Optimizing Organizations - Organizational Behavior
Steven W. Englehart
University of Phoenix
Optimizing Organizations - Organizational Behavior
Introduction
This paper will provide an evaluation of an organization existing in the current unstable and uncertain times, and in changed and changing domestic employee constituency. Verizon will be the organization of choice because of its fiscal volatility, disruptive workforces, the increased employment, and the ongoing labor disputes. Specifically, an evaluation of Verizon’s organizational behavior strategy will be provided. In addition, the overall organizational design approach; an assessment of the short and long term effectiveness of the design strategy; the anticipated internal and external environmental, political, sociological, psychological, and fiscal changes; and the anticipated impact of change on its organizational behavior and structure will be provided. This paper will also present insight into Verizon’s environmental impacts and the manifestation into the organizational theories. Finally, indicators of successes and failures in the organization will be reviewed and recommendations will be provided in order to optimize Verizon’s future.
Background of Verizon To better understand the contents of this behavioral evaluation, it would be helpful to first reflect on a summary of Verizon’s vision, mission, and key strategies. Vision. A vision statement is usually non-measurable. It is abstract, gives passion, and usually greater than 10-years away. Verizon’s vision is to “deliver the most advanced and reliable network and will be the customer’s first choice for voice, video and data serviced in our market” (Verizon Corporate Information, 2004).
Mission. Mission statements provide organizations with a purpose, identify the business, communicate the markets being served and the potential customers, and solidify the reason for existence (Newstrom & Davis, 2002). Verizon’s mission is to create the most respected brand in communications and bring the benefits to everybody (Verizon Corporate Information, 2004). At Verizon, obviously the business focus is communications. Managers at Verizon are charged with instilling the mission into the organizational behavior system. Strategy. Verizon has focused on five key areas to achieve its mission, namely: (a) grow market share of broadband and data (measured by digital subscriber lines qualified, lines in service, and by deploying fiber optics measured by lines qualified and lines in service); (b) improve cost-competitiveness in the marketplace (measured by operating costs per customer served at the state level); (c) achieve highest customer satisfaction rates when compared to competitors by delivering a positive customer experience (measured by FCC reportables, customer care indices relative to competition); and (d) create a positive work experience for employees and an opportunity to learn and grow (measured by survey questions related to work experience and opportunities (Verizon Corporate Information, 2004).
Verizon’s Uncertainties Verizon will meet its mission through the following: (a) committed and diverse employees; (b) compelling two-way communications on strategy, direction and business results; (c) strong customer focus; (d) energized leaders at every level; (e) measured metrics; and (f) trained and developed leaders and associates (Verizon Corporate Information, 2004). Yet, there are uncertainties in each of these strategies or measurements. Namely, Verizon’s performance, customer satisfaction, employee base, and leadership will be further explored and linked to organizational behavioral models. Newstrom (2002) supports this approach in which he states, “the philosophy of organizational behavior held by management consists of an integrated set of assumptions
