Your task is to analyze a real-life organization. You will need to obtain information
Your task is to analyze a real-life organization. You will need to obtain information about the organization’s goals (e.g., its mission statement, vision statement, value statements, etc.), compare the “intended organization” to the “actual organization”, and offer suggestions as to how the managers can close the gap between the intended and actual organization.
Your analysis should have three sections.
Discuss the “intended organization” (i.e., the organization that the managers are hoping for). Documents such as the mission statement, vision statement, and value statements can offer insight into the intended organization. This section should be one page in length (a couple of lines over or under one page is acceptable).
Discuss the “actual organization” (i.e., what the organization is actually like) and compare it to the intended organization. How is it similar? How is it different? This section should be one page in length (a couple of lines over or under one page is acceptable).
Use course material (theories, concepts, etc.) to offer suggestions as to how managers might close the gap between the intended and actual organization. This section should be two pages in length (a couple of lines over or under two pages is acceptable).
Specific Guidelines
Visit and learn about an actual organization. You will need to ask permission to obtain a copy of documents such as the mission, vision, and/or value statements and to set up appointments to interview people. You should interview at least a couple of people (perhaps one manager and one non-managerial employee). Not every organization may be willing to participate or to share sensitive documents, so choose your organization carefully and be polite and understanding if the organization says “no”. You should interview people separately so that their opinions are not influenced by others. Your objective in these interviews is to learn about the actual organization (what it is really like, what the actual values of people who work there are, etc.) and how well the actual organization corresponds to the intended organization.
Ask questions that pertain to how well the company is pursuing its goals. For instance, you should ask interviewees whether they know what the organization’s mission is. If the organization’s mission involves “excellent customer service”, you might ask about the actual level of customer service in the organization – is it actually excellent, or is it less than excellent? Be aware that employees (especially managers) often desire to appear competent, so they may try to give the impression that they wholly and perfectly pursue the organization’s stated goals. However, this is unlikely. There are always “gaps” where the actual organization does not match the intended organization. Be subtle in your questioning. Try not to put words into the interviewee’s mouth. Instead, try to get the interviewees to be frank, candid, and honest about what the organization is really like.
Now that you have learned about the degree to which the intended organization matches the actual organization, your final task is to consider how the organization might be improved so that the actual organization more closely matches the intended organization. In other words, you need to think about how the managers of this organization might “close the gaps” using concepts and theory from the third module of “Group Skills”. In this module, we have covered a great deal of material that can be useful in leading positive change such that an organization does a better job of pursuing its stated goals.
For instance, a leader might empower workers, work to build high-performing teams, and even pursue better ethics in the workplace. These are only examples. I am expecting you to show me that you have read, understood, and are able to appeal to the variety of concepts and theories covered in this module. To summarize, this third part of the paper involves using and citing theories and concepts from this third module (the more the better) to offer suggestions as to how the organization’s managers might go about changing the organization to correspond more closely with the organization’s stated goals.
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