The paper "Role of Organizational Behavior at Ernest and Young Company " is a good example of a management case study. Founded in 1989 through the merging of Ernest, Whinney and Arthur Young & Co, Ernest and young company is an organization that is globally integrated with professional services and that offers tax transaction and advisory services such as consulting and IT audits. It is based in London, UK with 709 offices in about 140 countries while 70 offices are in the United States. The company, which has employed over 152,000 people globally, has been performing well in the market with an instance of this being evident in 2011 where its global revenues totaled $22.9. Ernest and young company business strategy revolves around using its skills to contribute positively to society.
The company combines its energy and enthusiasm with the professional skills to make a difference in society. Education and entrepreneurship are similarly core responsibilities given that they are beneficial to the society especially where matters of job creation and social unity are put into perspective (Atrridge et al. , 2013). Through such, the environment, which is actually significant as it is where the company carries out its operations, is able to experience the required growth.
Noteworthy is the fact that within the company, the heart and soul of the corporate responsibility are the employees. They strive to make a difference in their communities and build leadership skills that are valuable in their way. The framework of the company responsibility includes the workplace comprising of the employees, alumni’ s, retirees and recruits. The marketplace presents another framework comprising of the clients, legislatures and the government suppliers. Research, analysis and discussion of sustainability-related strategies and issues Role of organizational behavior at the company The organizational behavior of Ernest and the young company can best be described as that which is resilient.
Organization resilience involves the adoption of strategies that deal with forces in the environment likely to increase velocity, volatility and visibility in the company (Leflar & Siegel, 2013). Increased uncertainties, the emerging global markets, scarcity of resources as well as dependence on complex systems are what describe volatility. Velocity enables customers to quickly change their choices of purchasing.
Ernest and young company respond to this by being adaptive, innovative and responding to threats that occur in the market. Visibility is another aspect of the company; it is driven by explorations from social media and social activism. This has lead to an increase in the vulnerability of brands to perceptions that are an alternative and a loss of reputations. The activities of organization resilience by Ernest and Young Company enable it to survive and exploit opportunities presented by threats that are unforeseen and disruptive by forces that increase visibility, volatility and velocity.
This activity also avoids performance and protection bias nesses. It goes beyond traditional plans that address cultural and behavioral dimensions of sound communal risk-taking. These activities support the agendas of productivity within the organization. In 2010 the company performed research on resilience with the government of Australia, thereby a report was written in 2013 known as organization resilience: the relationship with corporate risk related strategies. The attributes in the organization included resilient leadership, culture, networks and change readiness. Resilient leadership is the results used by management for consultative, decisive and quick decision making during disruptive circumstances.
Culture supports learning from failures, inspires vigilance and creates a vigilante organization. The strong networks build are based on trust hence help the organization when there are threats to disrupt its activities.
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