in high development areas using a reliable product growth and innovation.

Conclusion

In conclusion, Tata Company has continuously incorporated commercial orientation with commercial sustainability strategies. The purpose of this was to make sure that Tata organization sees that its innovations are implemented for the good of larger group of consumers. To enhance ethics, the process involved a worldwide restructuring process whereby the organization focused on a strategy dubbed ‘good for you” beverages together with coffee and tea. Ready to drink beverages have introduced TiON beverage in Chennai and the plans are underway to have a national launch. Divest approach was to remove itself from retail business and traded off section of Barista out of Chai series of tea distributors in Bangalore. The focus on R&D process led to disruption in tea and coffee marketing. In general, the company’s restructuring process was that of re-branding Tata tea name to improve its image.

Recommendation

Just like any other organization where interaction between workers and employers is necessary, Tata Tea must uphold the principles of organizational ethics. It is clear that any organization that values ethics performs much better in both domestic and global markets well.

References

Brandt, L. (2007). Organizational ethics. OT Practice, 12(21), 15-19. Retrieved from http://search.proquest.com/docview/232423076?accountid=35812

Hamel, R. (2006). Organizational ethics: WHY BOTHER? Health Progress, 87(6), 4-5. Retrieved from http://search.proquest.com/docview/274415031?accountid=35812

Nelson, W. (2008). Addressing organizational ethics. Healthcare Executive, 23(2), 43-43,46. Retrieved from http://search.proquest.com/docview/200325373?accountid=35812

Ray, S. (2006). Whistleblowing and organizational ethics. Nursing Ethics, 13(4), 438-45. doi: http://dx.doi.org/10.1191/0969733006ne882oa

Repenshek, M. (2004). Stewardship and organizational ethics. Health Progress, 85(3), 31-5, 56. Retrieved from http://search.proquest.com/docview/250292298?accountid=35812

Scaria, J. (2007). Tata tea denies encroachment. McClatchy – Tribune Business News. Retrieved from http://search.proquest.com/docview/464403201?accountid=35812

Competitive evaluation:

Business commonality

Resource resemblance

Forces of competitive behaviour:

Motivation

Awareness

Ability

Intercompany competition

Possibility of attacks:

Size of the company

Quality

Likelihood of reaction:

Type of competitive reaction

Regulations

Results:

Market situation

Economic performance

RunningHead: ANALYSING ORGANIZATIONS 1

ANALYSING ORGANIZATIONS 15

Surname, Initials;

Student number;

Title of assignment;

Table of Content

Content Page

Abstract………………………………………………………………………………………3

Introduction…………………………………………………………………………………..4

Background of the company (Burger King)………………………………………………….5

Pluralism perspectives………………………………………………………………………..7

Mainstream Organizational Control (Hopwood)…………………………………………….7

Control……………………………………………………………………………………….12

Conclusion……………………………………………………………………………………14

References……………………………………………………………………………………15

Abstract

The contents of this document are also going to focus on the mainstream and critical perspectives of power and control, the relationship between control and power, the primary methods of organizational control as well as the application of Hopwood’s’ model of control. The contents of this document also analyze as well as explain power as well as control within Burger King. It has highlighted some areas where power as well as control is exerted. The areas where power is excreted from within the company includes, organizational structure, shareholders, organizational leaders, managers, franchises, suppliers, delegation as well as the leadership style. The document has explored how the organizational structure can influence as well as enhance the use of power, how shareholders use their shareholding rights to form a powerful force when it comes to making major decisions within the company, how the leaders as well as the managers of the company expert their various powers while conduction their roles within the company, the levels of power exerted in franchises, the role played by power during the delegation of work as well as the roles of power during leadership. This document has also identified how control is used in different areas within the organization, which includes organizational structure, franchises, the government as well as the company’s management. The document has thus explored the relationship between control and the organizational structure, whether the organization has control over franchised business, the various ways that the government sues to control the companies’ operations as well as the use of control by the company’s management.

Introduction

Power is the ability of an individual to use his or her position influence as well as make sure people perform as well as act effectively while control is the ability to direct the actions of others. Control as well as power is present in companies such as Burger king, managers’ use both of the two instruments to direct employees as well as to ensure that the company attains its stated vision and overall goals. Without power it would be difficult for the managers of the company to assign work as well as conduct managerial roles such as supervision. Also control ensures that those with power or those at the top of the organizational hierarchy can positively influence those at the bottom of the hierarchy.

Company: Burger King.
Topic: Power and Control

Company introduction

Burger King is a fast food restaurant whose head quarters are located in the US. The Company was formed in the year 1953. The ownership of the company has changed hand several times over the last 50 years. The company became a public company in the year 20003G capital, a Brazilian company acquired majority stake in the company, a deal which was valued at 3.26 million US dollars.

Burger King has over 12,700 outlets in 73 countries worldwide. Majority of the companies’ restaurants are located in the United States. The company expands through the franchising of its businesses. It does this by offering franchise licenses to potential investors. The company offers sodas, French fries, milkshakes as well as salads to its market (

Regina S. &

Joseph F.

2010). The company has an organizational structure, shareholders, organizational leaders, managers, franchises, suppliers, the company managers’ uses delegation as well as the leadership style. The stated avenues, instruments as well as individuals are used during the exertion of either power or control within the organization.

Power

Power is the ability to make people perform or act effectively. Power thus gives leaders as well as the heads of companies the ability to influence employee performance. Individuals with power are those with high levels of positions. They are mostly found at the top of the organizational hierarchy. Individuals with less power have low level positions. They are mostly found at the bottom of the organizational hierarchy (Regina S. & Joseph F. 2010).

There are two different categories of power when it comes to a company such as Burger King. Power can be from within the company or from its external environment. From within the company, we can talk about or analyze the power that the management has over the employees while in the companies’ external environment, we can analyze the power that the company has in the external environment.

Within the company, there are different sources of power that the management can excerpt over its employees. There were five different sources of power were developed by John R. P that include,

Reward power where it is believed that employees are only likely to perform if they are remunerated better. Thus, managers have the power to control the allocation of resources to employees. They can thus use reward power to award employees with promotions, recognition, bonuses as well as days off.

There is also the pretence of legitimate power within the company, the source of such a power can be acquired through the use of management positions as well as the various roles that management play within the organization. For example, if a manager exerts power to a low level employee, it will be fair to the employee since he/she is at the bottom of the organizational hierarchy. Thus an employee at the bottom of the hierarchy will have to respect the manager because of his position as well as title.

We also have referent power which is the power that is as a result of the relationship between the manager and his employees.

Lastly, another power that is evident within the company is expert power. This is the power that is acquired as a result of the qualifications or the vast experiences that the manager has. The employees will thus respect the orders from the manager as well as do what is told of them simply because the manager is more competent than them.

Pluralism perspectives

The pluralistic approach to management when subjecting power towards employees within Burger King is mostly used. While using power, Managers recognize and appreciate the importance of diversity within the organization, conflicts are recognized as being normal, and negotiations are normally used when competing over interests.

Mainstream Organizational Control (Hopwood)

The main mainstream organizational controls used by Burger Kings management are. Administrative controls. These are mechanisms, techniques as well as processes that are used in order to control the behaviours of employees within the organization. Social controls. This is the use of techniques such as obedience, compliance and conformity when adhering to standards. Self-control. These are norms whereby the organization adheres to social beliefs as well as social standards when its employees are conducting their activities that involve the society.

· Organization structure

Power can also be exerted due to how the organization is structured. Employees at the top of the organizational hierarchy have more power than the employees at the bottom of the organizational hierarchy. Thus, employees at the bottom of the organizational hierarchy can order those at the bottom levels of the hierarchy. Those at the top of Burger Kings hierarchy are regarded as powerful (Alesia Denker 2012).

· Stakeholder power

Stakeholders are important individuals when it comes to making decisions within Burger King. Different stakeholders’ posses’ different levels of power, some stakeholders are more powerful than others. The different stakeholders of Burger King and their influence within the company include;

· Organizations leaders

Leaders show high levels of command as well as authority. The most powerful person in the company is the companies CEO Bernardo Hees. Alexandre Behring the company’s chairman is also viewed to be powerful. The companies CEO uses his power during the assigning of work to employees. The companies head also uses his position to assign tasks to low level employees. He has also used the right leadership style to command as well as get work done by his employees. He also uses his power to allocate as well as distribute resources to employees within the organization (Alesia Denker 2012).

· Managers

Management is the act of supervision employees as well as guiding them through their various activities while leadership is the ability to guide and influence people in order to achieve organizational objectives (

Janet Moyles

2006), Managers possess high levels of powers that are the same as those of the leaders, but the levels of powers differ slightly. Examples of managers within the organization are those who head departments. Departments that possess high levels of power as those such as the, human resource department as well as the managers in the finance department, these are the departments that influence employees as well as decision making within the organization.

· Shareholders

Shareholders are the individuals who own shares in the company. Burger King is listed in the New York stock exchange. These individuals also have high levels of power within Burger King. Voting is their only source of power. They make decisions concerning who the board members should be. Voters also posses resource power, they are referred to by the management whenever the company needs additional funding. They also advice management on decision making while at the same time, they have the authority to question managements action.

· Suppliers

Suppliers’ posses high levels of resource power. They are a source of the companies’ inputs. Most of which is used by the company to convert input to output. If suppliers do not supply the company with inputs, the company’s operations will be halted. They are of high importance to the company (

Robert Kreitner

2009). Examples of individuals that supply to the company include farmers, soda companies as well as electrical companies. Examples of inputs that give suppliers high power include machinery, vehicles, and equipment as well as farm inputs.

· Franchises

There are also levels of centralization as well as decentralization within Burger King. They enable one to identify how power is distributed within the organization. The management of the company has overall power over the companies’ restaurants that are located within the United States. This type of power is centralized. When it comes to international franchises, power is usually decentralized; this is because franchises are owned by private investors. Thus decision making with regards to the operations of franchises is done by private investors who own franchises of managers of franchises.

· Delegation

The management of the company also uses delegation to exercise or to show their levels of power. Delegation is whereby a manager assigns task to a low level employee when he is either too busy or he is out for official business. Without power, an employee cannot delegate work to another. Managers of the company thus use their powers to delegate work to employees.

· Leadership styles used

There are various types of leadership styles that are used by the management as well as the heads of departments all across the company’s organization structure. For a leader to be effective, he must use the appropriate leadership style. A leadership style is a leader’s way of providing direction, implementing plans, as well as the motivation of people. The various leadership styles that leader can use include,

Authoritative where the leader in charge uses authority in order to get employees to perform, here, the leader maintains high levels of strictness and puts in place strict regulations and policies that leaders must follow, In an organizational environment where such a leadership style is used as well as the leader supervises employees in order to ensure that employees succeed while disseminating their activities. An example of authority in an example can be an employer ordering workers to complete work on time, a supervisor ordering an employee to clean a work station or organize files.

Laissez-faire is another example of a leadership style that is widely used within the company. It was first developed by Lippitt, Lewin as well as White in the year 1938. Leaders who mostly use this type of leadership style mostly delegates or assigns work to low level employees without providing any direction or guidance. This type of leadership style is mostly proffered by employees because very little supervision as well as authority is used by the leader. This leadership style may result to low productivity but its main aim is to enable the employees to make decision on their own with the absence of the manger. Low supervision from the leader results to freedom of decision making by the employees. The leader however offers guidance as well as support when he/she is requested but does not participate in any way during decision making. This leadership style is mostly proffered when the employees are highly skilled, when employees work in teams such as multi-professionals team, when outside experts such as consultants are being involved in the organizations activities or decision making and when the leader trusts his/her employees.

Leaders within the company also uses the democratic leadership style also referred to as participative leadership style that was initially devised by Lewins. Leaders who use the democratic leadership style involve members during decision making but the leader has the overall say in decision making. This type of leadership style encourages employee motivation as well as creativity. This type of leadership style promotes equity. In this type of leadership style, there is the sharing of ideas as well as employee engagement during decision making (Toliver J.,

Ruth H.

, &

Malcolm E.

2009).

Control

Control is to exercise authoritative, to dominate influence over or to direct.

· Organization structure

Top level employees or managers have control over employees at the bottom of the organizational hierarchy. Resources such as finances as well as infrastructure are controlled by individuals who are at the top of the organizational hierarchy. Those at the top of the hierarchy control how resources will be distributed within the organization (

Ricky W.

2012).

The Elements of structural power

The managers of the organisation at times, moves away from personal power or individual power, towards power that rests in the position, location or department within the structure of the organisation. The elements of structural power are thus used to control scarce resources, for purposes of centrality, the visibility of high profile employees, to form coalitions as well as for the purposes of flexibility as well as autonomy within the organization.

· Franchising

When it comes to franchises, the management of the company has very little or no control over the running of franchise businesses outside the United States. However, the company’s heads have overall control of the company’s business operations within the United States. The reason as to why the management does not have full control over franchises outside the United States is because it does not fully own the franchise businesses and is only interested in royalty sales as well as licenses renewals. However, there are clear guidelines on how franchises should operate as well as the levels of services and products they should offer to their respective markets.

· Shareholders

Shareholders on the other hand use their voting rights to show their levels of control within the company. They have control over the company’s assets as well as financial resources. They also control decision making within the company.

· The government

The government in this case exerts its control of the company through the imposition of legislations. The government somehow dictates how the company should treat their workers, how much the company should pay them, the kind of products as well as services they should offer to the market, the levels of hygiene as well as safety that the company should maintain and many others. For example, the government has set the minimum wage at $7.50 in most states. The company also ensures that it follows government legislations that prevent companies that sell food that is of high fat content and that contains harmful or banned substances.

· The management

The company’s management has high levels of control over much of the companies systems as well as makes decisions regarding how they should operate. Control by the management can also be exhibited when the management is directing some of its employees. The management thus controls the companies resources such as financial resources, what type of tasks should be conducted by the company’s management. They also posses high levels of control over other activities such as the conduction of market research, the advertising avenues that should be used, where funds should be invested as well as the type of resources that are needed for the company to operate effectively and efficiently (

Chuck Williams

2010).

Conclusion

The contents of this document has analyzed as well as explained power as well as control within Burger King. It has also highlighted some areas where power as well as control is exerted. The areas where power is excreted from within the company that the document has looked at includes, organizational structure, shareholders, organizational leaders, managers, franchises, suppliers, delegation as well as the leadership style. The document has explored how the organizational structure can influence as well as enhance the use of power, how shareholders use their shareholding rights to form a powerful force when it comes to making major decisions within the company, how the leaders as well as the managers of the company expert their various powers while conduction their roles within the company, the levels of power exerted in franchises, the role played by power during the delegation of work as well as the roles of power during leadership. This document has also identified how control is used in different areas within the organization, which includes organizational structure, franchises, the government as well as the company’s management. The document has thus explored the relationship between control and the organizational structure, whether the organization has control over franchised business, the various ways that the government sues to control the company’s operations as well as the use of control by the company’s management.

References

Regina S. Baraban

Joseph F. Durocher

(2010) Successful Restaurant Design John Wiley & Sons Publishers

Alesia Denker (2012) Elaboration Case Study: Burger King GRIN Verlag Publishers

Robert Kreitner (2009) Principles of Management Cengage Learning Publishers

Chuck Williams (2010) Management Cengage Learning Publishers

Ricky W. Griffin

(2012) Management Cengage Learning Publishers

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