(Section 7: Leadership and Management, p. 243)
Having earlier steered a floundering company towards a successful path, Smith's work was uphill. He had to drastically change the organizational culture and structure while reducing conflict within the very talented set of employees and provide them with a collective direction. He was also expected to reduce the atmosphere of uncertainty prevailing in the organization and use the "countercultures" of the earlier two companies to foster innovation and creativity and thus get a competitive advantage for the new organization. (Section 2: Organizations & Culture, p. 64)
d. Organizational goals, vision, mission, objectives and values
Organizational mission defines the very reason for its existence. It basically refers to a general all-encompassing statement which normally is not meant for alteration every year or with an alteration in organizational structure -- i.e. organizational mission is a long-term commitment. The organizational mission at Foresight Technologies is to create innovative trend-setting software to fulfil the needs of the current and future businesses. An organizational mission gives rise to organizational goals which are more specific. (USD Casa. Setting Organizational Goals); (Rowitz, 2009, p. 102)
Organizational goals provide identity, prevent chaos and impart direction to an organization. These are fundamentally statements that explicitly express the things that an organization wants to accomplish. These are the end-results of all the activities that the organization undertakes in a particular period of time. Thus, goals may display alterations from time to time or at different periods and are therefore medium-term commitments. Such goals provide motivation to workers by conveying to them what the company wishes to achieve. (USD Casa. Setting Organizational Goals); (Rowitz, 2009, p. 102)
Appreciating and acknowledging successes and accomplishments of workers also depends on the achievement of these goals to large extent. For instance, Foresight has at different points of time simultaneously or separately identified its organizational goals as "Retaining the earlier pool of talented workers," "Utilizing new hardware technologies to produce more reliable and faster applications," "Recruiting talented, highly-motivated managers with a proven track record of turning around a company," "Creating a secure, fool-proof, highly-reliable and real-time software for the banking industry," "Providing 24x7 online customer support to all customers," "Immediate adoption of new technologies to provide expert advice for creation of new software," etc. (USD Casa. Setting Organizational Goals); (Rowitz, 2009, p. 102)
Organizational goals give rise to objectives which are more precise, clear-cut, unambiguous and detailed descriptions of the activities that must be undertaken to achieve the goals. These tasks are measurable entities. Objectives are usually deadline-oriented and are therefore, short-term. For instance, one of the current objectives at Foresight is to set up a small committee which will look into the sources of conflict which are obstructing the development of full human potential at Foresight and come up with an action plan to channel the creative talents of these employees so that employees' goals can be aligned with the organizational goals. (USD Casa. Setting Organizational Goals); (Rowitz, 2009, p. 102)
e. Organizational Culture at Foresight
It has been well established that organizational activities are vastly affected by organizational culture. However, there is an ongoing debate as to how much priority should be given to this concept in the organizational domain. It has also given rise to different ambiguous statements about what it exactly is. Some experts like Smircich in 1983 view culture as a product of the organization whereas others take the opposite end and view the organizational behaviour as a product of its culture. Some others like Peters and Waterman in 1982 feel that organizational culture is basically "rules of the game for getting along in the organization. One important thing that features in this aspect is the not just the issue of different organizational cultures within the same community but also cross-cultural issues involving different communities as well. (Section 2: Organizations & Culture, pp: 65-66)
Foresight Technologies like many other organizations in the U.S. has embraced employees from many communities including Europeans and Asians as well as handicapped people. Gender equality has also been one of the strong points at Foresight. However, adding to this complexity is the very formal and bureaucratic cultural legacy that the employees from the former Sight Technologies inherited. On the other hand, there is the too informal culture that the other employees were used to. Both the conditions needed a "reconciliation of cultural differences" as proposed by Fons Trompenaars and Peter Wooliams. (Trompenaars; Woolliams, 2003, p. 16)
This approach has recently influenced the approach towards organizational culture at Foresight....
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