Workplace ObservationJoin now to read essay Workplace ObservationOrganizational BehaviorUniversity of Phoenix OnlineGary DenneyJanuary 15, 2006Workplace ObservationOrganizations are the stepping-stones on which communities, cities, counties, and countries are started. They have their own wants, needs, and schedules and can affect these areas in many ways. The main factor, that affirms this impression is their organizational culture. Organizational culture has been defined as, “the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members” (Schermerhorn, Hunt & Osborn, 2005). Employees are key factors, which modifies how corporate cultures evolve. Examples of how employees can be a factor might be; the way employees interact and react in their job or what their attitude and approach are before and after a given schedule. Despite these factors there are observable aspects in all organizations, which relate to culture. South Carolina Department of Health and Environmental Control (SC DHEC) has many observable aspects that affect the agency. I will review three specific aspects based on my perceptions that have considerably influenced the agency.
How Communication FlowsOrganization communication is the specific process through which information moves and is exchanged within an organization (Schermerhorn, Hunt and Osborn, 2005). Organizations rely on involved courses of information to operate successfully. If the communication process breaks down it could be disastrous for organization.
DHEC is a state agency that provides environmental and healthcare services to the public. Communication is significant to the success of the agency. How DHEC communicates and the methods they use impact their organizational culture. The structure of the DHEC serves as the basis for how communication flows. “The Department of Health and Environmental Control was created in 1973 from the merger of the State Board of Health and the Pollution Control Authority. The agencys commissioner manages the day-to-day operations of the agency. The Board of Health and Environmental Control is responsible for overseeing DHECs operations. Each of the boards seven members is appointed by the governor with the advice and consent of the Senate” (aboutDHEC). Within DHEC Region 1 communication flows from the Regional Health Director to the nine memebers of the Regional Management Team. Each of these members communicates with the different program managers who in turn communicates the the support staff to ensure the policies and procedures are followed. The flow of communication is clear and well defined. This clarity greatly eliminates any “grey area” and adds to an environment, which is perceived as stable and direct. If someone does not understand something his question must be answered and clarified so customers will not be put at a health risk. Another observation, which contributes to this stable culture, is DHECs open-door policy. All employees know that they have the ability to confidentially communicate any issues at any time with any of the Regional Management Team or their immediate supervisor.
Organizational DiversityWorkplace diversity is defined as the presence of individual differences based on gender, race and ethnicity, age, able-bodiedness, and sexual orientation (Schermerhorn, Hunt and Osborn, 2005). SC DHEC has grown from its diverse employee base in a variety of ways. Any onlooker can noticeably see a massive cultural spectrum within the agency. DHEC has benefited from work contributions by employees right out of high school to older veteran employees. They have gained community collaborations due to the multi-cultural staff. Teamwork and diverse team connections have demonstrated successful initiatives with other local and state agencies. With the increase in the diversity of staff members, DHEC has also been able to increase the diverse population in which services are provided.
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Organizational DiversityWorkplace diversity in the United States is defined in part as the diversity of individual differences within organizational units. SC DHEC continues to strive to be an effective global force within its group and has many organizations actively seeking to expand their diversity. A majority of organizations in the United States, however, seek to change their culture and approach with respect to diversity on a broader level of competence, professionalism and experience, such as having more than one leader and the ability to change to fit within the “right context,” as opposed to having a broad national vision and vision for how the local organization aims to be run.
The first step in the development of a comprehensive plan is to consider a wide range of the cultural-group diversity issues that must be addressed within the organization. The largest area of challenge is the ability of both the leadership and the employees to identify and address these groups. A strong cultural-group culture requires a wide range of work-related differences. This includes, but is not limited to, diversity of views, and cultural differences of experience, skills and experience required for a successful national leadership role. As well as representing local service, SC DHEC seeks to represent and include a wide range of diversity experiences and experience at all levels of staffing, and the skills needed for leadership and management positions. This includes being able to identify and reflect on diverse ideas, approaches, priorities, responsibilities, and roles within a local organization or the global workforce. SC DHEC should consider, based on what organizations, communities and individuals have expressed publicly, its needs for diversity and leadership development (see sidebar).
Several issues must be considered before working on SC DHEC’s global role. The first is the ability to design a global structure for SC DHEC. SC DHEC is designed to be a global organization focused on mission-driven development and outreach, as it will help to achieve worldwide goals and to develop a global organizational structure based on community-based goals. This means that SC DHEC must develop a global structure that combines local, national, regional, global and multiracial resources from all parts of the world to support each national or local authority and its business. While SC DHEC has developed an international culture, it is underrepresented in the national agencies; the U.S., Canada, Germany, Norway, France, Australia or Japan. The United States is in the midst of a major financial crisis that severely reduces all local agencies; this is what causes local leadership to make decisions about managing the nation as a whole. While the organization strives to focus on developing a globally strategic work organization, the U.S. is not an exception. SC DHEC has an experience and culture rich in diversity, such that it cannot be ignored as a great success. SC DHEC encourages local governments and their staffs to develop and share that diversity as a regional priority in the event that other local governments and local business organizations will challenge that goal. SC DHEC has provided leadership and staff with resources to further develop and expand its leadership and organizational diversity efforts, creating a system that provides leadership to each local agency at all levels of operational office.
When SC DHEC is in operation, the SC DHEC staff will employ diverse professional development tools, such as career counseling
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Organizational DiversityWorkplace diversity in the United States is defined in part as the diversity of individual differences within organizational units. SC DHEC continues to strive to be an effective global force within its group and has many organizations actively seeking to expand their diversity. A majority of organizations in the United States, however, seek to change their culture and approach with respect to diversity on a broader level of competence, professionalism and experience, such as having more than one leader and the ability to change to fit within the “right context,” as opposed to having a broad national vision and vision for how the local organization aims to be run.
The first step in the development of a comprehensive plan is to consider a wide range of the cultural-group diversity issues that must be addressed within the organization. The largest area of challenge is the ability of both the leadership and the employees to identify and address these groups. A strong cultural-group culture requires a wide range of work-related differences. This includes, but is not limited to, diversity of views, and cultural differences of experience, skills and experience required for a successful national leadership role. As well as representing local service, SC DHEC seeks to represent and include a wide range of diversity experiences and experience at all levels of staffing, and the skills needed for leadership and management positions. This includes being able to identify and reflect on diverse ideas, approaches, priorities, responsibilities, and roles within a local organization or the global workforce. SC DHEC should consider, based on what organizations, communities and individuals have expressed publicly, its needs for diversity and leadership development (see sidebar).
Several issues must be considered before working on SC DHEC’s global role. The first is the ability to design a global structure for SC DHEC. SC DHEC is designed to be a global organization focused on mission-driven development and outreach, as it will help to achieve worldwide goals and to develop a global organizational structure based on community-based goals. This means that SC DHEC must develop a global structure that combines local, national, regional, global and multiracial resources from all parts of the world to support each national or local authority and its business. While SC DHEC has developed an international culture, it is underrepresented in the national agencies; the U.S., Canada, Germany, Norway, France, Australia or Japan. The United States is in the midst of a major financial crisis that severely reduces all local agencies; this is what causes local leadership to make decisions about managing the nation as a whole. While the organization strives to focus on developing a globally strategic work organization, the U.S. is not an exception. SC DHEC has an experience and culture rich in diversity, such that it cannot be ignored as a great success. SC DHEC encourages local governments and their staffs to develop and share that diversity as a regional priority in the event that other local governments and local business organizations will challenge that goal. SC DHEC has provided leadership and staff with resources to further develop and expand its leadership and organizational diversity efforts, creating a system that provides leadership to each local agency at all levels of operational office.
When SC DHEC is in operation, the SC DHEC staff will employ diverse professional development tools, such as career counseling
Organizational PoliciesPolicies and procedures are an integral part of DHECs structure and can greatly impact the agencies culture in positive and