report on org commitment

8/3/2019 Report on Org Commitment

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Commitment

a stabilizing force that acts to maintain

behavioral direction when

expectancy/equity conditions are notmet and do not function


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The collection of feelings and beliefs

that managers have about their

organization as a whole


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- generally refer to three observable patterns ofbehavior:

Identification with the organization's goalsand/or mission manifested in pride in anddefense of the organization.

Long-term membership in the organization andintention to remain with the organization, oftentermed loyalty

High levels of extra role behavior, that is,behavior beyond required performance- Oftenreferred to as citizenship behavioror pro-socialbehavior.


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Loyalty

is maintaining a relationship despite

some degree of dissatisfaction with one'sbenefits from that relationship and/or the

existence of better opportunities.

High levels of extra role behaviorcan beexplained simply by the desire to

succeed


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Organizational commitment means

devotion of personal time and energy toan activity

Organizational commitment is necessary

for successful implementation of

change.


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Committed managers are loyal to and

are proud of their firms.Commitment can lead to a strong

organizational culture.

Commitment helps managers perform

their figurehead and spokesperson roles


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A) Understands and follows the

organizations ethical rules, policies andregulations and works actively towards its

vision, mission, goals and aspirations.


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B) Shows concern for the image of the

organization and talks positively aboutthe company, its personnel, objectives

and goals. Helps and cooperates with

others to ensure the best possible results.


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C)Actively seeks knowledge about the

organizations values, systems, productsand personnel and particularly the

relationships of own work unit with other

work units operations.


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D) Is prepared to set aside personal

priorities and willingly strives to achievethe organizations overall vision and

mission in addition to his or her own work

units goals, objectives and strategies.


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Each person must ask:

What can I do to make a difference?

What will this commitment mean to me

in terms of time and energy?

What skills do I have to offer? Am I willing to share these skills unselfishly

with my school system?


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Sufficient resources should be provided forthe planning effort

Key persons should be involved in theplanning process

Clear and realistic results expected for theschool system from the use of strategicplanning should be indicated


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A clear introduction to the planning processshould be given to top-level administratorsand other key persons; this should includestaff development activities and specialtraining seminars

Strategic planning team members shouldbe introduced to the internal and externalmembers of the school system and a clearexplanation given of their roles andresponsibilities


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Superintendents provide a clear

rationale for change

Central office personnel informconstituents well in advance of

anticipated changes within theorganization


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There is open and complete

communication about changes to be

made

An opportunity is provided for

constituents to discuss proposedchanges


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He who every morning plans the transaction of

the day and follows out that plan, carries athread that will guide him through the maze of

the most busy life. But where no plan is laid,where the disposal of time is surrendered

merely to the chance of incidence, chaos willsoon reign.

-Victor HugoFrench dramatist, novelist, & poet (1802 -

1885)


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report on org commitment

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