Brief Organizational Behavior Analysis of KPMG|
In 2010, I got involved in an internship program offered by KPMG Shanghai. During the two-month program, I took part in a real audit project with a group of auditors after a one-week intensive training. This was the first time for me to work in an international company, where I got familiar with the working environment and culture of a leading firm. I learned a lot through the experience. KPMG is one of the four largest international accountancy and professional services companies, along with PwC, Deloitte and Ernst & Young. First got its name after a merger of two accounting firms in 1987, KPMG then expanded its business to over 150 countries in the world with more than 138,000 employees. KPMG International Cooperative registered in the Switzerland, including different national KPMG firms as it members, while each national KPMG firm is an independent legal entity in its own country. KPMG China has offices in Beijing, Shanghai and other 11 cities with over 9000 employees. As other offices, KPMG Shanghai office provides professional services of audit, tax and advisory for customers in various fields, including financial services, private equity, industrial markets, government and so on. During my internship, I was in an audit group. Our group’s job at that moment was to do an external mid-term audit for a real-estate company, namely to verify the company’s financial records and to give an expert opinion of its financial condition. It means that we have to study sources provided by the company to find out whether its records present its true financial situation. Most of time, we worked in our customer’s offices to check the company’s daily records of banks, creditors, brokers, etc., under the special KPMG Audit Methodology. After collecting the original data, we continued our work in our own office to analyze and prepare the final report. Another part of my job was to send confirmation letters to banks to get the information of our customer’s bank accounts confirmed. Although I only did some basic jobs in the company, I have got a better understanding of the firm with the help of my kind colleagues and the trainings.
II. An overview of the company structure
As a mature international firm, KPMG enjoys its own successful and stable organization structure. For the KPMG Shanghai office, it uses a multi-divisional structure which is often adapted by very large companies. Audit, tax and advisory all has its own functional structure. Each division plans its own budget, schedule, separation and so on under the general guidelines. Typically, each division is then divided into different departments in terms of industries they are responsible for. For example, KPMG Shanghai has over 30 auditing departments. Further, each department forms several groups to handle different projects. That is to say, all the jobs in the company are group-based. When a new project comes, a manager chooses several qualified and available staff to establish a new group to handle it. And a staff can be put in several groups at the same time according to the real situation. Each group best focuses on the unique needs of the customers. Besides, KPMG Shanghai office has some departments at the whole company level, such as Human resources department, IT department and marketing department. They provide services for all the staff in the firm. And of course, some extra work has to be done to coordinate different groups in the three separate divisions, while Coordination within the group members is quite easy and smooth. To have a further analysis of the audit division, in my understanding, it has a professional bureaucracy structure introduced by Mintzberg. As a firm that mainly provides professional audit services, KPMG relies on the standardization of professional skills more than of outputs and working processes. Professional standards dominate in the...
Final Paper: OrganizationalBehaviorAnalysis
Mia A. Rapier
BUS 610: OrganizationalBehavior
Dr. Anthony Trotta
October 19, 2014
The text OrganizationalBehavior (2012), explores the nature of organizational performance by arguing that it “concentrates on the people side of a business, nonprofit, or governmental entity” (Baack, 2012), and the concepts therein are intended to “help a company or nonprofit fulfill its potential by creating a satisfying and positive environment that leads to profitability, growth, and other measures of success, thereby connecting the human element with the operational elements of an organization” (Baack, 2012). It is the intent of this paper to further consider specific elements of organizationalbehavior such as the type of culture and the modes of communication within an organization by relating them to the author’s former employer, WTS International, a worldwide wellness management organization. This paper will relate specific organizationalbehaviors to this employer to provide a better understanding of the many facets of organizational management, specifically organizationalbehavior.
Organizationalbehavior can best be described as the study of human behavior in the workplace...
...OrganizationalBehavior Case Analysis :
“What Stifling the Creativity at CoolBurst
Group 4 :
Anggun Muhammad Barkah
I. Organizational Culture
“CoolBurst had old organizational culture, which reflected the traditional background
and most of the employees were loyal, old-fashioned and conservative both in mind
Organizational Culture definition :
The shared social knowledge within an organization regarding the rules, norms,
and values that shape the attitudes and behaviors of its employees
General Culture Types
“How do you make a
bunch of people who are
happy doing the same
old thing come up with
new ideas ? It’s just not
the CoolBurst way”
II. Leadership : Styles and Behaviors
“As a CEO, LaRoue was nearing 65 and had been at CoolBurst his entire career. He
valued self-discipline and respect for authority. He was stiff and could be categorized
as a transactional leader with no ‘openness to experience’ pers0nality”
Leadership definition :
The use of power and influence to direct the
activities of followers toward goal achievement
I. Organizational Commitment
“Velez had not had her heart in her job since her idea about Mango Tango was refused
and Jenkins had left...
Apple and Microsoft OrganizationalBehaviorAnalysis
By Reggie Powell
CRN: MGMT 321.22193
Instructor: Dr. James Young
March 17, 2015
The follow literature is based on researched evidence and statistics pertaining to the subject of Apple Incorporated and Microsoft Corporation’s organizationalbehaviors and cultures. The information obtained in this paper directly reflects the subject matter and in no way reflect the views or opinions of Davenport University or its affiliates.
The purpose of this paper is to analyze, discuss, and compare the organizationalbehaviors and culture of Apple Inc. and Microsoft Corp. First, this paper will define organizationalbehavior which is a field of study devoted to understanding, explaining and ultimately improving the attitude and behaviors of individuals and groups in organizations (Jason A. Colquitt, 2013). Secondly, this paper will define organizational culture which is the values and behaviors that contribute to the unique social and psychological environment of an organization (BusinessDictionary.com, 2015). This paper will continue by first, analyzing each company’s organizationalbehaviors and culture individually. Apple Inc. is one the world’s leading...
1. Summary 3
2. Keywords 3
3. preface:Introduction of Yangming group 4
3.1 The basic situation of Yangming group 4
3.2 The strategic significance of company 4
3.3 The current management situations of the companies 4
4.Questionnaire : summary of the interview 5
5.Analysis of employee’s motivation 5
5.1 The motivation concept 5
5.2 Motivation application 8
6. Problem 10
6.1 Less physiological motivation 10
6.2 Imperfect training program 10
6.3 Unclear promotion systems 10
7. Suggestion 11
7.1 Optimizing remuneration and welfare motivation system 11
7.2 Establishing psychological motivation system 12
7.3 Optimizing the motivation of training 12
7.4 Completing the promotion system 13
7.5 Establishing an effective feedback of motivation 14
8. Conclusion 14
9. Reference 15
Nowadays with the development of Business Company, motivation of workers is becoming more and more important to managers. In order to analysis the motivation behavior in organizational, the authors of this paper went to Yangming Company to verify the theories from the text book via interview on October 24, 2014. They chose shopping mall as a target because that shopping mall has become a significant part in most people's daily life especially in modern cities and the authors interviewed Miss Xu, the...
What is OrganizationalBehavior (OB)? Why is organizationalbehavior used? What does it change? Managers who deal with people on a daily basis use organizationalbehavior as a way to identify problems in the workplace, figure out how to solve whatever problems arise, and then decide if the solutions they want to put into practice will even make a difference. By the time you are done reading this, not only will you be ten minutes into the future, you will have gained a whole new appreciation for what managers (and other people in an authoritative position) have to do in their normal work day!
What exactly is Organization Behavior?
OrganizationalBehavior (or OB) is defined as a field study of the actions of people or the attitudes of different having to work together in an organization. Managers and other people in authoritative positions use organizationalbehavior as a way to help people better understand situations they face in the workplace and change their behavior so that their individual performance improves and the organization’s overall effectiveness increases.
Internal and External Perspectives
Two of the main components of...
Organizationalbehavior is the field of study that investigates how organizational structures affect behavior within organizations. It studies the impact individuals, groups, and structures have on human behavior within organizations. It is an interdisciplinary field that includes sociology, psychology, communication, and management.
Those who apply organizationalbehavior to their business usually start by simply studying employees. They may look at their overall attitudes and habits to determine what may need to change. Some concrete details they may gather include facts about productivity, turnover rates and absenteeism, all of which can tell a lot about employee attitudes. Once they collect some observations, they can satisfy one of the goals of organizationalbehavior, which is to explain the attitude of employees.
The field of organizationalbehavior has a number of commonly agreed upon goals. Chief among these are effectively predicting, explaining and managing behavior that occurs in organizations. Some of these include describing systematically how people behave under a variety of conditions, understanding why people behave as they do, controlling and developing human activity at work and predicting future employees’ behaviors....
...his subordinate as an iMedia executive. The planner is responsible for the performance of three types of digital marketing campaigns: Google Search, Facebook Advertising, and Digital Acquisition. He has to do with advising, planning, executing and managing the performance of these campaigns. His subordinate just supports him with executing work based on his directions. The planner’s power base is sourced from interpersonal power, vertical power, and horizontal power. These power sources have empowered him to effectively accomplish his work.
Position Based Interpersonal Power - As an official Performance iMedia planner, he has legitimate power representing such rights as requirement of campaign information (campaign brief, budget, cost, client approval, available materials, etc.) from client service team, selection of suppliers, decision of campaign KPIs and costing. This legitimate power helps to get him ready for work.
Person Based Interpersonal Power – The planer has an expert power within the firm. He has the expertise in planning, executing, and optimizing performance of digital advertising campaigns. His expertise has come from his 2 year working experience, abroad trainings, & workshops. This expertise has been recognized by the firm and his colleagues.
The planner’s legitimate authority gives him vertical power as entitlement to access resources of information for his decision making at work. He is entitled to...
...and hierarchy cultures? Discuss.
4. Begin by looking up Chrysler’s mission or vision statement on the company’s website. Now answer the following question: To what extent is the culture type you identified in question 2 consistent with the accomplishment of this mission or vision? Explain.
5. Which of the mechanisms for changing organizational culture did Mr. Marchionne use at Chrysler? Explain.
6. Would you like to work at Chrysler? Explain your rationale.
7. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler’s culture? Explain.
8. How is Mr. Machionne trying to improve the PE fit of his direct reports?
9. Use the competing values framework to diagnose Chrysler’s culture. To what extent does it possess characteristics associated with clan, adhocracy, market, and hierarchy cultures? Discuss.
10. Begin by looking up Chrysler’s mission or vision statement on the company’s website. Now answer the following question: To what extent is the culture type you identified in question 2 consistent with the accomplishment of this mission or vision? Explain.
11. Which of the mechanisms for changing organizational culture did Mr. Marchionne use at Chrysler? Explain.
12. Would you like to work at Chrysler? Explain your rationale.
13. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler’s culture? Explain.
14. How is Mr. Machionne trying to improve...