Assignment Title Table Of Contents

The Report

A. Introduction (15 marks) a. Executive summary of the report (5 marks) b. Company A (5 marks) i. Background of each company ii. History and development, key milestones iii. Overview of their markets, products, services iv. Major recent events, issues c. Company B (5 marks) i. Background of each company ii. History and development, key milestones iii. Overview of their markets, products, services iv. Major recent events, issues B. Organisational Behaviour Analysis (40 marks) [Your report should include a critical OB analysis of the following]: a. Company A (20 marks) i. Organisational culture, power and power sharing, internal politics ii. Personality & values of key leaders iii. Structure and OB iv. Leadership and management of style and processes v. Communication processes vi. Change agents and management of change vii. Decision making processes viii. The importance of being a learning organisation ix. Conflict and negotiation processes b. Company B (20 marks) i. Organisational culture, power and power sharing, internal politics ii. Personality & values of key leaders iii. Structure and OB iv. Leadership and management of style and processes v. Communication processes vi. Change agents and management of change vii. Decision making processes viii. The importance of being a learning organisation ix. Conflict and negotiation processes C. Compare and contrast the styles and processes, as above, of the two organisations. (20 marks) D. Conclusion and recommendations for improvement (20 marks) a. Company A (10 marks) b. Company B (10 marks) E. Reference academic material. Use strong practical examples from the companies analysed (5 marks)

Open Door A program through which an employee can question or put forward a complaint about matters of corporate policy, such as benefits, hiring, seniority, vacation, etc. An employee submits the complaint or question on an Open Door form, which is routed by Employee Relations to the management person best able to respond to the issue. The person receiving the Open Door enquiry must respond within fourteen calendar days.

Leadership Evaluation and Awareness Process (LEAP) A process implemented to improve leadership effectiveness and retention within FedEx. LEAP is compulsory for any employee who wants to progress to management level positions within the company. The purpose of LEAP is to evaluate a candidate's leadership potential and ensure that the individual carefully considers his or her interest in and aptitude for leadership. A candidate must complete the following process to become LEAP-endorsed: "Is Management for Me?": a one-day class that familiarizes candidates with managerial responsibilities. Employee's Leadership Profile: the employee documents successful demonstration of the nine leadership dimensions required to successfully complete the LEAP process. Manager's Focused Recommendation: the written report from the employee's manager supporting or opposing the candidate's leadership capabilities. It is usually prepared after a three- to six-month period during which the manager coaches and evaluates the employee. Peer Assessment: an evaluation of the candidate, completed by three to ten of the candidate's co-workers selected by his or her manager. Peers provide their opinion as to the managerial abilities of the candidate. LEAP Panel Evaluation: an interview process conducted by a group of mid-level management trained in LEAP assessment. LEAP candidates present written and oral arguments to the panel supporting specific leadership scenarios. In making their decision, the panel considers the Peer Assessment, Manager's Focused Recommendation and the Employee's Leadership Profile. If a candidate is endorsed, they are eligible to apply for management positions, if not endorsed, an employee must wait six months before trying again.

To provide the level of service and quality necessary to become, and to remain, the leader in the air express cargo transportation industry, Federal Express has developed a unique relationship with its employees, based on a people-first corporate philosophy. Founder and CEO Frederick Smith determined to make employees an integral part of the decision-making process, due to his belief that "when people are placed first they will provide the highest possible service, and profits will follow". Resulting from this principle is the FedEx corporate philosophy: People-Service-Profit. These three corporate goals form the basis for all business decisions. The people priority acknowledges the importance of employee satisfaction and empowerment to create an environment where employees feel secure enough to take risks and become innovative in pursuing quality, service and customer satisfaction. Service refers to the consistent and clearly stated service quality goal of 100% customer satisfaction, 100% of the time. A corporate profit should result, if the people and service goals have been met. There are many processes in place at Federal Express to ensure that P-S-P becomes a way of life for all employees. The following highlight of FedEx programs indicates the strength of the company's commitment to the people-first philosophy. An annual employee satisfaction survey, which rates management's performance and forms a basis for improvement (Survey-Feedback-Action) A policy of promotion from within An on-line computer job posting system for hourly employees (Job Change Applicant Tracking System) An employee recognition and reward program A leadership evaluation process, which must be completed in order to progress to management level (Leadership Evaluation and Awareness Process) Regular employee communication through both print and broadcast programming Pay for performance based on management-by-objective and project-by-objective goalsetting processes A process for dealing with employee questions or complaints regarding corporate policy (Open Door program) An employee appeal process for having an issue or complaint heard (Guaranteed Fair Treatment Procedure)