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Reflective Paper EssayIntroduction Organization in the commercial enterprise and industrial setting is like a very interesting organism worthy of effort and time for meditate. The behavior of people and the environments with which they ar in regular interaction is a ceaseless source for curiosity and fascinating search. This is so especially during this particular century when technology sparks the many changes that take place. This geneproportionn is in the epoch of organisational reform and innovation. The time is marked with rapid changes in the demography of clearforce, changing corporate finishing, and changing institutions. In the light of the rapid transport in directlys memorial tablets, the skills required of managers, beginners in the profession and even aspiring students in the discipline, rest on the foundation of fellowship on the full-page gamut of governingal development.Corporate America is not without its complications. When the ships company succ eeds, there is with it (the success) a corresponding notion of responsibilities and liabilities. Organizations thrive today because of the policies and guidelines they have managed to fixed firmly in their set-up and translated into their day to day affairs. Big businesses have the competitive edge over others i.e., over small entrepreneurs, because they have arrived at their positions in the market place by securing certain parameters in the many facets that comprise their organizations. This is especially true on government laws and regulations (McKenna, 2000). It is imperative that organizations in industry and business compete with the changing times. To live on to do so may spell substantial loss in both the financial and human capitals two major comp unrivalednts necessary in an organization. macrocosm competitive in todays business jargon is not as simple as it sounds it involves a comprehensive and in-depth understanding of the all gamut of organizational behavior and t he complex changes that atomic number 18 dynamic in nature (Mangelsdorff, 2007). This account attempts to express in prcis the various facets of the nature of organization with specific intentions to work out on the student researchers understanding, insights and learnings regarding how quality management and control systems relate with human need. It takes into consideration the importance of how all these concepts are of significance in ones individual relationships as well as their relevance of the persons (especially the student researchers) professional plans and actual work situations. organizational change though oftentimes unpredictable and incomprehensible to many, still goes through a cycle the nature of which makes it possible for concerned people to study with the hopes and intentions of ultimately, implementing revisions or remodeling. These serve to enhance and improve systems and discover excellent procedures of handling things or procedures and people (Mangelsdo rff, 2007).Problem Statements To be specific, the following questions are addressed in this paperDefine what is meant by strategic proviso. Distinguish this from long-range planning and other forms of planning.Planning can lead to organizational change. What do the text writers feel are the issues that face the managerwho plans to bring about organizational change?How should a planner go about the process of identifying strengths, weaknesses, and distinctive competencies in an organization? What is the concussion of the findings on planning?Discuss the relationship betwixt mission statements, planned change, and unplanned change. UseDiscussion Define what is meant by strategic planning. Distinguish this from long-range planning and other forms of planning. Bruffee, author of Collaborative Learning Higher Education, Interdependence, and the Authority of Knowledge (1993), explains the need for a more efficient, economical and equitable management of the people in the industry or or ganization has never been as pronounced as it is today.This need has never been brought about by factors which inevitably affect not exclusively the kick ined structures and ways of doing things inside the personnel area but also by the more meaningful and substantial task of managing the organizations nigh important asset the human capital. Among these factors are stiffer competition in business rapid changes in technological, competitive and economic environments the explosion of technical and managerial knowledge spiraling wage and benefits cost and so many others. These factors have no doubt been responsible for the emergence of the personnel function as a full of life area in the implementation of corporate strategy. Demick and Miller (1993) places in context first what an organization is like and settles how it can affect behavior in universal and when that is established, proceeded to explain leadership and management in this context. In organizational behavior which i s basic to the management of human resource, it points to the inquiry and application of learning about how people, individuals, and groups perform, operate, and work in organizations. It accomplishes this by means of adopting a system approach.Explicitly, it infers people-organization affairs in terms of the entire person, group totality, complete organization, and total social structure. Its intention is to raise up enhance relations by attaining human goals, organizational purposes, and social goals. In such(prenominal) a milieu, the goals to effect change are influenced by several(prenominal) significant factors which are crucial to the overall results. Hence, there are evaluate leadership behaviors that maintain momentum during the change process. Effective strategic planning is a process of analyzing an organizations assets and its ask under changing conditions and developing the activities necessary to satisfy these needs. It is essentially a two-step process. The emphasis is on techniques or systems to be applied. The forecasting of needs allows determining of priorities and allocating of resources to where they can do the most good. Analysis of needs leads to program planning. The planning approach defines human resource needs in relation to the organizations overall needs and defines a strategy to satisfy them. In this way, individual development, training programs, recruitment, compensation and other activities fashion integral part of a dynamic process.There are polar casingfaces of planning aside from strategic type of plan. These include the alignment type, the goal-based type, the self-organizing type, and the scenario-based type (McNamara, 2006). The goal-based type of planning is mingled with tailoring the process of improving and enhancing the system of operation of an organization with the focus on the organizations goals which may be further specialized tally to each of that organizations departments. The alignment type bases its p lanning strictly on the organizations mission and tailors all activities according to that specific facial expression of organizational flow.In particular, the scenario type of planning, however, makes use of the critical areas of the organizations set-up which nay be experiencing problems and issues that may emanate from the external environment such as changing laws and problems extracurricular the firm or establishment which may affect the life, continuity and effective productivity of the organization. Lastly, self-organizing type of planning is centered on the organizations core of values and that any or all of the various problems or issues encountered have to be evaluated according to the values of great importance to the members of the organization (McNamara, 2006).-Planning can lead to organizational change. What do the text writers feel are the issues that face the manager who plans to bring about organizational change? organisational behavior is actually a complex and d ynamic mechanism. It includes the application and integration of theoretical perspectives from the social and behavioral sciences to shed light on how and why individuals behave in a variety of ways in organizations. Included in the study are the ways the individuals carry out their tasks, the structure, design and operation of human persons in simple and complex organizational set-ups (Mangelsdorff, 2007). This is accomplished utilizing the systems approach or systems model. The latter is meant as interpreting people and organizational relationships in reference to the whole individual, whole group, whole organization, and whole social system (Knoster et al., 2000). The objective is developing improved and enhanced relationships by attaining individual aims, organizational goals and social aspirations (Mangelsdorff, 2007). Specifically, any student who pursues the study of the concepts involved in the matter will examine how individuals work in groups acquire insights into human st rengths and interpersonal relationships. Intertwined in the study is to delve into theories or principles of motivation of personnel, effective leadership with the goal of formulating a sound thinking and values of management and leadership. Moreover, organizational behavior investigates scientific data and utilizes a variety of research traditions to further understand how individuals work and function efficiently in diverse forms of structures (Shortell et al., 2000) The concepts that are pursued in organizational behavior include the following the development and organizational and management theories the rich historical background of management, organizational theories and the development of management thought, are adequately covered in this particular aspect (Robbins,1997). organizational behavior, when scrutinized closely, thus far covers a lot of topics. It embraces the understanding of structure, design of the organization itself. It also includes the study of the work des ign, policies and practices of the human resource, job design, and decision making as an organization. Furthermore, it also examines the organizational culture, its dynamics where change is aimed to be implemented (Revans, 1982) How should a planner go about the process of identifying strengths, weaknesses, and distinctive competencies in an organization? What is the impact of the findings on planning? Working relationships are a central portion of a persons life. Motivation and dedication to any endeavor (e.g. work) and the amusement from it are collective concerns of the organization and the individual. There are definite factors that generate satisfaction, the so-called motivator factors according to Herzberg. These factors push the worker to the highest levels of accomplishment possible.They are an inwrought part of the work itself and consist of the nature of the work, the persons sense of achievement, level of responsibility, and individual development and improvement. These motivator needs can only be rewarded by stimulating, challenging, and absorbing work. Consequently, the goal of motivation should be to enhance individual growth and advancement, develop sense of accomplishment and liability, and provide recognition (Franken, 1994). Psychology recognizes different perspectives of motivation. One of these viewpoints pertains to the idea of motivational inducements, otherwise known as incentives. Incentives are referenced from either the vantage point of internal, or that of external motivation. An inducement flood tide from within the individual is called intrinsic or internal motivation. It is, according to Morris and Maisto, about the . . . desire to perform a behavior that originates within the individual.An inducement coming from outside the individual is called external or extrinsic motivation. It is the aspiration to do or achieve a goal in order to acquire a type of incentives or escape or steer clear of punishment (Morris and Maisto, 1999, p.316). People are often induced by the presence of external incentives to perform expected tasks or avoid incurring punishment. For motivation experts, however, a person developing the internal type of motivation will reap more lasting and unspoilt effects compared with external motivation (Morris and Maisto, 1999). For instance, in taking care of a medical surgical unit and handling newly hired nurses with a fewer old age of experience only, myriads of problems are not remote possibilities. From issues of tardiness during call of duty, in irresponsibility in dispensing of medicines and relational clashes, to grave misconduct within the workplace such as sexual harassment between employees, these are all stark realities that are potential complex problems. Initiating the Herzberg idea can probably be useful. I will groom first the few expert nurses and those who will be directly supervising others that they practice and execute specific agenda for increasing motivation, one of w hich is Management by Objectives (MBO).It entails having faith in involving the employees in goal-setting and in decision-making. MBO works by integrating goal-setting into individual participation in decision-making in order to establish individual work goals to which the employee feels reasonably affiliated. At the motivational level, it is theorized that resistance to change is decreased if individuals participate in decisions regarding change and that individuals accept and are more committed to decisions in which they have participated in making. To further encourage and increase involvement, the hospital provides suggestion boxes and hold monthly contests where they hold up monetary rewards for the best three suggestions.These give the employee a sense of achievement and responsibility for its success. For this workplace in particular, the employees receive incentives in the form of Ladder promotion, general salary increase annually add-on performance rating salary increase s, CBA employees can expect a minimum of 15% increase in salary annually within three years and welfare benefits which include group insurances, medical insurance, accident benefits among others (Baron, 1983). A set-up like this goes to such great lengths at least to assure that it does something for sustaining employees morale and motivation.-Discuss the relationship between mission statements, planned change, and unplanned change. Use illustrations. The elements of organizational behavior lean upon managements plan and philosophy, vision and objectives. Basing on this foundation springs the organizational culture where the formal and informal types of organization and the social environment are best understood (Knoster et al., 2000). Every person in direct supervision of employees or workers knows the intricacies of leadership and management of people under his/her care. Whenever possible, it is to the best interest of the organization and employer in general that the workers per form their respective jobs efficiently and on a continuous or consistent manner. This is the aspiration of every owner of a company or those delegated to deliver their/his/her goals. However, this will only work so long as the individuals in their various places or positions know and understand what they want and where they want to go in the context of the overall goals of their organization.Intertwined in this idea is the fact that individuals are do to work not only for them but that the vision and mission, goals of the corporate world where they belong must be their own also. Ownership as a motivational factor is critical for the survival and sustainability of both the individual worker and the organization as a whole.Studies reveal that how an organization runs depends upon every human person within the workplace functioning as he/she should be in order that productivity is achieved. This is actually a cyclical picture both the organization or employer level and the rank and fi le levels must understand the team and group dynamics that must work to achieve their own objectives. However this seemed to be well-to-do to understand, the applications of which are complex involving multiple disciplines (Mangelsdorff, 2007).Conclusion The problem of employee motivation is critical in all kinds of organizations today and is responsible for the shoddy products we buy and the careless improvement we receive. It was thought that all that was necessary to produce high motivation in workers was to pay them more this idea may no longer be sound for a large portion of the work force (Adams, 1965).Modern workers demand jobs that satisfy their inner needs for fulfillment, expression, and self-actualization. Traditional values involved loyalty to the company and a strong drive for money, status, promotion and security. The new breed of workers focuses on self-fulfillment and self-actualization and demands jobs that are challenging and that allow participation in decision -making (McClelland, 1976). They have itsy-bitsy loyalty to the organization and less concern with money, status and security. Psychologists have proposed several theories of motivation. The need for achievement by McClelland posits the existence to be the best in some(prenominal) they undertake. Studies show that good executives are higher in Ach than poor ones. High in ability and take calculated risks and set moderate achievement goals. These individuals forever need feedback on their progress (Halonen Santrock, 1996). These theories deal with content of motivation, with internal needs that arouse and guide behavior. Process theories of motivation focus on the psychological processes involved in making decisions and choices about work. This is illustrated in the goal-setting theory, which argues that employee motivation is defined by our intention to achieve a particular goal and equity theory, which deals with our perceived ratio or outcome to input and how equitably that ra tio compares with those co-workers (Halonen Santrock, 1996). The workplace today considers any of the perspectives mentioned in this paper. However, what are more reflective at many organizations are their strategies in enhancing the life of the average worker. The understanding of the needs or drives that motivate people is therefore critical in the choice of what motivator variables that the management may employ to encourage their people to do or sustain an excellent job or an efficient performance. Mentoring and its application is very much the vogue today in corporate America. It is a strategy employed by companies or institutions to enhance professionalism and the increased transfer of learning and building of skills from the more adept and/or experienced to the junior or neophyte employee. It is also a way of improved retention rate within a company.ReferenceBaron, R. 1983. Behavior in Organizations Understanding and Managing the Human Side of Work, Boston Allyn and Bacon.Br uffee, Kenneth A. Collaborative Learning Higher Education, Interdependence, and the Authority of Knowledge. Baltimore Johns Hopkins Univ. 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