Factors Affecting Organizational Behavior Essay

All companies like a shot have inside and external forces that extend to organisational look. The bearing of this base is to explore the impact of interior and external forces on organizational behavior. The 4 forces we will discuss atomic identification number 18, client demands relating to Sinclair Oil, economic forces outside of Select Portfolio Servicing, restructuring indoors come near, and globalization factors relating to Northrop Grumman.Customer DemandsCustomer demands have a large impact on organizational behavior (OB) of the Sinclair Oil Corporation (SOC). SOC owns and operates three crude rock oil refineries, a trucking division, a pipeline division, the retail serve up stations, and eightsome hotels and resorts. The diverse nature of the company unravels to many different customer demands.The oil refineries have two types of customers. The first is the retail service stations. The refineries moldiness take in enough finished product from each one day t o supply the service stations in 17 different states. The second type of customer is the federal government. Over the last eight years SOC has held the contract to bequeath jet fuel to Hill Air Force base. The average heart and soul of finished product produced at the refineries is 600 hundred thousand barrels a day. This output is usually enough to supply the service stations necessitate and have some oil to put into reserve. Working conditions within the refinery ar inherently dangerous, if production can non keep up with demands operators often begin to encounter additional pressure to keep pace this distress can lead to additional dangers.There ar three different types of hotels and resorts within the SOC/ circumstantial America organization. There are roadside properties, which cater to travelers and tourists, the elegant hotels and the locomote resorts. Each type of dimension gears itself and its organizational behavior towards the customer base. The roadside properti es, such as Little America Cheyenne, have a much casual approach to the customers due to the affluent nature at the desperate America the environment is formal. The resorts are highly influenced with a European flair. This military service the customers life a sense of adventure.Economy bit customer demands are one of the primary forces on SOC, economic forces greatly impact the OB of Select Portfolio Servicing (SPS). SPS is a mortgage servicing company. The resource crowd or hardship host is within the loan closure department. impart fortitude assists borrowers who have fallen delinquent on their mortgage. The resource group assists customers that have hardship, such as, illness, death, loss of employment for extended periods of time, and property damage. When the frugality falters the activities of loan resolution are in higher demand.Loan resolution and the resource group profit off the economic hardship of their customers. The purpose of loan resolution is to turn loss into profit for their investors. Loan resolution limits or prevents the loss which the investor experiences when a customer defaults.Loan resolution is stipendiary based off of the percentage of delinquent accounts that they get re-performing, get paid in full, or liquidate for a loss.With the faulty economy there is more a more clobber that loan resolution must perform. Loan resolution is understaffed and overworked. The influx of high phone mobilize volumes has caused little time for the resource group to complete their administrative duties. team spirit is low department wide, largely due to the administration feeling they are performing two hypothesises casual. Answering phone calls and laborious to complete the work the inbound calls generate cannot be completed eight hours a day. While loan resolutions numbers still satisfy the investors fully grown them traffic, the administrative departments, such as, the resource group are becoming dysphoric and overwhelmed wit h a n perpetually-ending workload.RestructuringEconomic factors affect companies like SPS and Nestl alike, moreover nestle has chosen restructuring as the answer to its dilemma. draw close is suffering fromthe big elephant syndrome. In the old grocery store diversifying and buying up the competition allowed it to survive and prosper, but in the new economy which is consumer driven the big elephant has been asked to dance for the customer. Nestle must rise to the challenge of change or it will be driven into extinction. The strategic decision makers at Nestle are trying to trim the fat on the elephant, and they have turned to organizational behavior to restructure their workforce.Globalization and technology have evened out the playing champaign for Nestle and its competition. Nestle as strong up as the competition is subject to obtain the same raw materials at the same prices, and technology has allowed each company quick and efficient ways to process information. So, where will Nestle come about its sustainable warring advantage for the future? The innovation and the pauperism of its employees will be the source of its sustainable advantage. Nestle needs to find a way of unlocking this source of intellectual capital. The corporate loss leaders feel restructuring is the key.This restructuring process has changed the organizational behavior of the company from a rigid hierarchical structure to a facilitator driven, empowered employee structure. The organization believes improving speed at the point of execution will make the railway line more successful, and it is the strawman line employees that are at the point of execution. To develop empowered employees organizational behavioral changes needed to be made. Monthly training has taken throw in on subjects like change, communication, one hundred percent responsibility, situational leadership, and teamwork so far. Layers of watch have been cut, and reincorporated into the workforce. Supervisors ar e being groomed as coaches and facilitators, instead micromanaging. Equipment operators are learning mechanical first aid to fix small problems and remediate efficiency. A mentoring program has been instituted, so that empowered employees with positive attitudes are the determination models for new workers.GlobalizationNorthrop Grumman Corporation (NGC) considers itself a world class leader inthe production of military defense products. Many of these products are created for, and consumed by, customers in the United States, but many are also created and sold to companies and or countries all over the world.The companys current position has not been easy to reach. Maintaining and growing this position requires constant vigilance in an ever expanding global market place. In fact, global factors in todays economy have forced the company to make constant internal improvements to remain competitive in the global market. Exportation of intellectual property and gains in technological ad vances and capabilities of companies in countries abroad have resulted in more foreign competition. The entry of additional competitors in the defense business market has forced companies like NGC to look closely at internal business processes to find ways to gain or maintain a competitive edge.NGC has learned to modify the organizations overall behavior by training individuals in the use of business method actings such as LEAN, half dozen Sigma and Training at bottom Industry (TWI). The following is a simplified description of what each of these business methods is intended to do. LEAN is specifically used to improve processes, manage fund and manage performance of product throughout the production phase as well as eliminate practices which dont add value. Six Sigma is applied as a tool to measure critical processes in a way that insures they stay under control.This is essentially done by setting control limits and then collecting data and analyzing the trends or movement of da ta as it relates to the control limits. TWI is being employed to ensure that every employee has the proper skill set to function within their specified job requirements. This training process employs a regiment of training that teaches, measures what has been learned, as well as maintains critical training information and/or tricks of the trade. This training method also provides the company with details of each employees specific capabilities and certifications.These internal changes have proven themselves invaluable to the company, saving NGC time, money, and valuable recourses as well as assist them in monitoring the companys daily business. Most of all, changes in NGCs OBhas been noticed by a number of the companys customers who have noted the positive impact.