The paper "The Organisational Behaviour Issues - Motivation at Vibe Company" is an outstanding example of an assignment on management. Organizational behavior is critical in managing labor owing to the realization that behavior is wilful and hence awareness on psychosocial issues pertaining to human behavior is integral in influencing productivity & organizational success (Willmott, 2007, p. 3). Kaifi & Noori (2011, p. 89) notes that organizational behavior discipline is core in bridging between managers, employees, and teams by empowering management to be in a position to recognize themes of concerns, elucidate the impact of such behaviors and how to build most appropriate practices that can ensure effective, robust and dynamic organization.
The article analyses organizational behavior issues – positive & negative using the case example of motivation at Vibe Company, teambuilding activity by Laguna Beach Resort Hotel & decision making at possum furniture. Motivation- Vibe Motivation is a critical aspect of organizations' competitiveness as it is core in guaranteeing employee satisfaction, commitment, reduced turnover, and performance (Dobre, 2013, p. 54). The basis for motivation has been pegged on monetary reward through approaches such as reward management (Rynes Gerhart & Minette, 2004, p. 382).
However, there is the realization that human employees have psychosocial needs that they need to be satisfied and thus, a call for managers to design various motivators to cater to these needs (Dobre, 2013, p. 54). Using the case study of Vibe Company owned by Sam Nguyen, the aim of this section is to assess the motivation issues arising out the scenarios at the company especially in regard to Sam not appointing Sarah or Julie as marketing and public relations manager so as to replace Andrea yet they had technical and interpersonal skills as compared to Grant who was only endowed with technical skills yet was appointed the manager. The concern under motivation as a result of the decision by Sam Nguyen to ignore Sarah or Julie as a replacement for Andrea as Marketing and Public Relations Manager is the inability to take care of other psychosocial needs of employees by believing that Sarah and Julie can be contained through financial reward alone.
Indeed, this is a false premise. Nohria, Groysberg & Lee (2008, p. 2-3) observes that there are four critical drives that are a function of motivation.
These are the drive to acquire and these include social status by being promoted; the drive to bond by having a sense of belonging; the drive to comprehend and drive to defend. However, the promotion of Grant to succeed Andrea and overlooking Julie and Sarah because they had children and thus, not being able to be at workstation full time yet they had a holistic package in qualification as compared to Grant because they possessed both technical and people’ s skills as compared to grants skills shows that Sam overlooked their motivational needs on flimsy grounds. From the perspective of how Sam approached the issue of Promoting Grant at the expense of Sara and Julie, it shows that Sam is inclined towards X theory of management & pattern ‘ A’ as opposed to Y theory of management.
Theory X assumes that people do not like to take responsibility; they want to be directed and value safety. Equally, pattern A individuals are not open and dislike experimenting. Nevertheless, within the present democratic society, such ideals might not be in tandem with the reality in-ground and such theory Y tenets that seems ignored by Sam is the best solution as it appreciates the integral role of pleasant environment and configuration of individuals goals with the organizational goals (Dobre, 2013, p. 54-55).
For instance, Vibe Company believes in work-life balance policies yet it cannot grant a section of employees with flexible working terms & family-friendly program so as to rise to higher echelons of management thus leading to undertones of mistrust and reduced commitment.
This depicts Sam as one who is not ready to experiment and not open to new ideas such as a flexible working schedule.
Belbin (2011). Method, Reliability & Validity, Statistics & Research: A comprehensive review of Belbin’s team roles. Retrieved on 4 July 2014 from: http://www.belbin.com/content/page/5596/A%20Comprehensive%20Review.pdf.
Bird, J. (2006). Work‐life balance: Doing it right and avoiding the pitfalls. Employment Relations Today, 33(3), 21-30.
Chandra, A., Krovi, R. & Rajagopalan, B. (2009). Risk Visualization: A mechanism for Supporting Unstructured decision Making Processes. The International Journal of applied management and Technology, 6(4): 48-70.
Dobre, O. I. (2013). Employee motivation and organizational performance. Review of Applied Socio- Economic Research, 5 (1): 53-60.
Hodgkinson, G.P. & Starbuck, W.I. (2008). The Oxford handbook of Organizational Decision Making. Oxford: Oxford University Press.
Ireland, R. D. & Hitt, M. A. (2005). Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive, 19 (4): 63-77.
Jones, R. G. & Hill, L.C. (2007). Strategic Management. New York: Cengeage Learning.
Kaifi, B. A., & Noori, S. A. (2011). Organizational Behaviour: A Study on Managers, Employees, and Teams. Journal of Management Policy & Practice, 12(1).
Mabin, V. (1990). Goldratt's" Theory of Constraints" thinking processes: A systems methodology linking soft with hard. history, 1990, 1994-1997.
Mealiea, L., & Baltazar, R. (2005). A strategic guide for building effective teams. Public Personnel Management, 34(2), 141-160.
Nazzaro, A. M., & Strazzabosco, J. (2009). Group dynamics and team building. DEVELOPMENT, (4).
Nohria, N., Groysberg, B., & Lee, L. E. (2008). Employee motivation. Harvard business review, 1.
Rynes, S. L., Gerhart, B., & Minette, K. A. (2004). The importance of pay in employee motivation: Discrepancies between what people say and what they do. Human Resource Management, 43(4), 381-394.
Tarter, C. J. & Hoy, W. K. (1998). Toward a contingency theory of decision making. Journal of Educational Administration, Vol. 36, No. 3, pp.212-228.
Wilkinson, J. S. (2008). Work-life balance in the Australian and New Zealand surveying profession. Structural Survey, 26(2), 120-130.
Willmott, H. (Ed.) (2007). Introducing organizational behaviour and management, London, Cengage Learning EMEA.