HR mobs are terrifying

A team will improve Socialization through leadership among team members. Since each team member feels they are a responsible leader and works to achieve the company's goal, everyone will help a new employee understand and adopt the company's culture and pick up the employee's job responsibility. Communication will be improved when the entire team is responsible for achievements and awarded together as a team. Communication between team members is a crucial process of achieving their goal. Also, each member will actively be involved to achieve their goal and they will ask other members when help is need or their task is not clear. Team members will discuss with others to accomplish their goal. Shared leadership, accountability and effectiveness among team members will positively affect motivation. When each member feels that they are a leader and responsible for their work, they will be motivated to devote great effort to accomplish their goal. Also, when the entire team is awarded, each team member would feel more responsible with his or her portion of work, and this will motivate members to have a great achievement. However, since the Board of Directors gives the goal, this may not be a motivational factor. The goal may not interest the worker, or it is too hard to achieve. The cost of implement would be approximately $500 for each activity per year. Also, getting equipments and renting a space for each activity will have extra costs. Some of them can be a one-time expense such as purchasing sport equipment, and other activities may cost money every time the BDA does those activities. 3.3 New Organizational Culture The solution that we feel would be most effective in solving the overall problem of turnover is to create a new organizational culture in the company. A new organizational culture can cause an absolute transformation of the current BDA workplace. The BDA can employ a constructive, "humanistic-encouraging" culture with the goal of increasing development and growth. The BDA can instill the new humanistic and encouraging culture's values and beliefs within the employees by: . Creating mission statements and other copy . Utilizing the president as a role model . Sponsoring group activities to help in facilitating transformation. . Changing the organizational structure, procedures, goals, and reward system . Explaining and proving that the new culture exists to benefit them. Instilling this new organizational culture will provide four observable benefits for the BDA: commitment from staff, social stability, shaping of behavior, and an organizational identity. With these benefits, the company will create improved employee socialization, open internal communication, and motivation for workers. First, employee socialization will become a standard practice for the BDA. Since the humanistic and encouraging values and beliefs are represented everywhere within the company, new employees will quickly adopt them. Social stability creates a positive and reinforcing workforce that deals with conflict and change. The current workforce will welcome new employees with smiles and optimism and support them as they learn the job. Also, much of the dysfunctional conflict will change to functional. Unfortunately for the BDA, employee socialization will still lack in not having an actual structure. Even though other employees will help new hires learn the job, a new culture does not provide hires with the previous contacts in the community or job training. Horizontal and vertical communication between employees will improve as a result of the new culture. The staff will accept input, constructive criticism and feedback from co-workers at meetings because the new identity of the organization supports it. Furthermore, since employees understand the company goal of development and growth, they will feel comfortable approaching superiors and subordinates with constructive feedback. After implementing the new culture, the BDA could still improve communication through structure like a 360-degree feedback system or quarterly feedback meetings to encourage development of the staff. Motivation will likely improve within the BDA as they work in the new culture. The organizational identity will direct the employees' future actions and decisions. The top of the hierarchy can empower and pass on responsibility to the employees expecting them to act in line with the cultural values. In addition, the staff will understand that the new culture shapes the behavior of their superiors and co-workers. The employees will make fair decisions based the culture and others will appreciate the interactional justice. Although the BDA provides achievement motivation of completing highly publicized events and social motivation through their company dinner parties, the salaries the BDA pays to employees stand as relatively low compared to job offers from for-profit companies very. A new organizational culture would in no way increase salaries or benefits or financially motivate the BDA employees to stay. Designing the new humanistic-encouraging culture and implementing the values will create some costs for the BDA. One cost will be the time put in designing the culture and changing the company's current structure, procedures, goals and reward system. Approximately a $1,000 will be spent on explaining the culture to employees with the help of outside trainers and then ingraining the culture into the their work behavior. Sponsoring group activities such as dinners, outings to sporting events and team building workshops also exist as potential costs. 4.0 Conclusions After the evaluation of the possible solutions, it has been decided that the implementation of a new organizational culture would best tackle the current problem of turnover that the BDA is facing. The LMX model was effective in addressing some of the issues that the BDA faced, specifically employee training, company support teams, and in-group communication. However, it fell short in solving the overall problem due to the fact that time and monetary constraints exceeded the potential benefits of this solution. After evaluation of the group-team model, it was found that this option offers some overall positive conceptual benefits however really lacks tangible application techniques. Therefore, utilization of the group-team model does not yield optimal results. The implementation of the new culture model includes the beneficial qualities of the LMX and group-team model without the negative aspects/limitations. Some lack of motivation may continue due to the fact that the BDA has little room for vertical advancement of employees or access to additional funding for monetary rewards. However, it is the most cost effective and readily executed solution. It tackles the greatest number of the BDA's problems regarding turnover without the negative effects of the other options. In conclusion, the new culture model best addresses the current problems facing the Bellevue Downtown Association. 5.0 Works Cited . Bellevue Downtown Association. URL: http://www.bellevuedowntown.org . Bellevue Downtown Association: Kurk, Darbie. Personal interview. 15 Nov. 2002 Sambora, Jessica. Personal interview. 15 Nov. 2002 Llyod, Leslie. Survey Questionnaire . Kinicki, Angelo. and Kreitner. Robert. Organizational Behavior. The McGraw-Hill Companies, Inc. NY: New York, 2007.