Collaboration and decision support Essay Example | Topics and Well Written Essays - 250 words

Collaboration and decision support - Essay Example The managers access and utilise their required information (through data services option) to devise policies and prepare future plans. In addition, the system also identifies what information could be accessed and helpful for executives from different departments. The next support tool is ‘forecasting’, which enables managers to input business data in system so that system application automatically provides forecasts, estimations and certain calculations in the form of text, charts and tables. Hence, the manual process of forecasting is replaced with this new technology, thereby reducing time involved in decision-making and strategic planning. The third major support tool is known as ‘automatic report generation facility’, which provides updated daily / weekly / monthly reports on progress of the firm so that policy-makers will remain updated regarding business performance followed by changes in external environment. Also, the system provides email and conta ct facilities with real experts and other organisational personnel via intranet so that decision-makers could enhance interaction and information sharing before policy formulation. Reference Ba, Sulin, Karl Lang, and Andrew Whinston (1997). Enterprise decision support using Intranet Technology. Decision Support Systems, Volume 20, Issue 2, pp. 99-134

Organisations and behaviour Essay Example | Topics and Well Written Essays - 2500 words

Organisations and behaviour - Essay Example Traffic lights are manufactures by Siemens and doctors in hospitals have MRI lifesaving scanning facilities made up of Siemens under the flied of advanced medical scanning technology. For instance, if we compare the organizational culture and structure of Siemens with Samsung, it will be apparent that there business structure is based on family linkages and centralization (Unisg.ch, 2013). There organizational culture is inherited by their predecessors (Dinitzen, 2010). It is also important to understand that the culture of a firm is the common way of carrying out Fof a company develops gradually. It is made by the employees that work for the company—its supervisors and staff. What the company stands for, its norms, values and motives that it seeks to acquire (its vision), are underlying aspects in establishing a dynamic culture. An effective cultural performance exists when people in the organization accepts the same belief and where they rely and value everyone’s cont ribution. Siemens’ activities are based on effective teamwork culture. This focus on the team has been well integrated by the international CEO of the company, Klaus Kleinfeld. Working in team work can significantly impact the organizational performance and this has been well understood by Siemens. The quality of its people and their teams is the most valuable asset, specifically in today’s scenario where the flow of knowledge round the world is happening with lightening pace. Unlike Samsung where the most important component of their success is innovation and procedures which they carry out to bring new products for their consumers (Forbes.com, 2013). Thus, organizational structure and culture adopted in Siemens have been a major factor in its success and is a differentiation among other multinationals. Impact of organizational culture and structure on the performance of Siemens Successful management of human resources department in the businesses is a major concern f or both the HR managers and other policy makers of the company. To gain a satisfied, committed, and well performing human resource for a business, managers must have persistency among the organizational system, structure, culture along with an appropriate strategy. Siemens strives to make all of it employees to be completely motivated and engaged in the organization and to feel themselves an important part of company success. People therefore need to know their important in the business. Keeping this notion in mind, Siemens develops precise expectations. Every employee plays a crucial role in acquiring results (Dinitzen, 2010). According to Siemens, their business effectiveness relies on the performance of each and every employee, their teams and the whole organization. Organizational structure, managerial practices, leadership and the process of decision making intervened by organizational culture, effective managerial style constructively influence employee performance. On the con trary, centralization, inadequate participation of employees in decision making, lack improvement, formalization and extreme specialization impacts the motivation of employees negatively (Macdonald, 2013). Expert guidance, decentralization, structure, adaptive culture, management activities, employee participation, collaborative management, work autonomy, safety and well-being, employee growth, and opportunities for employee development within organizational cu