Case study about sawmill companies 2 pages single spaced

ORGANIZATIONAL BEHAVIOUR 1

ORGANIZATIONAL BEHAVIOUR 5

Organizational behavior and how it can enhance the profitability of a company

Thanks for your assignment good start 78%

Organizational behavior and how it can enhance the profitability of a company

Introduction

The aim of any business organization is to improve sales and to make profits so that it enjoys the competitive advantage. Most managers apply all the management theories to ensure that their organizations do their best. However, many organizations fail to achieve their goals simply they don’t practice good organizational behavior and may result into the failing and its organizational goals might not be met.

The HY Dairies is a wonderful example which can show how the organizational behavior can affect the productivity and how these effects can be reduced. From this case study analysis managers can use it to attain maximum control of their products. After the organization hired Rochelle Beauport, the sales figures greatly improved meaning that she was giving her best input in the company limited. The vice president who is in the team of top management probably in charge of strategizing and coming up with new policies for goal achievement in the company called the lady in his office. Since it was the end of the year analysis, Mr. Gilman decided to offer her what he thought was a promotion.

The entire procedure of the calling and the conversation they held had a lot to communicate about organizational behavior. The employee promotion and employment process conducted on this woman was not only demanding but also suggested that a lot should be done if efficiency and productivity is to be witnessed in this organization. In this analysis, I have tackled what were the symptoms to show that something had gone wrong, how these symptoms are caused and finally, what can be done by these organizations to ensure that these problems do not affect the day to day management and productivity of an organization. Good introduction, please make sure that the relevant points are included in the appropriate sections below.

Symptoms that something has gone wrong

It is always expected that if one is being promoted to a better job, they tend to enjoy and really rejoice when the offer is being presented, but in this case, the response of Rochelle Beauport on the news that she is being transferred from gourmet ice cream brand whose sales she had greatly improved to the post of marketing research coordinator.

The following were the symptoms that something had gone wrong:

The way she was surprised when the news was given to her, her surprise was followed by silence and she couldn’t protest since she was new in the organization. This is enough to show that something is not right. The inability to communicate her mind is also a red flag that something was seriously wrong.

The assumption by Gilman that Rochelle enjoyed the news about her promotion also shows that something has really gone wrong. Even though Gilman talked happily as he escorted her out of his office, it was clear that Rochelle was not pleased with the news.

Lack of information and different perspective was also an indicator that something was not well; she had an assumption that some positions held are not a route to the top management. This was a negative thing and the fact that a manager is just supposed to offer professional direction in an organization; she owned the position and just saw it as a route to top management. This coupled by the inferiority complex she displays shows that something was seriously wrong.

The idea that she was being sidelined due to her sex and color is an indicator that something is wrong. The thought that she was also being removed deliberately from the job she enjoyed most showed that her whole idea about work efficiency and goal orientation was not instilled in her and that working format in that organization was not very well described hence it showed that there was a problem.

The way Rochelle reviewed her day that evening and the self-confrontations she had about whether to quit the job, confront Mr. Gilman or take up the job really meant something had deeply gone wrong. In normal situations, it is expected that the person in question who has been promoted will be very happy and start planning on how to do well in their new positions, this showed that something was seriously wrong, unless these things are handled professionally and changes made in the organization, it is likely that the productivity will go even lower in subsequent productivity as compared to previous ones. Good thoughts—careful not to get into the “why’s”—those belong in question 2 as root causes. The observable symptoms should stick to the facts that you’re able to identify. The main observable symptoms were her reaction and subsequent thoughts—shock, surprise, silence, weak “thank you” and whether to resign or confront the organization. The causes or “why’s” belong in the answer to #2. 14/20

Root causes of the symptoms

For any organization to achieve its set target, the interaction between workers and management should be carefully analyzed and well-practiced to ensure that all workers give their best and this will result in the organization attaining all its goals and objectives as stipulated in the mission statement.

The most evident cause of this problem was the kind of managerial level the HY Dairies Company practiced. This company practiced the Autocratic control meaning that the management dictates on what the other staff does. The staff therefore has no say in whatever the management does. This is proven by the way Mr. Gilman gave the news about her promotion without even consulting her to know how he felt about the same and whether she would be comfortable to work with that. If this they had a quorum to discuss so that Rochelle could also have given her view, these problems could not have aroused.

Another cause for the above symptoms was a negative personality study, if the vice president could be having good interpersonal skills, then he could have noted the surprise of Rochelle and then discuss a way forward or have a bargaining point to consider what she thought. This negative interpersonal skill Gilman possessed was a root cause for all what happened in the organization especially when they wanted to promote Rochelle. For the employees to be treated well and improve productivity, the management must have good interpersonal skills to help interact with other members of the subordinate staff (Champoux, 2016).

The organizations communication structure was a cause to this problem. The fact that Gilman had come from the same position Rochelle was refusing to become part of the management could have made her take up the new task. This could have been made possible that each employee’s records are well kept and other staff encouraged knowing the way the top management team was formed. As a result of this information being made available to the employees, it could have reduced the pressure in Rochelle and Gilman’s conversation.

Motivation structure of the organization was also a cause to these problems experienced. It is good to understand what motivates employees. Some like Rochelle are motivated by money, some by promotion, others by recognition and many other more. The organization should therefore have known how different employees are motivated and by so doing will give a slight way to know how to motivate every employee and this will in the long run cause to improved performance. The lack of knowledge about what motivate Rochelle was a cause to the symptoms shown.

Organizations’ lack of training workers to tackle and handle emotional harassment. The way Rochelle was reviewing her day in the evening; it shows that she didn’t possess the skills to handle the same. If they could have been trained, then she could have employed and used the best way out putting all factors into consideration.

Previous experience and generalization caused this problem. Rochelle did not understand the fact that companies are different and managers too have their own weak points. It is this problem that caused the conversation between Gilman and Rochelle not to be successful. She used her previous experience in the company where she was in. the way she was sidelined and the perspective that organizations used that trick to ensure that ladies don’t reach the highest position. This is what made her have the idea that HY dairies also wanted to do the same to her, yet it is very clear that the vice president; Mr. Gilman was very honest to his offer (Organ, 2017). Good analysis of what were some of the issues that contributed to the situation. I agree her past came into play - in fact there were perceptual errors on both sides. For her there was stereotyping and selective attention and for Gilman there was a false consensus effect. Overall there was poor communication– he did not involve her in the decision, provide her the feedback on her performance that she’s expecting or seem to know her well enough to read the nonverbal cues. 23/30

Best actions to avoid such problems in future

Having gone through some challenges, one will do all they can to ensure that this challenge does not happen again. In as much as Gilman was very honest, this backfired and the organization should take quick actions to ensure that this negative occurrence is mitigated and profits maximized.

The first technique this management can use is to change its management style. Through this, the autocratic will be changed and the employees and other junior members of staff will have a say in the way things are done, in case of such a promotion, the affected people like Rochelle will be allowed to air their views and all information relayed to them, as a result, performance will be improved and all workers will be happy that their views are also taken into consideration.

The managers should be trained well on Organizational Behavior (OB). Through this, they will learn interpersonal skills, how to relate with other workers and through this, and their interpersonal skills to know when a member of staff is not happy and above all read their moods and act accordingly. The worker and customer satisfaction will also be integrated to the managers and they will be able to motivate workers in the right way. Leadership skills will also be learnt and the team leaders will lead their teams well to greater heights, understanding how to solve problems will lead to organizational behavior.

The communication channels should be improved and be made efficient in this organization. Through proper communication, information would be dissipated well and inaccurate information and grapevine will be avoided, this will lead to openness and accountability because each member of staff will know what is expected of them.

Get together conferences and seminars should be organized so that workers can bond and understand each other better, through understanding the people we work with. It will be possible to improve our productivity. People will understand how others behave when they are annoyed and by so doing will know how to deal with them accordingly without affecting performance (Gelfand, Aycan, Erez, & Leung, 2017). Good suggestions on how things could be improved. I agree that there needs to be better communication and that the leaders could have better skills. Gilman needs to take the lead on creating a space where employees feel safe enough to voice concerns. Both of them could use perceptual awareness training and Gilman could use some coaching on effective performance management and career development conversations. HR could also publish suggested career path information so that the rationale behind certain lateral moves is better understood. 33/40

Conclusion

In any organization, the goals will be achieved and attained if the organizational behavior is learnt and practiced by the top management. Failure to do that, the organization will collapse or experience continued discord among workers. A good organization is the one in which workers not only enjoy working but also give their best input to it.

Presentation—Well organized and good use of formatting—careful on the distinction between red flags (the observable facts) and root causes (the “why’s”). 8/1

References

Champoux, J. E. (2016). Organizational behavior: Integrating individuals, groups, and

organizations. Routledge.

Gelfand, M. J., Aycan, Z., Erez, M., & Leung, K. (2017). Cross-cultural industrial organizational

psychology and organizational behavior: A hundred-year journey. Journal of Applied Psychology, 102(3), 514.

Organ, D. W. (2017). Recent Developments in Research Pertaining to Organizational Citizenship

Behavior (OCB). Annual Review of Organizational Psychology and Organizational Behavior, 5(1).