Nike - Organizational Audit Essay

3195 Words Apr 15th, 2011 13 Pages
Presented to:

Dr. Laura Pogue
Chadron State College
Organizational Behavior Audit for
Nike Inc.

TABLE OF CONTENTS

1. Company Overview
2. Body of report
2.1. Introduction to Organizational Behavior [general OB attributes]
2.2. Individual Behavior, Values, and Personality
2.3. Perceptions and Learning in Organizations
2.4. Workplace Emotions, Attitudes, and Stress
2.5. Employee Motivation: Foundations and Practices
2.6. Individual Decision Making
2.7. Team Dynamics
2.8. Communicating in Teams and Organizations
2.9. Power and Influence in the Workplace
2.10. Conflict Management
2.11. Leadership in Organizational Settings
2.12. Organizational Culture
3. Conclusion, Results and Summary
4. Bibliography

1.
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Nike also employs suppliers’ human resources department as a strategic partner.

Improving lives is a key step in improving profits when you work in the developing world. Nike learned this first hand by collaborating with suppliers to limit overtime, ensure freedom of association and extend other conditions taken for granted in the industrialized world. However, improvements in working conditions are not always welcome. Suppliers want to see the direct benefits to their bottom lines. Without that, many aren’t willing to take any risks. Consequently, persuading suppliers to improve working conditions isn’t easy. The best approach, Nike discovered, combines education and leading by example. The starting point for Nike was to develop a supplier code of conduct that extends the corporation’s values to its suppliers. Of course, change doesn’t occur overnight. Instead, it’s a work in progress. When Nike began its CSR program, it knew it had to work incrementally. The first steps were to identify goals, conduct a supply chain audit to understand the actual practices and then to identify needed changes. Putting monitors on the factory floor is another approach, but those monitors have to be picked strategically. Monitoring is valuable but, like an audit, it only points out discrepancies and resolves incidents. It doesn’t catalyze systemic change.

3.2. Individual Behavior, Values, and Personality
Individual Behavior is influenced by motivation, ability, role

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