Organizational Behaviour Essay Example for Free

Organizational Behaviour Essay jump A consists of one-third questions. Be sure to include both the questions and the responses in the document you submit. Your total combined responses for these troika questions should non exceed 1000 to 1500 rowing.1. Marketing specialists at Napanee Beer Co. developed a new advertize motion for summer gross revenue. The ads were particularly aimed at sports events where Napanee Beer sold kegfuls of beer on tap. The marketing group leaded for months with a top advertising firm on the campaign. Their effort was successful in terms of significantly higher demand for Napanee Beers keg beer at sports stadiums. However, the production department had non been notified of the marketing campaign and was not prep bed for the increased demand.The political party was forced to buy empty kegs at a premium price. It alike had to brew whatsoever of the bring low priced keg beer in vats that would have been used for higher priced intensity beer. The result was that Napanee Beer sold much of the reject priced keg beer and less of the higher priced products that summer. Moreover, the caller-up could not initially fill consumer demand for the keg beer, resulting in customer dissatisfaction.Use open systems surmisal to explain what occurred at Napanee Beer Co. Begin with a brief comment of open systems theory. Use your own words (paraphrase) and remember to cite all sources using APA style.The open systems theory states that organizations argon entities that continually ex transmute resources with its external environment. The organization is dependent on the external environment for resources such as raw materials, employees, financial resources, and information and equipment which ar the organizations inputs. Those inputs ar used by the organizations internal subsystems, such as production and marketing, and are subsequently turned into railroad sidings such as products, services, employee behaviours, profits/ los ses, and waste/ taint (McShane Steen, 2009, p. 4).According to the open systems theory (McShane Steen, 2009, p. 4), the organization Napanee Beer Companys internal subsystems were not operating efficiently. due to the lack of communication between the marketing group and the production team, production was unaware of the increase in demand for the product and did not rig enough inputs to meet this larger demand. Consequently, the materials used were much more expensive than they would have been had they been ordered earlier. This oversight cost the high society sales on higher priced specialty beer and caused customer dissatisfaction.Had the production team been aware of the success of the marketing campaign, which was geared towards sporting events where Napanee Beer sold kegs of beer on tap, they would have been able to order the appropriate amount of kegs, saving the company a lot of money. This is not an issue between the external and internal environment barely an issue with Napanees internal subsystems strong suit (McShane Steen, 2009, p. 4.). The lack of communication between departments weakened the companys strength to maximize its input to output capability therefore, the company was not functioning at a high level of efficiency (McShane Steen, 2009, p. 5.).2. The sales disposal agency of a large industrial products wholesale company has an increasing problem salespeople are arriving recently at the office each morning. Some sales reps go directly to visit clients or else than demonstrate up at the office as required by company policy. Others arrive several minutes after their appointed start clip. The vice-president of sales doesnt want to introduce time clocks, but this may be necessary if the lateness problem isnt corrected.Using the MARS mildew of individual behaviour, diagnose the possible reasons salespeople may be engaging in this lateness behaviour. Begin with a brief description of the MARS model. Use your own words (para phrase) and remember to cite all sources using APA style.The MARS model represents the four factors that influence peoples behaviour and performance. These factors are motivation, ability, role detections, and placeal factors (McShane Steen, 2009, p. 26). Motivation is what drive backs a person in a particular room and the passion and persistence in which they pursue something (McShane Steen, 2009, p. 26). The ability of an employee refers to their natural aptitudes as well as their acquired capabilities (McShane Steen, 2009, p. 27).An employees competencies refer to his or her adroitnesss, knowledge and other characteristics that may be good to the organization (McShane Steen, 2009, p. 27). Role perception is the third factor in the MARS model. This refers to how closely the employees perception of their job duties aligns with the employers (McShane Steen, 2009, p. 27). The closing factor in the MARS model is situational factors. Situational factors involve conditions that are not part of the employees skill set or own(prenominal)ity and are often out of their control (McShane Steen, 2009, p. 28).According to the MARS model of individual behaviour, the possible reasons salespeople may be engaging in this lateness behaviour is first the lack of motivation they are feeling to show up to the office at their scheduled start time (McShane Steen, 2009, pp. 26-28). This could be due in part to the lack of incentive they receive for showing up on time. Furthermore, the absence seizure of negative consequences for showing up late has not shown the sales reps that the company is serious about this policy. In order for the sales reps to be motivated to show up to the office in the morning preferably of seeing clients first, there needs to be some kind of reinforcement from the company that demonstrates that showing up on time is a behaviour that they expect and nourish.The sales reps were most likely hired because of their ability to gain new customers and sell products therefore, they see this aspect of their job as being priority and do not see the value in showing up at the office first. The biggest factor effecting this situation is role perception (McShane Steen, 2009, p. 27). The sales reps do not have a clear understanding that arriving at the office on time is an essential part of their job duties. It is clear from the sales reps behaviour that they are not aware of the importance of being at the office in the morning before they creative thinker out to see clients. While this may be a company policy in writing, it is not well practiced in the office, so it is perceived by employees as a recommendation rather than a rule. Situational factors may also contribute to the lateness problem (McShane Steen, 2009, p. 28). This could be because face time at the office does not support their task goals which are to go out and see clients and sell products. The sales reps top executive find the commute to the office an inconveni ence whereas they could instead cut that commute out of their day and drive straight to a clients office.3. Big Box Construction Company has received warnings from government safety inspectors that employees at some of its construction sites are not wearing away the required safety helmets and noise-protection equipment. The company could lose these contracts if safety practices are not maintained. The company has warned employees that they could be fired if they dont wear the safety gear, but this has had little effect. Describe an A-B-C analysis for this situation and provide two types of behaviour modification interventions that might change employee behaviour in this situation. In an A-B-C analysis of this situation the antecedent would be the warning the employees received from the company informing them that they must wear safety gear on the job site.The behaviour is that some of the employees are not wearing safety equipment on the construction sites. And the Consequences ar e that the employees face termination if they continue to handle this policy (McShane Steen, 2009, p. 66). Two types of behaviour modification interventions that might change employee behaviour in this situation are 1) Positive reinforcement, the supervisor can offer praise to the employees who are adhering to the safety guidelines (McShane Steen, 2009, p. 66). In addition, there could be a reward in place such as a bonus for employees who are wearing their safety equipment on the site every day. 2) Punishment, although punishment might generate negative feelings toward the company and supervisor, it is necessary because of the severity of the breach (McShane Steen, 2009, p. 67). The type of punishment will depend on the frequency of the offensive. For example, the first offence could result in a write-up, the second offence in a suspension without pay, and the third dismissal.Part BRead Case Study 4.1 Conestoga-Rovers and Associates on pages 97 and 98 of the textual matterboo k and answer the three discussion questions that follow it. Your answer for this case study should not exceed 600 to 800 words in continuance and should incorporate, where appropriate, content from Lessons 1, 2, 3, and 4.Questions1) Why does Conestoga-Rovers and Associates and other companies try to create a substantiative work environment?The text explains that according to the dual cognitive-emotional attitude process, the positive emotional experiences employees encounter on a daily nucleotide at Conestoga-Rovers contributes to their job satisfaction (McShane Steen, 2009, p. 80). When employees are satisfied with their job they are more likely to be accommodating to the organizations clients, helpful to their co-workers, and can experience increased overall productivity (McShane Steen, 2009, p. 87). Therefore, it is beneficial for the company to foster a positive work environment where its employees are frequently feeling positive emotional experiences, so that their outlook on their jobs and the company will be much more lucky (McShane Steen, 2009, p.80).According to the model of emotions, attitudes, and behaviour (McShane Steen, 2009, p. 79), our emotions will have a direct impact on our behavioural intentions which in turn will most likely affect our behaviour. If the employees at Conestoga-Rovers are bombarded with positive emotions in their work environment, than they are more likely to behave in a way that is agreeable to the company.Conestoga-Rovers acknowledges and appreciates its benignant swell and realizes that its employees knowledge provide a competitive advantage to the company (McShane Steen, 2009, p. 7). They realize that in order for the company to retain its cute employees and attract new ones they need to foster a positive work environment. By adapting employment practices to suit the needs of their employees the company is straining to retain its valued intellectual capital (McShane Steen, 2009, p. 6).2) How does this compa ny manage to provide events and perks that employees value?At Conestoga-Rovers and Associates having fun and maintaining a work-life balance are primitive to the company and its employees. This is evident in the many perks this company offers its employees that vary from its extremely active social citizens committee to the onsite daycare facility. As stated in the case study, an employee of Conestoga-Rovers suggested that the company build an onsite daycare facility, never very expecting that they would take her request so seriously. However, much to the employees delighted shock the company complied. This demonstrates the companys dedication to its employees wants and needs.In addition the company has assembled a social committee to listen to what it is that employees value and have evidently been able to deliver to the Conestoga-Rovers employees what they want. By doing this for their employees the organization is building organizational commitment and obedience to the compan y (McShane Steen, 2009, p. 89). By involving employees in company decisions that affect them and listening to their needs they are strengthening their employees social identity within the organization. This shows employees that their opinions are not only heard but are valued and trusted by the organization (McShane Steen, 2009, p.89). The company has a work hard-play hard mantra, and their social events and activities play an entire role in the companys culture (McShane Steen, 2009, p. 97). This is evidently closely aligned with its employees set therefore, the employees feel comfort in their shared values with the company prompting them to remain liege to the company (McShane Steen, 2009, p. 89).3) Is it possible that employees can have too much fun at work?From own(prenominal) experience, I think that it is possible to have too much fun at work. When there are too many social events at work it takes away from an employees personal time and time at home with their family. An employee can feel forced to participate in social events that they do not want to partake in, and this can end up having a contrary effect to what the company is striving for. This added pressure to attend social events can add sample for the employee and take away from time essential to complete his/her work.Conversely, having fun at work can help build camaraderie amongst the employees and reduce the consequences of stress such as job burnout. Attending social functions can give employees a break from the prosaic routine of their job tasks therefore, reducing the risk of emotional exhaustion and indifference towards their jobs (McShane Steen, 2009, p. 91). Fun events with co-workers can also help to build on an employees social awareness. For instance, when employees are interacting with each other and building personal relationships as well as professional relationships they are better equipped to perceive and understand the emotions of their co-workers (McShane Steen, 20 09, p. 84). Because they are getting to know their peers personal situations a little better, the interaction allows them to be able to experience some empathy for their co-workers.