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Georgia State University Rate of Development Discussion Response

Georgia State University Rate of Development Discussion Response

Georgia State University Rate of Development Discussion Response


2 discussion responses, 250 word each, and one reference each discussion

one: While I’m not part of the hiring process at my organization, I have noticed the patterns of their hiring process. For the past few years my organization, Ford Credit Company, has been hiring groups of recent college graduates to be part of either the Ford Credit Leadership Development Program or The Ford College Graduate Program. These programs target recent graduates from all over the country to participate in developing their leadership skills. My organization believes that if our staff comes from different backgrounds with different experiences this can create a workplace with diverse ideas and beliefs. Though working with different generations in a workplace can cause tension, Nelson and Quick (2018) stated that direct experience with older workers reduces younger workers’ negative beliefs (p.25). This is important for my organization to keep up the morale and assist the younger employees to continue to better the company. I am not aware of if my organization takes personalities or motivations into factor when hiring.

With my organization, I believe they are always striving to evolve and develop a better experience for the customers and a better working environment for the employees. Recently the company went through an organizational change that lower the amount of management tiers to make it easier for employees to communicate to high management instead of going through many different avenues. Additionally, my company participates in job rotation. Job rotation is defined as in which workers are exposed to a variety of specialized jobs over time (Nelson & Quick, 2018, p.240). Those leadership programs I mentioned before are based on job rotation. In order to become a successful leader in the organization, the participants in the programs are rotated throughout multiple departments to grasp the overall concept of the company. I believe this type of job rotation is beneficial for the company by increasing the engagement of individuals. Being constantly exposed to different areas can stimulate the mind to not cause any boredom or other factors that can cause a decrease in engagement.

The basic design dimensions are listed as formalization, centralization, specialization, standardization, complexity, and hierarchy of authority (Nelson & Quick, 2018, p.258). My organization is mainly categorized by formalization, a mix of centralization and decentralization, specialization and complexity. Throughout all the different departments, procedures and regulations are to be critically followed. This follows into the complexity, due to the variety of roles/positions that are present in the company. The department I work in is heavily based on specialization, there are ten individuals that are considered “specialists” on the position for they are highly knowledgeable about the information. Throughout my time with the company, there haven’t been many changes based on the basic design dimensions, other than reducing the management tiers to allow for clear concise communication between management and their employees.

Nelson, D. L., & Quick, J. C. (2018). ORGB6: organizational behavior. Boston, MA: Cengage Learning.

two: My organization does consider individual factors that might influence success. The organization looks for people who hold the same values as the company. They asked situational questions to gain understanding of applicant’s values. “Like general beliefs about right and wrong, values form the basis for ethical behavior” Nelson, pg.66, 2019). Therefore, having strong values and ethics along with great work performance can lead to success in the organization. Then, cognitive moral development is important as well to the organization. The ability to continue to grow and learn throughout stages in life. “Individuals at higher stages of development are less likely to cheat, more likely to engage in whistle-blowing, and more likely to make ethical business decisions” (Nelson, pg.69, 2019). Furthermore, to see the potential high level of cognitive moral development in a person can lead to success within the organization.

In my organization we created a new team which consisted of Facilities Coordinators. Before that team was establish all Facilities Coordinators conducted similar task for their team. Therefore, they broke it down where instead of everyone doing similar task, they assigned everyone one specific task. Furthermore, we became experts at doing a specific task, and worked with a multitude of teams instead of just one. This was helpful to the organization because it created specialist for certain task instead of everyone trying to learn a variety of task. Therefore, eliminating a lot of the stress that was placed on Facilities Coordinators handling so many tasks. “Meaningfulness, safety, and availability were three important psychological conditions that affected employees’ engagement in their jobs and work roles” (Nelson, pg.243, 2019). The converging of all Facilities Coordinators into one team and creating core job dimension was beneficial to the organization.

The basic design dimensions are formalization, centralization, specialization, standardization, complexity, and hierarchy of authority. There have been some changes in the organization when it comes to cost/ effectiveness. The organization use to have building engineers required to have specialize trades. Then, to save money they limit the number of engineers per building and instead of requiring everyone to have specialized trades they hired helpers for the engineers. Therefore, spending less money on an assistant with no specialized skills. Saving the company money in the process of making this change. The goal is to establish a desired level of each structural dimension on a high-to-low continuum and then develop a structure that meets the desired configuration (Nelson, 2019).

Nelson, D. L., & Quick, J. C. (2019). ORGB6: Organizational Behavior. Boston, MA: Cengage Learning


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