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Organizational culture

A proper job description for professors and support assistants need to be designed, drawn and implemented. Thus every staff would know what their duties and responsibilities involve and can be able to discharge them accordingly. Freedom, encouragement, recognition, sufficient time, challenge, pressure and good project management are stimulants to changing work habits. In support of the above stimulants some factors were reviewed that help in contributing to their success. These include; organizational climate, leadership style, resources and skills, organizational culture and structure systems (Gu, & Siu, 2009).

The faculty should practice these factors so they can execute the stimulants which in turn reduce their support staff workload. Self in house problem solving, enhance harmonized good work relations within the specific functional area. Discussions of inconsistencies and in congruencies in each of the four functional areas of decisions science department between team players themselves, may reduce likelihood occurrence of misunderstandings and delusions around the implementations of the department and entire institution objectives. 4.

Different approaches of minimizing the strain on the assistants. The professors should not be over dependent on the support staff on every material they need. They could help by running their errands, preparing the exams and their manuscripts for their

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research. This promotes team spirit, effectiveness, efficiency and therefore achievement of the institution goals and objectives. To be effective and efficient, the increases in student enrollment lead to an increase in full time professors being employed. To balance the work load there should have been an increase in the support staff as well.

Orientation of the new professors is necessary. The management could set a specific time for the entire new staff orientation on what is expected of them. This would reduce the overload of the administrative staff having to explain to them what is required and when (Bondarouk et al, 2009). It also makes the new professors adapt at a very minimal period to the new environment presented before them. The support staff could be divided to each functional area of the department after modification of the job specification and division at each area.

This includes specifying what duties an individual is to handle and each assignment divided equally. This will enhance unity, equality and fairness (Horng, & Lee, 2009). Working under minimal supervision should be the order at the school. Management does not have to continuously monitor the assistants at every period on them carrying out their chores. They ought to be competent enough to finish their duties on the period given and present a recommendable job. 5. Conclusions There should be a new well defined job description for the entire university employees.

The university leaders, professors and their assistants have to be accountable for their duties and responsibilities as defined by their job description profiles. It would entail having high integrity for each task given. The top management should involve an oversight support services and audit services on both the faculty and administrative assistants in order to advice on areas of improvement. This would lend a hand in achieving utility and energy cost-reduction goals and objectives.

At the end of every academic year the head of decision science department should draw and interpret a balance scorecard. This will evaluate the past financial performance using expected future financial performance concerning their student’s performance, learning, growth of the department and faculty and support staff satisfaction. With the evaluation, the head of the department will judge whether to hire other administrative staff. References Berwick P. , (2009), “Advances in culture, tourism and hospitality research.

” International Journal of Contemporary Hospitality Management: Emerald Group Publishing Limited Bondarouk T. , Looise J. K. & Lempsink B. (2009) “Framing the implementation of HRM innovation: HR professionals vs. line managers in a construction company”. Personnel review: Emerald Group Publishing Limited. Gu, Z. , & Siu, S. C. R. (2009), “Drivers of job satisfaction as related to work performance in Macao casino hotels: an investigation based on employee survey”. International Journal of contemporary hospitality management: Emerald Group Publishing Limited.

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