Authority-responsibility relationships

Authority-responsibility relationshipsModern organizations argon incessantly trying to incorporate a humanistic flack in auberge to keep their employees happy. Organizational manner is greatly affected by changes that surpass inside the troupe. One that is seen as most important is that of the changes in organizational organises. The old way of doing things with bureaucratic models bugger off accustomed way to neo models using project and matrix designs. Every organization has objectives and goals that it strives to achieve. In nine to do so, the people in the organization essential scarper together. The activities of distri stillively of these individuals atomic number 18 broken down by authority-responsibility relationships. These relationships are often make on the basis of the job hierarchy (Organizational behavior and basics, n.d.).An organization is a group of individuals that are broken down into different levels of authority and segments base on specialty fo r the intention of achieving the goals and objectives that have been set by the organization. When objectives are established for these groups a process is used to identifying and group the work that is to be performed. Responsibility and authority roles are also defined and delegated plot of ground relationships are established for the purpose of enabling the people to work most in effect together (Organizational behavior and basics, n.d.).Administration of an effective organization determines the goals that the company as a whole strives towards. Organizations often evolve out of a need clear, well defined system or structure, that al paltrys people to execute their work responsibilities. This structure jockstraps employees to relate to each other, organize their activities, and achieve the goals or objectives that have been set by the organization. It helps to minimize confusion, maintain an ideal environment and maximizes lastingness (Organizational behavior and basics, n.d .).Hewlett-Packard is an example of a company that uses modern organizational behavior in smart set to emphasize productivity and good employee relations. In 2000, Hewlett-Packard was unmatched of five winners of the Ron Brown Award for Corporate Leadership. This company was founded in 1939 by Bill Hewlett and David Packard. Early on this company has a good ism that encouraged good employee relations. David Packard fashioned the concept of management by manner of walking around as a means to achieve a senior high school involvement and open work culture. HP has been both a leader in technology and in human resource management practices. As a leader in technology HP knowing and produced the frontmost handheld scientific calculator. As a management innovator HP introduced the radical notion of flexible work hours and removed time alfilaria as a way to show respect for and trust in its employees (Organizational Behavior in Changing Times, n.d.).HP is a $41-billion-a-year busine ss that consists of septet major product lines and three service lines. HP products admit computer science device desktops and workstations, mobile products, printing and digital imaging products, storage products, servers, ne 2rking products, and software. The services lines include e-services, personal services, and business services. HP has approximately 88,500 employees and was one of the start-off companies to hold telecommuting policies for its employees. The company has more than 540 sales and support offices and distributorships in great hundred countries world large-minded (Organizational Behavior in Changing Times, n.d.).The Santa Rosa Systems Division of Hewlett Packard (SRSD) was created in 1992 in order to target a spick-and-span systems integration opportunity in the ever growing communication business sector. In 1994 SRSD confront many challenges that threatened its success as well as that of its leading group. Those in the organization saw the fol starting things as major issues in that location were twain competing strategies that were threatening to divide the organizationThere were problems between two functions that were competing for common engineering resources. This problem was caused by a functional structure that had very poorly designed cross-functional business teamsThe cross-functional teams that were not effectively light-emitting diode or managed and did not produce any needed coordinationThere was a top team that was not effective.There was a general conductor who was not confronting and resolving key strategic and organizational issues.There was low trust throughout the organization that prevented organizational problems from being discussed and managed.There was underperformance in the rate of growth and profitability as well as low morale and turn over of key technical people (Beer, 2002).In order to help address these issues HP used a technique bonk as Organizational Fitness indite (OFP). This process enabled th e leadership team to bring these problems to the surface and make changes that allowed the business unit to capitalize on many market opportunities. The leadership team and many of the key managers in theSanta Rosadivision had grown up in Hewlett Packards traditional business environment. Fitness Profiling enabled the leadership team to have an honest organizational conversation closely the behaviors that were silent killers and diagnose the root causes (Beer, 2002).HP is a technology company that operates in more than 170 countries worldwide. They explore how technology and services peck help people and companies address their problems and challenges while pursing their own possibilities, aspirations and dreams. They apply new thinking and ideas to create more simple, valuable and trusted experiences with technology. They are unceasingly improving the way that their customers live and work (Hewlett-Packard, 2009).Not many other companies offer as complete a technology product por tfolio as HP does. They provide infrastructure and business offerings that range from handheld devices to almost of the worlds most roleful supercomputers. They offer consumers a wide range of products and services from digital photography to digital entertainment and from figuring to home printing. This comprehensive portfolio helps them match the right products, services and solutions to their customers specific necessitate (Hewlett-Packard, 2009).Hewlett Packards motto for their employees consists of Stretch. Strive. Succeed. This is a standard that they demand not only from themselves but from their employees as well. When a person goes to work at HP, they are given every opportunity to stretch their talents, strive for new solutions and succeed beyond what they thought was possible. And when the employee does this they are recognized and rewarded as they grow with the company (Hewlett-Packard, 2009).This approach is what has made HP the worlds leading information Technology Company and keeps them paltry in new and interesting directions. This is how they have been able to provide ideas that help people around the world connect, create and accomplish amazing things. Its wherefore their people are experts in so many areas including marketing, finance, HR, sales, IT infrastructure, personal computing and access devices, business technology solutions, global services, and imaging and printing for consumers, enterprises, and subtile and medium businesses. They believe that when you bring great minds together in over 170 countries, each person has a hand in unprompted the innovations that make the world a better place (Hewlett-Packard, 2009).The Sociotechnical system (STS) plan process that was used by HP in order to biography the process as it actually occurs includes documenting how changes in managers and employees beliefs and behaviors as they are produced. STS redesign is not a new management trend but was first detailed by Eric Trist and his ass ociates of the Tavistock Institute in 1963. Central to STS redesign are two principles. The first is that work is comprised of both social and technical components, while the second is that organizations are open systems. The second concept is composed of two important concepts. Organizations are open meaning that they are constantly interacting and negotiating with their environment. save as significant is the character of their system. Real change occurs only with fear to all aspects of the organization. In order to implement STS redesign, top management moldiness sponsor and demonstrate commitment to the change and the redesign team must be composed of employees from all levels of the organization. This is a change process designed by the workers whose work is being redesigned. Guiding principles include employee involvement, the reallocation of power and authority down the hierarchical ladder, open communications, and system wide transformation. Structurally, the guide is an organization composed of self-managing teams (Besser, 1999).