External Forces
The organizational inertia can be seen as one of the main challenges for the company to change (George & Jones, 2004). In that regard, the present paper provides the difficulties that the company Morgan Stanley might face in managing the following external factors.
Industry Trends and Economic Changes
This external force can be seen through that the business was shifting from manufacturing to the service industry, with the last trend being the globalization of the business (Tosi, Mero, & Rizzo, 2000). Each of the aforementioned trends resulted in changes in the market and the competition, responding to which the business had to be restructured. If the latter could be managed, considering the company’s global presence in the world, economic change is an aspect that is more difficult to manage. It can be assumed that the reliance of the company as a provider of financial services on economic activity, which is downturned by the recession, lead to that the company should consider the changes in the company’s structure and culture.
Competitive Forces
This factor is directly related to the sector of the industry, in which the company operates, i.e. financial services provider, where the reliance on employees as one of the main assets of the company is a distinctive attribute. In that regard, complying with forces of competition, the company would focus on the factors of efficiency and quality. Taking the aspect of efficiency as the easiest to manage, downsizing of firms can be seen as a response to the competitive forces (Tosi, et al., 2000), which will imply changes in the organization’s structure and culture.
Ethical Forces
The promotion of ethical behavior in the company can be seen through the company’s code of ethics and business conduct. In that regard, the company points out that the commitment to the code is a demonstration of the commitment to the company and its principles. Accordingly, it can be stated that in a company with network organizations and departments such as Stanley Morgan (“Explore Morgan Stanley,” 2009), led to that the ethical and the legal responsibility of the company is disaggregated, a factor pointed out in the company’s code of conduct (“Morgan Stanley Code of Ethics and Business Conduct,” 2009). In that regard, the focus is shifted toward the organizational culture to maintain the ethical values of the company, which accordingly should be shaped to consider the ethical and the legal responsibilities of the company.
Considering the importance of the analysis the company intends to conduct, it was requested by the company to analyze the areas to focus on in the analysis. The following memo recommends considering Organizational Behavior Analysis as the main area of the company’s focus.
Organizational Behavior Analysis
The focus of organizational behavior is directed toward analyzing human skills in the organization. The systemic and scientific analysis of individuals, groups, and organizations helps companies to predict and consequently improve the performance of the analyzed subjects (Tosi, et al., 2000). Being directly related to performance, organizational behavior analysis focuses on influential factors in performance such as communication and interaction between the individual employees and their corresponding departments.
Organizational Behavior in Stanley Morgan
The human capital in Stanley in Morgan is an important and vital part and an inseparable part of the company’s business activities. Considering the diversified nature of the company’s operations and the existence of different departments, communication and interaction between employees can be considered among the most important aspects of the company’s success. The analysis will help the company to put clear vision and objectives, which will be updated and reinforced through the analysis findings. The analysis should include various aspects in the organization, as they are related to the employees, their skills, and the company structure, such as ethical conduct, HR management, organizational and corporate culture, and others.
Focusing on organizational behavior analysis is of vital importance for Stanley Morgan at this stage. We will be glad to expand the discussion on the focus on organizational behavior, given that the company considers such options, or requests further information on the analysis.
References
Explore Morgan Stanley (2009). Morgan Stanley. Web.
George, J. M., & Jones, G. R. (2004). Understanding and managing organizational behavior (4th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Morgan Stanley Code of Ethics and Business Conduct (2009). Morgan Stanley.
Tosi, H. L., Mero, N. P., & Rizzo, J. R. (2000). Managing organizational behavior (4th ed.). Cambridge, Mass: Blackwell.