Organizational Behavior - Analysis Term Paper

Pages: 8 (2316 words)  ·  Bibliography Sources: ≈ 16  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
Lucy should sit back and also allow Jane work with the top leaders to direct the company as they best see fit. Though she has appointed Jane in charge, she is still to much involved in the daily activities and preventing Jane from truly taking on the role of leader. She should also take the time to encourage her top leaders and speak with Patrick candidly regarding his strengths and weaknesses, and offer him opportunities for rising above his dissent to a useful spot within the top leader and management team.

One last comment, regarding Patrick's dissatisfaction. Jane should acknowledge his disappointment at not being appointed to the head position of the company, and then work with Patrick to develop a job description that is more focused and specifically outlines his duties and responsibilities. Early in the case study it is mentioned that Patrick is the only top leader without a defined job function and scope.

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He needs to sit down with Jane and develop some tangible goals and a well defined job description. The more he is invited to participate in this process, the less likely he is to remain dissatisfied and discouraged. For an employee to be useful and competent in any situation, they must be aware of the scope of their job and their specific job responsibilities. Patrick has no direction and no significant job tasks. He was 'assigned' a position by his mother, Lucy rather than asked to participate in a collective process of negotiation with Jane and Lucy to develop a management role that would be meaningful and participatory. He probably resents not just his mothers oversight of him for the position, but his now seemingly 'meaningless' role that has been assigned rather than ascribed to him.

Term Paper on Organizational Behavior - Analysis of Assignment

Patrick needs to know that his contributions to the team are significant, meaningful and important if he is to become a useful and productive member of the top management leadership team. As of now he is acting as loose cannon, creating disturbances and unrest among other employees and top leaders working in the company. If he continues to bad mouth Jane behind her back and work toward separating employees loyalties on the sidelines, the top management team will remain disjointed and dysfunctional. If he is not able to overcome his dissatisfaction it may be worth considering letting him go.

Final Comments management team should function like a well oiled engine. All the parts of the team have a specific and important role and function, and must work together collaboratively to achieve corporate goals and vision. In the case of Greenlife, the top leader team can be described as disjointed at best. A majority of the top leader members fail to regularly offer constructive advice an opinion about the current leadership and organizational goals at Greenlife, when they should be focusing on writing down their ideas for improvement and suggesting ways that they can work in collaboration with the new CEO to achieve organizational objectives.

A more participative and encouraging environment are necessary at Greenlife so that the top leader team can work more like a well oiled engine (Weick, 1993). This will require some accommodations and sacrifices from both Jane and members of her team. Open communication and encouragement of constructive criticism and idea sharing will help foster a more ordered top leadership environment. Each of the top leaders should be afforded the opportunity to participate in management decisions and offer constructive criticisms and alternatives for growth regularly.

References

Barley S, Kunda G. "Design and devotion: surges of rational and normative ideologies of control in managerial discourse." Adm. Sci. Q. (1991). 37:463-99

Caudron, Shari. "Keeping Team Conflict Alive." Public Management, (2000) Vol. 82, Issue 2, p. 5.

Clark, Robyn D. "Ulterior Motives Anyone?" Black Enterprise, (2000, April).Vol. 30, Issue 9, p. 65

Goodstein JD. Institutional pressures and strategic responsiveness: employer involvement in work-family issues. Acad Manage. J. (1994). 37:350-82

Hiam, Alexander. "Obstacles to Creativity - and How You Can Remove Them). The Futurist, (1998, October). Vol. 32, Issue 7, p. 30.

Holmes, Sarah A., Langford, Margart, Welch, James & Welch, Sandra. "Associations between Internal Controls and Organizational Behavior." Journal of Managerial Issues, (2002). Vol. 14, Issue 1, p. 85

Howell, J.M. And B.J. Avolio. "The Ethics of Charismatic Leadership: Submission or Liberation." The Academy of Management Executive (1992). 6, 2: 43-54.

Irvine, B. And L. Lindsay. "Corporate Ethics and the Controller." CMA Magazine December/January (1992): 23-26.

Manz CC. Self-leading work teams: moving beyond self-management myths. Hum. Relat. (1992). 45: 1119-40

Mowday, Richard T. & Sutton, Robert I. "Organizational Behavior: Linking Individuals and Groups to Organizational Contexts." Annual Review of Psychology, (1993). Vol. 33, p. 195

Noe RA, Wilk SL. "Investigation of the factors that influence employees' participation in development activities." J. Appl. Psychol. (1993). 78:291-302

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