代写论文:昆士兰健康公司

代写论文:昆士兰健康公司

昆士兰卫生组织的员工进行了一项调查,以确定目前的情况。当员工对组织中的问题进行个人分析时,发现了各种各样的问题。决策不完整:本组织的一个主要问题是决策以及如何从地方行动和了解中作出决策。Omari(2013)评论道,当员工仅仅被用作完成组织任务的来源时,他们就不会觉得自己是公司的一部分。员工感到自己被剥夺了权力:当员工开始意识到自己在组织中没有价值和权威时,他们就会失去工作的动力(Fraser and Simkins, 2009)。昆士兰健康公司的员工表示,他们没有参与任何事情,甚至没有参与公司的次要决策。昆士兰健康文化没有整合:当文化在组织中没有恰当整合时,每个人都有自己的价值观和文化。


代写论文:昆士兰健康公司
在这样的环境下会发生分裂,员工会将个人群体和团队置于职业群体和领导者之上(Taghizadeh and Shokri, 2015)。昆士兰健康公司(Queensland health)的员工表示,他们与团队其他成员相处融洽,他们有优先考虑的事情和担忧,而不是坐在最高管理层中间的领导。高层管理风格不好:当公司的高层管理人员不愿意理解与团队成员沟通的重要性时,决策就被强加于人(Northhouse, 2004)。昆士兰希思的员工评论说,他们对领导的沟通方式不满意,因为他们来来去去。“他们只告诉我们该做什么,怎么做;他们从不听取我们的意见。其中一名员工提到:“就像每次都被告知该做什么,这让人很沮丧。”

代写论文:昆士兰健康公司

Survey was conducted by the employees of Queensland health organization for identifying the current situation. Various issues were discovered when employees presented their personal analysis about the issues in the organization.Decision making not integrated: one of the major issues in the organization revolved around decision making and how it was dispatched from local action and understanding. Omari (2013) commented that when employees are only used as a source for fulfilling the tasks of the organization, then they will not feel as a part of the company.Employees felt that they were disempowered: when employees start perceiving that they have no value and authority in the organization, then they will lose their motivation for working (Fraser and Simkins, 2009). Employees of Queensland health suggested that they were not part of anything and they were not even involved in the minor decisions of the company.Culture of Queensland health was not integrated: when culture is not integrated properly in the organization, every individual has their own values and cultures.


代写论文:昆士兰健康公司
Fragmentation takes place in such setting and staff gives individual groups and teams more priority over occupational groups and leaders (Taghizadeh and Shokri, 2015). Employees at Queensland health suggested that they feel comfortable with their fellow team members and they have priorities and concerns for them not their leaders sitting among top management.Style of top management was not good: when top management of the company is not willing to understand the importance of communication with their team member, then decision making becomes imposed (Northhouse, 2004). Employees at Queensland heath commented that they are not happy with the communication style of their leaders because they come and go. “They only tell us what to do and how to do it; they never take input from us”. One of the employees mentioned that: “it’s like being told every time what to do and it’s frustrating”.

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