The effectiveness of an organization depends on many factors. The leadership and employees of an organization are one of the main factors that contribute to the success of

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Larissa B

Posted Date

Jul 2, 2022, 9:50 PM

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The effectiveness of an organization depends on many factors. The leadership and employees of an organization are one of the main factors that contribute to the success of the organization. Warren (2016) explains that employees who trust their supervisors ultimately trust the company which is linked to the effectiveness of the organization (p. 62). This level of trust, based on intangible behaviors, drives an employee to be more loyal and committed to the organization increasing the probability of effectiveness.I think behavioral intangible controls are also required for organizational effectiveness. According to Ammani and Chitra (2020), employees with soft skills and self-awareness tend to be more creative, confident, and better communicators (p. 7). Using these skills to create a trusting work environment can lead to more productive employees and an overall better performing organization. Being able to reflect on our own behaviors allows us to also reflect on the behaviors of others. Warren (2016) addresses cognition-based or calculative trust being based on the observations of the behaviors of others (p.65). Reflecting on the behaviors of others and placing those behaviors in categories allows us to determine how we feel about the behaviors, which leads to how we feel about the person.It is difficult to work for people and an organization you do not trust. The behavioral intangible controls allow an organization to adapt and change more efficiently than the traditional organizational structure. This ability to adapt quickly allows the organization to be more effective to the current market and stakeholder needs.

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Charletta B.

Posted Date

Jul 2, 2022, 8:58 PM(edited)

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Dr. Gonzalez and Fellow Learners,

Warren (2016) emphasizes that organizational structures are changing from traditional structures because organizations are changing with the times based on the needs of their customers both existing and future (p. 59). Now organizations are including building trust among their employees and their customers and other stakeholders because in most cases trust leads to loyalty to the organization. An Example of trust leading to loyalty would be Nike. According to Daft (2021) utilizing the Miles and Snow prospector strategy Nike took chances and produced products that it believed would sell (p. 67). They marketed to a particular population and utilized basketball stars to help to promote their product. They understood the importance of marketing and strategizing. Nike knew that traditional organizational structure would not continue to help them grow so they had to go to the next level of structuring so that they could continue to compete in a changing marketplace.With the changing marketplace, needs, and demands of today’s stakeholders the learner believes that it would be hard for an organization to remain effective utilizing the traditional organizational structure and strategy today’s organization does require behavioral intangible controls such as a strong brand, and social networking such as Facebook, and shared knowledge. Star Bucks is a really good example of combining different types of structures in order to not only grow their organization but also retain customer trust and loyalty (Daft, 2021, p. 131). Not only is Starbucks a franchise but they also sell their products in big organizations such as Walmart, Food Lion, and other big chain stores. Now with name recognition, customers believe that if they buy from Starbucks or if they buy the product from one of the chains that sell their product, they are getting the best product so they continue to buy it even if something cheaper that tastes just as good if not better comes on the market it is hard to get them to switch in a lot of cases because of their loyalty (Pérez-Morón, 2022, p. 65)In conclusion, the learner determines that traditional organizational structures and strategies will be used less and less by themselves but will be used along with behavioral intangible controls because it will become more evident that doing so will make the organization more effective. For example, employees are the ones who are doing the work while most upper management sits behind a desk and makes the decision that affects the organization. With organizations beginning to include behavioral intangible controls in their structure and strategy the organization will be able to include shared knowledge by including the thoughts and opinions of its stakeholders instead of depending exclusively on upper management, organizations will be able to create and build a stronger brand because the stakeholders again will be able to share what works, what doesn’t work, their likes and dislikes, etc. According to Dam and Dam (2021) stakeholders would also be able to share with the organization based on their customer service experience based on how they were treated by the employee(s) during their visit to the location or purchase from the store or even if they are an employee how they are treated by supervisors, employee moral (p. 585).

Looking forward to your thoughts,

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Tyler R

Posted Date

Jul 2, 2022, 8:08 PM(edited)

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Replies to Larissa Bonnet

Hello Class,

Public opinion has shifted substantially around businesses, as a much younger generation desires more social responsibility in major corporations. This also reflects how employees desired to be treated and the desire to work for a socially responsible corporation. According to Warren (2016, p. 66) the transition of modern organizations due in part to the competitive nature of the market requires greater reciprocity between employers and employees while forming a greater trust. Trust creates feelings of safety, safety is a primary need of humans to be successful in any endeavor.

behavioral intangible controls are required for organizations to be successful. Traditional organizational structures have been faltering at a staggering rate, at this point it is common knowledge that organizations need to fit the social structures of the society they operate in. According to Penait, Lonescu, Radulescu, and Rjoub (2022, p.1) Corporate social responsibility has created an environment of trust where businesses now flourish. The traditional format of for-profit business has lost its sway, as stakeholders at all levels have lost trust in the format and feel disenfranchised.

Organizations now must not only remain profitable but also demonstrate a commitment to employees and communities to gain trust and reduce turnover. The quid-pro-quo of organizations is no longer a paycheck for loyalty and labor. To be a successful team long-term now requires organizations to offer more than a simple paycheck, and to leverage social capital to create a group of empowered employees who want to execute for an organization. This is not to say that this is an automatic recipe for success, it is simply one component to ensure an organization is successful.

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Victor D

Posted Date

Jul 2, 2022, 3:17 PM

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Replies to Larissa Bonnet

Hello class,

Tatum (2022, p. 1) pointed out a bureaucracy of traditional organizational structure allows relatively little open communication between various structures in nature of employees, with those who are required to work within departments normally being assigned jobs and told what to do, without much of an ability to have input into policies and procedures their organizations, and he believes that Warren was right by voicing out his concerns. Traditional organizational structure could be effective as long as highly competent people are put into position of authority with the room for check and balances. The delegation of more responsibilities to competent employees, establishing committees and other processes that allow for easy communication between all levels of company organization even cross training so employees are more versatile can also add new elements of creativity and productivity to an organization. With this in mind I do agreed that traditional organizational structure and strategy would drive organizational effectiveness. Foerster-Metz (2018, p. 2) in Mullins (1990) argued that it is important to understand the interrelations of human behavior with other variables like technology which together cover the whole organization.

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Amanda B

Posted Date

Jul 2, 2022, 2:15 PM

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Hi Classmates and Dr. G,

The more traditional concepts of organizational effectiveness are no longer the driving force behind success. These traditional concepts tend to focus on closed, rational, top-down, hierarchical, and bureaucratic thinking (Warren, 2016), which does not sound like many successful organizations we’ve covered in our course thus far. Innovative organizational structures like Holacracy utilizes a more staff focused approach, we can see that a less traditional approach is proving successful. Furthermore, Van De Kamp (2014) noted that stakeholder devices make sure information and communication reaches us as soon as possible, and that this access is unprecedented, continuing in stating that never before has our actions resulted in such rapid feedback. As a result of this over-saturation, quick turnaround, and our constant need to be ‘plugged in’, organizations require many more variables to be present to be successful, including behavioral controls like trust, motivation, and an overall all social responsibility (Chong & Tan, 2010). Similarly, Warren (2016) noted that subordinate employees hope the immediate supervisor, top management, and organization will reciprocate the trust with actions that continue to encourage behaviors that are desirable for promoting the effectiveness of the organization.

Overall, organizations must accommodate the ebb and flow of need. Being able to shift and build structure around those needs and implement components like more trust, and a staff driven structure will create a more efficient organization, longterm. Have a great week, everyone!

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Corina A

Posted Date

Jul 1, 2022, 7:59 PM

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Hello All,

The general design of an organization's structure, according to Daft (2020), specifies three elements: needed job activities, reporting linkages, and departmental groupings. Departments are established to undertake duties deemed strategically significant by the organization. After defining needed work activities and departments, the next step is to determine how these activities and departments should fit into the organizational hierarchy to maximize organizational effectiveness.

Warren (2016) argues that behavioral intangible control, notably trust, contributes to engagement, and can predict organizational effectiveness (OE) since, on page 61, he states that trust is a soft or behavioral control. Trust played a significant role in determining the amount of commitment in a supply-chain partnership, and it played a crucial role in determining the success of Chinese joint ventures over the ages. Trust governed the relationship's varied and diverse context-specific aspects.

I do not believe that conventional organizational structure and strategy can drive organizational effectiveness. According to Warren (2016), leaders of enterprises that build trust throughout their organizations have realized that they can achieve desirable organizational workplace behaviors through the efficient management of their workforce (workers). Organizational citizenship behavior (OCB), colleague trust behavior, creative behavior, inventive behavior, employee buy-in behavior of organizational visions, missions, and strategic goals, and employee involvement behavior are examples of desirable organizational workplace behaviors. Although one could argue that these instances contribute to organizational performance, I disagree. Marr (2012), states that effective organizations also require behavioral intangible controls. Traditional organizational structure and strategy can create organizational effectiveness, but these strategies lack the flexibility and agility required to drive organizational performance effectively. To facilitate change, organizations require multiple, integrated systems, such as managerial approaches that promote employee innovation, adaptability, and accountability. Intangible behavioral controls for effectiveness include employees who work to attain objectives, an atmosphere that enables high performance, managerial support for employees to perform at high levels, employee satisfaction, and motivation.

In conclusion, Warren (2016) claimed that what works for one historical period may not be adequate for another, especially with the rise of globalization, which has posed challenges to the performance of organizations. Traditional metrics of OE highlighted closed, rational, top-down, hierarchical, bureaucratic, machine-age thought. These classic criteria are inadequate in light of new competitive variables, new technology, and social and environmental shifts. Changes in organizational structure necessitated interpersonal contacts between organizational members, notably between subordinate employees and various levels of management. Supervisors must motivate subordinates' productivity, which will ultimately contribute to organizational effectiveness (OE).

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