Carmetrice White BA590 – Organizational Behavior Assignment 4 July 29, 2014 Case Study: Brussels and Bradshaw Organizational behaviors set the tone for how various businesses are ran. The behaviors can determine the motivation, stress level, and performance outcome of its employees. When evaluating the Brussels and Bradshaw case study there was some key organizational behavior issues evident in this case. There was no control in the firm when it came to the treatment its employees or was there any control in the work environment structure. The company had Kelly Richards in place as a human resources employee, yet she did not have the proper preparation to perform the task of a human resource employee.
Leading Change at Simmons Case Analysis 1. The differences in motivation between the typical manufacturing plant and the Janesville plant lies in the type of reinforcement that is present. Negative reinforcement or avoidance and punishment are the motivating factors seen in the typical plants at Simmons. Workers were motivated to perform through fear, as discipline was administered through a plant “sergeant” who walked the plant “as though he were on patrol”. Workers had no intrinsic motivation to work hard as they were not recognized for their efforts.
From a standpoint of a shopper I would evaluate the store as a confusing mess that seemed like a sale every time one shops. Sales are advertised but employees don't necessarily push the sales. The management goals reflect the employees' goals to let the products sell themselves. This hurts the company knowing that consumers can shop products on a "take it or leave it" attitude. Most people are aware of the lack of customer service Best Buy does not provide.
GGOL is ambiguous to most employees and managers at Simmons. They are concerned about the changes in their job tasks or established work routines. They may not be able to perform new tasks to their previous standards, especially when their pay is closely associated with productivity. Organizational Sources: Firstly, Structural inertia acts as a counterbalance to sustain stability and resist changes. The culture shared by a majority of the Simmons’
This perception has a direct effect on employees’ engagement and organizational citizenship behavior towards the goals of the company. Branch employees are not fully committed to the organization (OB, p. 108) therefore the turnover is very high. Contextual: * Recruitment policies: * Managers are hired mostly on “relationships of mutual favor”, and not based on managerial ability or integrity. * Long term personal goals for these people are mainly to flourish their relationships, because that increases their personal value in that market. The goals of the company do not fit managers’ personal goals.
Since this system was organized by an internal authority, it did not work too well. People in controls were on the same level so alliances were formed. They were not honest with reviews and the average workers were fearful to report and wrong doing to the superiors in fear of angering the higher ups. This dishonesty started the downward spiral of the unstable culture. 2) Discuss whether Enron’s officers acted within the scope of the authority.
These informal associations were built upon common activities and shard ideas about what was and what was not legitimate behavior in the department. Major issues in this case The major issue in this case is the dishonesty that was seen among the employees in the Plating dept., which lead to abusing the punch out system for logging in the work hours. It also outlines the working conditions, lower wages, which are present in the company that ultimately led to the low morale among the employees. The reason the case has been assigned is to study the group behavior and the common activities that are present in the group and to identify how that affects the productivity and satisfaction. Group norms There are two different behaviors that can be seen in the plating dept.
Assignment 3: Leadership, Teambuilding, and Communication April Woods Professor Smith BUS 322 – Organizational Behavior May 29, 2013 The purpose of this paper is to show how leadership, teambuilding, and communication affect an organization. The company that I chose to research for this paper is a previous company that I worked for, Dickstein, Shapiro, Morin, Oshinksy, et al. In addition, this paper will examine traditional, contemporary, and emerging leadership theories in which will describe the most appropriate leadership characteristics in terms of leadership style, as well as interpersonal forms of power. I will show how these characteristics impact the organizations performance and how they can be addressed. Finally, potential sources conflict within the group or work team and communication barriers will also be discussed.
One reason for this is the effect of traditional hiring and evaluation processes, in which the emphasis is still on individual performance and rewards. An essential question must then be asked: What happens to employees who, despite the organization's best efforts at training, still do not seem to be functioning as part of the team? HELPING DYSFUNCTIONAL TEAM MEMBERS What can organizations and teams do when they find themselves with employees who cannot contribute to, or work effectively, as part of a selfmanaged team? First, those who assisted the team during its formation can, as outsiders, usually identify employees whose behavior does not meet the norms expected and needed by the group for high functioning. If the outside facilitator and the other team members cannot resolve the problem after a reasonable amount of time, they need to seek assistance from the team manager and address the
College of Business and Public Management Department of Business Administration Does Leadership Always Matter in Organizations? Leadership could make a difference, but some researchers wondered that leadership does not make a difference to influence individuals, groups, and increasing the effectiveness in organizations all the time. They debate that even leadership let people to know there is some one in charge, leadership might be more a myth than the facts in the organizational life. They think the leaders have little effect to influence employees’ behaviors and performance sometimes. Sometimes employees continue dissatisfied with the work and performing at a lower level no matter the leader do, and the leader’s special way has little or no effective to motive employees.