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Assignment Title The Report
Table Of Contents
A. Introduction (15 marks)
a. Executive summary of the report (5 marks)b. Company A (5
marks)
i. Background of each company
ii. History and development, key milestones
iii. Overview of their markets, products, services
iv. Major recent events, issues
c. Company B (5 marks)
i. Background of each company
ii. History and development, key milestones
iii. Overview of their markets, products, services
iv. Major recent events, issues
B. Organisational Behaviour Analysis (40 marks)
[Your report should include a critical OB analysis of the
following]:
a. Company A (20 marks)
i. Organisational culture, power and power sharing, internal
politics
ii. Personality & values of key leaders
iii. Structure and OB
iv. Leadership and management of style and processes
v. Communication processes
vi. Change agents and management of change
vii. Decision making processes
viii. The importance of being a learning organisation
ix. Conflict and negotiation processes
b. Company B (20 marks)
i. Organisational culture, power and power sharing, internal
politics
ii. Personality & values of key leaders
iii. Structure and OB
iv. Leadership and management of style and processes
v. Communication processes
vi. Change agents and management of changevii. Decision making
processes
viii. The importance of being a learning organisation
ix. Conflict and negotiation processes
C. Compare and contrast the styles and processes, as above, of
the two organisations. (20 marks)
D. Conclusion and recommendations for improvement (20 marks)
a. Company A (10 marks)
b. Company B (10 marks)
E. Reference academic material. Use strong practical examples
from the companies analysed (5
marks)
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Open Door
A program through which an employee can question or put forward
a complaint about matters
of corporate policy, such as benefits, hiring, seniority,
vacation, etc. An employee submits the
complaint or question on an Open Door form, which is routed by
Employee Relations to the
management person best able to respond to the issue. The person
receiving the Open Door
enquiry must respond within fourteen calendar days.
Leadership Evaluation and Awareness Process (LEAP)
A process implemented to improve leadership effectiveness and
retention within FedEx. LEAPis compulsory for any employee who
wants to progress to management level positions withinthe company.
The purpose of LEAP is to evaluate a candidate's leadership
potential andensure that the individual carefully considers his or
her interest in and aptitude for leadership.
A candidate must complete the following process to become
LEAP-endorsed:
"Is Management for Me?": a one-day class that familiarizes
candidates with managerialresponsibilities.
Employee's Leadership Profile: the employee documents successful
demonstration of thenine leadership dimensions required to
successfully complete the LEAP process.
Manager's Focused Recommendation: the written report from the
employee's managersupporting or opposing the candidate's leadership
capabilities. It is usually preparedafter a three- to six-month
period during which the manager coaches and evaluates
theemployee.
Peer Assessment: an evaluation of the candidate, completed by
three to ten of thecandidate's co-workers selected by his or her
manager. Peers provide their opinion asto the managerial abilities
of the candidate.
LEAP Panel Evaluation: an interview process conducted by a group
of mid-level management
trained in LEAP assessment. LEAP candidates present written and
oral arguments to the
panel supporting specific leadership scenarios. In making their
decision, the panel considers
the Peer Assessment, Manager's Focused Recommendation and the
Employee's Leadership
Profile. If a candidate is endorsed, they are eligible to apply
for management positions, if notendorsed, an employee must wait six
months before trying again.
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To provide the level of service and quality necessary to become,
and to remain, the leader inthe air express cargo transportation
industry, Federal Express has developed a uniquerelationship with
its employees, based on a people-first corporate philosophy.
Founder and CEO Frederick Smith determined to make employees an
integral part of thedecision-making process, due to his belief that
"when people are placed first they will providethe highest possible
service, and profits will follow". Resulting from this principle is
the FedExcorporate philosophy: People-Service-Profit. These three
corporate goals form the basis for allbusiness decisions.
The people priority acknowledges the importance of employee
satisfaction and empowermentto create an environment where
employees feel secure enough to take risks and becomeinnovative in
pursuing quality, service and customer satisfaction.Service refers
to the consistent and clearly stated service quality goal of 100%
customer
satisfaction, 100% of the time.A corporate profitshould result,
if the people and service goals have been met.There are many
processes in place at Federal Express to ensure that P-S-P becomes
a wayof life for all employees. The following highlight of FedEx
programs indicates the strength ofthe company's commitment to the
people-first philosophy. An annual employee satisfaction survey,
which rates management's performance and forms
a basis for improvement (Survey-Feedback-Action) A policy of
promotion from within An on-line computer job posting system for
hourly employees (Job Change Applicant
Tracking System) An employee recognition and reward program A
leadership evaluation process, which must be completed in order to
progress to
management level (Leadership Evaluation and Awareness Process)
Regular employee communication through both print and broadcast
programming Pay for performance based on management-by-objective
and project-by-objective goal-
setting processes A process for dealing with employee questions
or complaints regarding corporate policy
(Open Door program)An employee appeal process for having an
issue or complaint heard (Guaranteed Fair
Treatment Procedure)
