Assignment No: Two

Topic: Major Challenges Of

Organization
Name:
Khawar Hafeez
Class:
EMBA
Semester:
First
Roll No:
10
Section:
A

Submitted To;

Dr.Khawaja Amjad saeed

Hailey College of Banking & Finance

MAJOR CHALLENGES OF ORGANIZATIONAL
MANAGEMENT

There are a number of differences between FMC's Aberdeen and Green

River, the two facilities of discussion. One may assume, therefore, that
managerial styles, business practices, and other aspects of business and the
employees involved, would be very different from one another. On the other
hand, it is quite possible to use very similar styles of doing business and
managing a company, despite differences in the company, as a good style of
managing, and good practices would assist any business in succeeding.
Management, employees and productivity being the main focus's at hand,
one may first want to review these differences between the two facilities. To
begin with, the facility in Aberdeen employs 100 people, while the Green
River plant maintains 1150, and while Green River produces over 100
goods, and distributes world wide, the Aberdeen plant has only one product,
and one customer. The two plants were very different in age and industry as
well, with Green River as an older company in the chemical industry, and
Aberdeen, a five year old "start up" company in the defense industry.

Considering that the Green River facility has been in operation as long as it
has, major changes to the company's methods of operation may prove to be
difficult initially. The large number of employees may provide a need for
some small changes in comparison to the way that the Aberdeen facility is
able to manage successfully. The general idea of changing the values of
"managing" employees, to incorporate the employees opinions, thoughts,
feelings, to make the employee feel more a part of, and personally
responsible for, the work produced, is an excellent idea, and despite the
differences in the facilities, it should be something of an improvement for
this, and any, company. This general idea starts the more involved process of
improving an employee's satisfaction with all of their job facets...
This data take from www.gqr.com
Process management

The study finds that improving customers' satisfaction with service is

a rapidly rising corporate priority and companies are increasing
investment in tracking customer satisfaction and what drives it. While
the majority of companies are beginning to understand aggregate-
level trends in customer satisfaction, only a few companies are able
to systematically identify how to change service delivery processes
for the better--yet this is what all of the interviewed companies most
want to do.

Communication management
Every department are being try to better communication skill from
different ways .They think that if you are not a good communicate
person then you are not progress in your life. But this problem create
in our government schools because in these schools not to train the
student for future but this department bound the students mind, the
students not to improve in yourself better qualities. I think if the
government tries to do better faculty in these institutions. Then we
can solve this problem easily.

It is data adopt in that website www.brainmass.com

• Organizational Behavior - Only common sense? -

Please help with the following questions. 1) Why do you
think the subject of Organizational Behavior might be
criticized as being "only common sense," whereas one
would rarely hear such a criticism ...
• Organizational behavior - Can you tell me what
management of ability and organization ethic means
and give an example, please?
• What are the specific functions of particular gross
brain regions and how do they work to detect
sensory information from the environment in
order to direct behavior appropriately? - How does
 each specific region of the region of the brain respond
to a particular sensory event in the environment? How
are the lobes of the brain involved in detecting and
interpreting this information ...
• A behavior that will unfold unless major
disruptions are present, such as reflexes being
replaced by intentional behavior, is evidenced of:
- A behavior that will unfold unless major disruptions
are present, such as reflexes being replaced by
intentional behavior, is evidenced of: a) Sensitive
Periods b) Critical Periods c) canalization ...
• Organizational Behavior is examined. - These areas
are discussed: 1) Choose an organization and study its
leadership at the top level. Can you relate the
leadership style with organizational performance? 2)
Describe power, politics ...

In the context of a market characterized by the enduring legacy of

socialism through governmental ownership of retail businesses, the
continued presence of domestic retailers, and increasing levels of
competition, this article examines the organizational challenges faced
by, and the strategic responses adopted by, a group of leading food
and general merchandise retail transnational corporations (TNCs) in
developing networks of stores in the post-WTO-entry Chinese
market. On the basis of extensive interview-based fieldwork
conducted in China from 2006 to 2008, the article details the attempts
of these retail TNCs to embed their operations in Chinese logistics
and supply networks, real estate markets, and consumer cultures—
three dimensions that are fundamental to the achievement of market
competitiveness by the retail TNCs. The article illustrates how this
process of territorial embedded ness presents major challenges for
the retail TNCs and how their strategic responses vary substantially,
indicating different routes to the achievement of organizational
legitimacy in China. The article concludes by offering an analysis of
the various strategic responses of the retail TNCs and by suggesting
some future research propositions on the globalization of the retail
industry.
EMERGENT THEMES
Some fundamental concerns were commonly identified in
the studies, which surveyed nonprofit executive directors
and board members. Five major themes clearly emerged
from the various reports' inventories of issues. These
suggest areas of the most pressing needs as indicated by
nonprofit leaders:

1. Board Development - Building an active and

strategically oriented board of directors was the most
frequent concern. Specific issues identified were:

· Recruiting high-impact board members

· Cultivating a dynamic and effective culture among board

members

· Fostering a strategic orientation for boards

2. Marketing/Fundraising - Developing effective

marketing programs to recruit and retain donors was also a
high priority. In particular, respondents were concerned
about:

· Applying marketing/communications techniques to donor

contact activities

· Expanding their current donor base

· Increasing donations from current donors as well as

enhancing donor loyalty and retention
3. Information Management – Utilizing effective
information management for measuring and evaluating
operations and programs was also very important.

· Establishing a clear set of quality benchmarks for assessing

services

· Using IT to reduce costs and create value

· Evaluating programs/services against key performance

measures

· Establishing a better model for measuring and reporting

outcomes

· Measuring the real benefit of development and marketing

investments

· Devising a consistent approach for measuring

organizational performance and impact

4. Human Resources – Attracting, developing and

retaining productive staff and volunteers was a critical
concern:

· Attracting and retaining skilled staff

· Attracting skilled, motivated volunteers

· Developing a leadership transition and succession plan

· Improving workforce performance

· Providing ongoing training and skill building

5. Collaboration - Pursuing c
Instructive alliances, partnerships, and mergers were also a
significant issue.

· Developing collaborative partnerships with public sector

agencies, including government

· Forging collaborative partnerships with the private sector

· Pursuing mergers with overlapping services/agencies

Extrapolating from these topics, a sixth theme is implied as

a supplementary concern:

6. Business Proficiency - the need to embrace the

business skills and processes essential to effectively
addressing the needs identified in these five major themes.

EXTERNAL INFLUENCES
Several changes in the operating environment of the
nonprofit sector are impacting leaders' perceptions of the
issues facing them.

Funding Challenges - Many nonprofit organizations are simultaneously

facing a rapidly changing funding environment and a steadily rising need for
services from the communities they serve. Reduced or tightly focused
government funding is placing great pressure on the sector, which has also
experienced a proliferation of new nonprofits during the past decade, thus
increasing the competition for a smaller pool of funds. Countless nonprofit
organizations are feeling the impact of federal reductions to their core
funding streams at the same time foundation endowments

And giving are down and many state and municipal

governments are experiencing deficits that are reflected in
reductions in spending on social programs.

Accountability Pressures – As a result of a few high

profile cases, nonprofits are facing powerful accountability
pressures to provide measurable proof that the services they
provide have an impact on the communities and populations
they target. Founders and the public want to know in detail
if the funded organization is effective in doing what it sets
out to do and if it is also efficient at what it does. While
gaining and keeping the pubic trust is absolutely essential,
calls for accountability can lead nonprofits to spend more
time searching for financial support and accounting for
funded task performance in order to continue receiving
funding from the source. This can cause nonprofits to be
more business-like but may also draw attention from
responding in innovative or distinctive ways to community
and/or client needs.

Collaboration Fascination – Government and foundation

founders are increasingly requiring the use of
interorganizational relationships such as collaboration,
partnerships, and alliances as an element of funded projects.
However, while there is a growing body of knowledge about
the factors that support effective negotiation and integration
of strategic partnerships, much less is known about the
actual outcomes nonprofits experience and how these
compare to expected outcomes. Many nonprofits expend
large amounts of organizational energy for questionable
returns while pursuing interorganizational relationships.
Nonprofits often encounter major barriers to collaboration,
such as autonomy issues and "turfism," conflicting
organizational cultures, and trust-building among
organizations.

ADAPTIVE REPERCUSSIONS
Responding to these difficult
circumstances necessitates adaptations that involve more
than merely developing additional financial support.

Leadership Challenges - The health of the nonprofit sector depends on the

quality of its executive leadership. Agency leadership, including board
members, must be able to raise fundamental questions related to strategy,
mission, and accountability, as well as the roles that their organizations play
within their communities. For many nonprofits, being responsive to changes
in the environment means a heighten need to:

· Determine the most effective way to serve a client population that may be
growing or changing;

· Develop strategies and processes to access and manage

new funding streams;

· Decide where and how to make budget cuts;

· Develop technology to capture information for reporting

and billing;

· Manage cash flow challenges;

· Consider new partnerships, explore possible collaborations,

and consider mergers or acquisitions.

Given the challenging changes in the typical nonprofit's task

environment, effective board leadership becomes
particularly crucial. The issues facing the nonprofit sector
underscore the need for responsive, skilled and effective
board leadership in maintaining and improving the quality of
organizational performance. It is appropriate that nonprofit
boards take a leadership role in assisting agency
management on critical issues such as mission definition and
strategic planning, legal compliance and conflicts of interest,
oversight of agency financial management, resource
development, establishing interorganizational collaborations,
cultivating community relationships, and opportunities for
capacity-building training.
Management Challenges - Nonprofit managers are
challenged to perform multiple functions and roles as they
guide their organizations through today's complex
environment. They must be highly skilled not only in the
technical aspects of their organizations' mission, but also in
management areas such as finance, human resources,
information technology, program evaluation, resource
development, and many other management responsibilities.
Also, an organization’s human resources represent the
collective capabilities and experiences of its people.
Unfortunately, nonprofit organizations are often challenged
when it comes to managing staff talent actively. Attracting
and retaining skilled staff as well as heightened
accountability and competition create a need to develop the
specialized business skills and processes that are required of
for-profit organizations. Consequently, like their
counterparts in the business world, nonprofit managers need
to continuously seek out and utilize the latest methods and
techniques of organizational management and leadership.

IMPLICATIONS FOR SUCCESS

Restating the six identified
needs as positive attributes indicates that resilient nonprofits
will have:

1. A strong governance structure and visionary board

members with the right skills and access to resources.

2. Sufficient and flexible funding.

3. A defined set of best practices in service and

management functions and an effective way to measure
performance against these benchmarks.

4. A skilled workforce operating in a culture that facilitates

opportunities for innovation and growth.
5. Effective community relationships that include
collaborative partnerships with other providers, founders and
other organizations and systems.

6. Management capacity to support services, including

accounting, human resources, technology and
marketing/development functions.

A SEVEN-STEP PRESCRIPTION
Seen from this perspective, there are seven actions that
nonprofits can take to achieve these characteristics and
address the challenges they face:

1. Undertake an organizational assessment and create a

strategic plan to address any capacity deficits.

2. Engage board members to ensure quality governance

structures, practices and oversight.

3. Embrace and adopt sound marketing and communications

strategies.

4. Build business skill sets and integrate basic business

practices and tools.

5. Identify and implement appropriate metrics and make

better use of technology to enable evaluation of the success
and impact of delivery of services and programs as well as
internal operations.

6. Institute progressive human resource practices focusing

on skills and team building.

7. Explore and adopt new collaborative business models with

complementary organizations.