The paper " Green Haven Organizational Behavior" is a great example of a Management Case Study. The Green Haven case involves organizational behavior issues that have been sparked by the change of the business’ s top leadership, following the retirement of its founding CEO Adam Cooper and his succession by Philip Cooper. Adam had fostered a nurturing organizational environment and culture favorable for both the employees and customers, driven by his passion for gardening. Adam provided effective leadership at the business and acted as a role model for his employees.
It is evident that the motivation of gardening drove Adam and his staff and providing high-quality plants and excellent customer service while keeping profit margins low and this was possibly the self-actualization stage described in Maslow’ s hierarchy of needs. However, upon taking the role of CEO, Philip introduced an organizational change at Green Haven since he was dissatisfied with many things that were happening at the organization. The change affected the entire business and thus disturbed the equilibrium that Adam had achieved in the organization for 30 years. Philip had a different motivation from that of his predecessor as was driven by the passion for high profits evident from the actions he took to reduce operational costs.
Philip’ s leadership was more power and achievement centered and it consequently affected employee motivation and attitudes and staff unrest and resignations showed it. Lack of employee engagement and commitment contributed to the decline of organizational performance. This paper discusses organizational behavior at Green Haven in the context of organizational change, leadership, motivation, and job attitudes. Unplanned organizational change When Philip assumed office, he turned a myriad of things to the business in a bid to cut down its operational costs.
He abolished the monthly day-long staff meetings and replaced them with formal meetings with the managers. Also, the reduced average time that the staff spent with customers and instead introduced computers to provide customer self-service. Philip believed that giving free plants to customers did not bring any sense to the business and he, therefore, directed the employees to stop the trend. Organizational change refers to the alteration of the work environment in an organization and consequently disturbing the old equilibrium (Pinder, 2014).
Kurt Lewin’ s Force Field Analysis asserts that there exist forces in organizational change: driving forces and restraining forces (Burke, 2017). In the Green Haven case, the driving force for organizational change was originated by Philip in his quest to reduce costs and increase the profitability of the business. The employees exerted the restraining force and it was manifested by the resignation of five employees and one long-serving manager, the decline in the overall organizational morale and commitment, and the ultimate decline in the profitability of the business. In order to thwart employee resistance to organizational change, Philip could have thoughtfully planned the desired change and ensure thorough consultation with the employees and the customers as well since they would all be affected by the change.
When Philip directed the operational changes to the employees at the meeting, he did not receive any feedback from them and he falsely believed they had agreed with him. Effective organizational change requires prior planning and stakeholder consultation since change must involve people and should rather not be imposed on people otherwise they will resist it (Education & Robbins, 2011).
Although change management and planning might be costly and time-consuming, it is essential because it avoids the problems associated with imposed change such as employee turnover and poor performance witnessed at Green Haven.
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