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The point of view to consider is that of the Executive Board (BE) being the overall steering and top level decision making body of Mandela Services, Inc (MS’). In addition, BE also decides on the proposed future plans and programs of the company. II. Synopsis The Mandela Services, Inc. Was established In the late ASSES and Its major resources were provided by the SEAN through the Government of the Philippines.

It was an state university in Central Luzon, Philippines. The company has a main objective that is to provide support in the Philippines and the Region through agricultural research, development programs, technical assistance, capacity building and strengthening and education promotion. The company was being headed by an Executive Director (DEED) and Assistant Directors (AD) on a three-year term basis and will be appointed by its guiding Executive Board (BE) formed under the SEAN Secretariat office with representatives coming from each ten (10) SEAN member countries.

The first 30 years of operations, Mandela Services can be stated as thriving and prosperous with ewe unfortunate events that all depends on the performance and leadership of its Executive Director and two Assistant Directors, as well as the performances of its department managers for technical and administrative functions. During the year sass’s the company reached its “golden years” status and managing a total of 125 personnel composing and distributed in different departments and administrative units.

However, late sass’s to early sass’s, the “golden years” was being shaken due to the threats brought about by the impending world’s economic crisis that directly effect the organizational performance of the different companies in the country. The newly appointed DEED was about to end his first three-year term. The DAD and ADAPT now acted as officer-in-charge in order to prepare the company for the worst scenario of economic crisis, they conduct an overall management assessment that might result to re-organization. Come 2003, with the newly appointed EDIE, the Mandela Services, Inc. As forced to implement the organizational change. All the staff was forced to resign their positions and re-apply for any available positions. New staffs were welcomed to apply, hence, with the old staff to fast track the filling up of available positions. Almost all the key positions (department managers and unit heads) were new recruits without even undergoing character investigation. The company started a new set of policy manuals and procedures, with less and discouraged personnel, and key head positions where in majority are new hires.

Some personnel were filled with regular positions as proposed in the rationalization strategy and the remaining positions were filled up on a contracted basis. The reorganization resulted to more demutualization effects. The primary directives of EDIE are to implement the reorganization process implementing the recommendations made during the overall management assessment. However, DAD is an exceptional story. He had been with the company for 20 years and started as a junior researcher and upon completing his doctorate degree he headed the R department.

He has a potential for good leadership that can recover this chaotic organization back to its previous state. It was during the Mandela’s transforming years” when DAD reached the assistant directorship position. This sheds a light of hope to several senior staff. But instead of fighting the change, DAD also becomes an instrumental to change and remained silent to the chaos that was happening in front of his face. In that way, the supposed to be a more efficient organization was now a “controlled” chaotic organization.

Under the new leadership, DAD is now EDI 1, because of the flaw in the selection process of the SEAN board. A new culture for productivity and efficiency are manifested in the company. A. Mandela Services, Inc An international non-stock non-profit organization based and hosted by a prestigious agricultural state university in Central Luzon, Philippines. The company was formed wrought the SEAN, has a main objective that is to provide support in the Philippines and the Region through agricultural research, development programs, technical assistance, capacity building and strengthening and education promotion.

It was established in the late sass’s and its major resources were provided by the SEAN through the Government of the Philippines. The company was being headed by an Executive Director (DEED) and Assistant Directors (AD) on a three-year term basis and will be appointed by its guiding Executive Board (BE) formed under the SEAN Secretariat office with representatives coming from ACH ten (10) SEAN member countries. The company developed quite a number of highly capable managers and directors whose performances are noteworthy that can be associated on the success of the B.

The “Golden Years” The company’s leadership, from appointed EDI to DEED, was excellent in terms of overall administration of the activities of the Mandela Services, Inc. Building proper rapport and experience inside the company as well as the company’s network in the SEAN region. These years also brought about increase identity of the Mandela Services making it well known in the Philippines and the neighboring SEAN Mounties. Increasing challenges to different unit managers and sections chiefs that transformed yearly targets into outputs met.

This can also be attributed also to proper leadership among units and departments, highly capable technical and administrative staff, conducive working environment among personnel, admirable staff development support, excellent performance evaluation system put in place, and provision of demodulating activities among staff to augment productivity and good performances. Staffs were also rewarded with excellent benefit package based on annual performance and productivity.

HAIR also encourages work productivity and efficiency, by promoting the company’s core values of responsibility, honesty, care and teamwork. The staff are also categorized into appointments, I. E. Contracted-based (for administrative positions – 10%), project-based (similar to regular-based except The “Golden Years” are really people-focus oriented. As what Deed’s principle in running any organization – “People are the most important investment any organization should consider”.

C. The “Transforming years” Mandela Services was being shaken due to the threats brought about by the impending world’s economic crisis that directly affect the organizational performance of the different companies in the country. The DAD and ADAPT now acted as Mandela’s officer-in-charge and in order to prepare the company for the worst scenario of economic crisis, they approved the conduct of an overall management assessment that might result to re-organization.

Trimming down the organization was deemed necessary to survive the impending threats mentioned above. Almost all of the staff and personnel were felt saddened and threatened by this situation increasing the feeling of uncertainties of what might come. The management of Mandela Services, on the other hand, had also conducted training and capacity building activities to minimize demutualization among staff, such as conducting entrepreneurship seminars, basic bookkeeping seminars, and financial and investment opportunities.

D. The “Changing years” New staff was welcomed to apply, at the same time, with the old staff to fast track the filling up of available positions. Almost all the key positions (department managers and unit heads) were new recruits without even undergoing character investigation. The Mandela Services, Inc. Darted a new set of policy manuals and procedures, with less and discouraged personnel, and key head positions where in majority are new hires. Strengths Mandela Services, Inc. As been in the business for more than 40 years Identity of the company is well known in the Philippines and to the neighboring SEAN Countries Staff complement of 125 personnel occupying rank and file and managerial positions Weaknesses misconduct and abuse of authority by some top management officer Chaotic organization resulted to employees conflict Confusion of employees as to who between the department or units head would be approached and report to No coordination the within the organization Opportunities May collaborate with other SEAN member counties for business development programs May conduct an effective trainings and seminar for other institutions Can easily adapt the effective international policies and regulation for its employees Threats Competent employees might be employ to other SEAN funding institutions Funding source of the company might be reduce due to deteriorating company image Presence of Competitors ‘V. Problem Analysis The supposed to be a more efficient organization was now a “controlled” chaotic organization under the new leadership of the Executive Director 1 1 . Instead of fighting for the change, he also becomes an instrumental to change and remained silent to the chaos that was happening in front of his face. The formations of factions create divisiveness among employees which resulted to argument against human resources unit. V.

Problem Flow Chart What strategy should the Executive Board (BE) adapt in order to resolve the chaotic situation in the organization? VI’. Evaluation of Alternatives 1 . The company will conduct annual demodulating activities such as company outing, portliest and interdepartmental competitions. Pros: It will create a camaraderie among employees within the organization It is easy to implement and appreciate It will add motivations to the employee and boost morale Enhance unity and teamwork within departments and units Cons: Outside activities is quite costly and laborious The effect could not be long-term 2. The Executive Board will review and revise the organizational structure of the organization.

Pros: Conflict and biases will be eliminated Dual reporting relationship and divided responsibilities problem will be eliminated It will create a bigger problem on the part of employees It may longer time to implement the re-structuring of the organization Would entail additional cost Demotion and separation might feel among the existing personnel 3. The Executive Board will evaluate the performance of the current Executive Director of the company. Pros: The Executive Director will conscious in all his decisions in terms of personnel and business related transactions He will be motivated to perform well Strict supervision and implementation of the company rules and regulations Cons: He might feel demoralized Might exhibit rebellious act with his personnel VIII.

Decision/Recommendation Decision Criteria Below are the following criteria used when it comes to the selection of the alternative that will best solve the current problem of the said company: Ease of Implementation. It is included since proposals should be easy to implement so the of time will be considered. The criterion weighs 20% and the higher the rating, the better. Employee acceptance. It is important on how employees will perceive and accept whatever decision the management will take. Since the employees can predict whether the decision of the management is beneficial for them or not. Without their cooperation, no development will happen. The criterion weighs 15% and the higher the rating, the better. Ability to address the problem.

It is capability of an alternative to solve the identified problems. The higher the capability of the given alternative, the higher the point. The criterion weighs 30% and the higher the rating, the better. Risk. It is the chance that actual outcomes may differ from the expected. The higher risk, the less acceptable will be alternative. But since risk can’t be eliminated but can only be manage, it is ideal to select a lesser risk alternative compared to higher one. The criterion weighs 15% and the higher the rating, the better. Productivity. Since Mandela Services, Inc. Is an international non-stock non-profit organization that needs competent staff to its services quality.

The more the employee is satisfied with his/her work, the more productive he becomes. This criterion weighs 20% and the higher the rating, the better. Decision Matrix Criteria Weight Annual demodulating activities BE will review and revise organizational structure BE will evaluate the performance of DEED Ease of Implementation 5 10 Employees Acceptance 13 Ability to address the problem 25 20 Risk 12 Productivity 17 TOTAL RATING 82% 78% Recommendation Based on the weighted average method conducted above, it was decided to choose the alternative 1 which is the company will conduct annual demodulating activities such as company outing, sportiest and interdepartmental competitions. ‘X.

Implementation To implement the alternative 1, members Executive Board will conduct meetings to discuss initially the plan of implementing the annual demodulating activities of the company. Through this the BE will set schedules and deadlines for the implementation of the said activities. This will also require an dados committee for each identified activities. The BE will also allocate funds and resources to facilitate its execution. The head of each department are the one responsible for the information dissemination of the said activities to their respective department/units. Through this it will encourage the participation of the employees.

There will have an evaluation and assessment after every executed activity. X. Contingency If alternative 1 does not turn out well, then the company will push thru with alternative 3. This alternative states that The Executive Board will evaluate the performance of the current Executive Director of the company. X’. HOBO concepts Blake and Mouton’s Managerial Grid. This is a tool in identifying a manager’s own style of leadership. EDI 1 is more off 5, 5 management type wherein he tried to set a balance on performance and concern for people. Fiddler’s Contingency Model. It states that the most appropriate type of leadership is depending on the situation in the work place.

EDI 1 is always on the safe side when it comes to decision. Path-Goal Model of Leadership. It states that leaders should use structure, rewards and support to facilitate a work environment that helps to attain the company’s goal and objective. In the case, EDIE exhibited this type of leadership which the leader provide task support by organizing the working environment in such a way that the workers will be motivated to work and increase productivity. Interpersonal Behavior. One of the concepts observed in the case is the said behavior of each employee which leads to the occurrence of Conflict. Presence of group dynamics and factions was expressed during the leadership of EDI 1 .