Fran Hayden Joins Dairy Engineering - Coursework Example

Organizational Behavior Case study: Fran Hayden joins dairy engineering Executive summary A number of organizational theories determine of how effective employees are likely to perform in the organization. This paper looks into the Dairy Engineering (NZ) case study, from which it handles factors to do with the personality traits, organizational politics, team effectiveness and role perception in the determination of the effectiveness of an organization. These are inclusive of some of the issues that Fran, the main character in the case study had to experience during her time in the organization. It is possible to determine that the main issue of contention in the case study has to do with communication mechanisms as well as management practices that have an effect on the overall performance of the team members in the organization. Table of contents Introduction 4 An Overview of the Case Study 5 Main Issues Involved In the Case Study 6 The identification and addressing of the issues 7 Conclusion 9 Recommendations 10 Bibliography 11 Introduction Organizational behavior is generally understood as the manner in which people interact within a group in an organization (Phillips and Gully 2012 p. 23). This is mainly applicable in an attempt to create an environment that fosters efficiency within the organization. McShane and Von Glinow describe organizational behavior as the study of the mannerisms of people in an organization, which includes studying the thoughts, feelings and the doings of people in the organization (McShane, Von Glinow 2013 p. 5). The main idea in this case is the incorporation of a scientific approach in the management of employees. For this reason, human resource departments within organizations use organizational behavior theories for the maximization of output from each individual within the organizational groups. A number of philosophies and models exist in organizational behavior. This indicates that the management within an organization should be able to modify some of the compensation structures, change the performance evaluation mechanisms, reorganize groups and adopt different tactics that might ensure an achievement of the organization’s desired results. In this case, the management should consider conducting studies meant to improve job performance, promote innovation, encourage leadership and increase job satisfaction for every employee (Phillips and Gully 2012 p. 26). This paper looks into the case of Fran Hayden joins dairy engineering, thereby presenting a discussion on some of the issues involved in the case. The context of the discussion covers issues such as organizational politics, team effectiveness, role perception and personality, which had an effect on Fran’s employment in Dairy Engineering (NZ). An Overview of the Case Study The case study is about some of the organizational behavior factors that might have an influence on the performance of an individual employee as well as the overall team performance within the organization. This is presented through an explication of Fran’s working experience in Dairy Engineering (NZ). Fran, who is the main character in the case, hopes to gain an appropriate experience as a new graduate upon joining the organization, but this was not to be the case. Initially, Fran was to hold the position of an Assistant Cost Accountant, but upon her arrival to the organization, she was moved to the MIS department. In the department, Fran was funding the roles she was to perform as unfulfilling, later on grabbing the opportunity to go to a management workshop after receiving the offer from Rob, the chief accountant in the organization. She had to attend the workshop without getting approval from Peter, her boss, since he was on a two-week leave. The case study also about some of the ethical issues related to organizational behavior, wherein the actions of the management determine the pursuit of the overall business goals. Some of the actions from the management after Peter came back from leave are indicative of an existing loophole in the management of Dairy Engineering (NZ), which raises ethical questions regarding the leadership of a business entity. It is apparent that Peter and Rob make decisions independently without consultations, thereby creating an environment that an employee finds unsatisfactory to work in. For this reason, Fran was not motivated enough to continue offering her services to the organization, which is a feeling that was stemming from the confusion she was experiencing as she got different instructions from individuals in the management. On the other hand, there is a possibility of determining that the tasks she was assigned for underutilized her qualifications from the university, which is a factor that greatly affected her performance. Consequently, she was less motivated to come to work, which is also a factor that the case study covers. Main Issues Involved In the Case Study The issues that arise from the case study are reflective in nature, thereby prompting an individual to look into the manner in which people do things customarily in Dairy Engineering (NZ), and raise questions on how these things ought to be done. In most cases, the underlying causes of some of the issues that might bring problems in an organization are the lack of a clear communication structure or the utilization of an inefficient organizational structure. One of the issues that arise from the case study is related to individual employee problems. In this case, it is possible to confirm the existence of supervisory issues, existing personality conflicts, a problematic structural orientation of the organization, and personal trauma, all of which relate to employee issues. This indicates that the trigger to the employee issues in the organization emanates from confusing or insufficient communications. This mainly occurs in a decentralized organization, where an employee feels that he or she is answerable to multiple supervisors. The other issue that comes up from the case study relates to teamwork problems. One of the characteristics of a high performing team is an evident or clear dedication to the pursuit of a common goal. If, for instance, an individual experiences some personal disconnect from other members of the team, the team might not function properly. This issue often originates from a communication breakdown that might lead to confusion between personal goals and the goals of the team. From the case study, it is possible to determine that Mike, one of the employees, was not impressed with Peter’s selfishness when he indicates to the team that revising Big Brother was his idea. Peter clearly disregards Mike’s effort, which evidently reveals Peter is only interested in the achievement of his personal goals without the recognition of team effort. With Mike’s resolution not share his ideas with his boss, it is possible to determine that the performance of the organization would be compromised. The identification and addressing of the issues An individual’s expectations and standards determine his or her personality as well as the values he or she upholds. In the identification of an individual’s personality, it is possible to utilize the Myers-Briggs Type Indicator, which indicates some of the personality indicators that are likely to affect the manner in which the individual interacts with others in an organization. By using the indicator, it is possible to indicate that the attitude an individual adopts might have an effect on the effectiveness of the team in the workplace. By analyzing the characters from the case study, there is a possibility of determining that each of them is not appreciative of the individual differences. The organizational structure has a great influence on this situation since the role perceptions of the individuals are unclear. For this reason, the employees are not in a position to determine their strengths or weaknesses, thereby creating an uncomfortable working environment. On the other hand, it is possible to identify an individual’s personality through analyzing their value systems regarding their operations in the work environment (Yammarino and Dansereau 2009, p. 6). One of the value systems of a manager that is open to change is the exhibition of the manager’s willingness and ability to make changes in the organization. A manager that is willing and open to make changes in the workplace for the creation of a good working environment is prone to ensure the organization works towards the achievement of a common goal. From the case study, Rob exhibits some level of openness to the adoption of changes that might enhance an employee’s ability to perform better, which is a personality trait that is non-existent in Peter. Instead, Peter is only interested in implementing changes that would work positively in enhancing his personal status in the organization. On the issue of role perception, Miner (2011 p. 231) argues that with clear separation of the duties and assignments that an individual should perform in an organization, it is highly likely that the organization will produce desired results. An individual is assigned different roles n an organization depending on the set of skills that he or she possesses, which will in turn determine the level of effectiveness. Role perception is not only necessary for the development of a position in an organization, but it is also crucial for the development of a clear communication structure that improves coordination between the members of a team. Conversely, role perception is necessary for the motivating the members of a team in an organization (Miner 2011, p. 239). From the case study, it is possible to determine that role perception is lacking, given that Fran does not have a clear description of the duties she was employed to perform. On the other hand, the miscommunication between Rob and Peter negatively affect Fran’s motivation as well as leads to her confusion. The other consideration would be to use a model that is likely to guarantee team effectiveness, which should be a model that identifies some of the requirements that are necessary for the creation of an effective team. Using Dr. Robert Ginnett’s model, the processes that are likely to ascertain team effectiveness should be the center of the model (Federal relay services). The model uses the systems theory in its approach of enhancing team effectiveness, where inputs such as individual and team efforts are contributing factors to the process after which the output determines the success of the process (Federal relay services). Figure 1: Dr. Robert Ginnett’s Team Effectiveness Leadership Model By using the model, the management in an organization can be able to identify some of the missing input factors that might hinder a successful output, thereby making the required adjustments that are likely to foster team cohesion to enhance organizational effectiveness. The other issue to consider in the case study is that of organizational politics. In his description about organizational politics, Fairholm, (2009, p. 223) indicates that all organizations are subject to competition between the interests and desires of every individual, teams or departments within an organization. However, in an ideal organization, there are mechanisms in place that are beneficial in reconciling the rival interests, thereby creating an environment that fosters rational reasoning. Nevertheless, this is not the case in Dairy Engineering (NZ) since Peter’s management style is not professional. Instead, he requires his employees to follow what he says and does not create room for any corrections or default from the instructions provided. The decisions made by both managers, Rob and Peter are not unanimous, thereby compromising the ability of the employees to perform their tasks as is required. Conclusion To conclude, it is possible to insinuate that the lack of coordination between the managers in the organization creates room for ineffectiveness. This is evident from the onset when Fran, the main character of the case study is offered a position that she was not appointed to occupy. The events from the case study raise several issues to do with the personality traits of an individual and its ability to influence the performance of an organization, team effectiveness, organizational politics and role perception (Buchanan and Badham, 2008, p. 126). These factors are necessary for determining whether an organization is likely to accomplish its desired goals or otherwise. Recommendations One of the most vital considerations that would be beneficial for the organizations would be to conduct a job evaluation exercise. Through this, it would be possible to determine some of the roles of the employees in a manner that will ensure some form of relevance in the determination of the roles the employees should play (Bose, 2002 p. 36). A job evaluation is also necessary for avoiding the duplication of roles, thereby ensuring an overall effectiveness in the performance of the organization. On the other hand, the management should be able to establish efficient communication methods between the different departments, which will promote teamwork. The other recommendation would be to create an environment that recognizes input from each employee, which is a consideration that will make an employee feel valued by the organization. This consideration is necessary for improving the general performance of each individual within the organization since it is not only applicable to Fran’s case. Bibliography Bose, D. C. 2002. Principles of management and administration. New Delhi, Prentice-Hall of India. Buchanan, D., & Badham, R. J. 2008. Power, Politics, and Organizational Change Winning the Turf Game. London, Sage Publications. Fairholm, G. W. 2009. Organizational power politics: tactics in organizational leadership. Santa Barbara, Calif, Praeger/ABC-CLIO. Federal relay services. Performance management. Retrieved from: McShane S L & Von Glinow M A. 2013. Organizational behaviour, McGraw Hill, New York Miner, J. B. 2011. Organizational Behavior 6 Integrated Theory Development and the Role of the Unconscious. Armonk, M.E. Sharpe, Inc. Murray, P., Murray, P., Poole, D., & Jones, G. 2006. Contemporary issues in management and organisational behaviour. South Melbourne, Vic, Thomson Learning. Pfeffer, J. 1997. New directions for organization theory problems and prospects. New York, Oxford University Press Phillips, J., & Gully, S. M. 2012. Organizational behavior: tools for success. Mason, OH, South-Western Cengage Learning. Yammarino, F. J., & Dansereau, F. 2009. Multi-level issues in organizational behavior and leadership. Bingley, JAI. Read More