The paper 'Organization and Behavior Design' is a perfect example of a Management Essay. In a diverse organization as the case with the Regency Grand Hotel, no matter the level of experience we have, sometimes managers and directors forget to capitalize on diversity among employees. In other words, if managers can capitalize on effective diversity management then such cases as witnessed in this hotel can be minimized. To begin with, one of the major issues within this organization is the lack of proper communication. John Becker, having served for ten years as a manager wanted to try something new as far as changes within the organization are concerned.
Being a strong believer in empowerment, he altered channels of communication and aspects of management to something he believed could motivate employees. Such was giving front-counter employees the freedom to make some decisions without necessarily consulting their managers. And so was giving front-line employees more authority to make decisions contrary to what the hotel was used to. Unfortunately, these changes led to critical issues in the hotel. Having discussed one major issue in the case study, it will be important to analyze whether there is missing information before suggesting a suitable framework for analyzing the issue.
One key model of communication as suggested by Robbins et al. (2011, p. 312) is that organizations ought to put in place mechanisms of managing communication. Among strategies laid out by Becker, the case study fails to outline how the organization would be dealing with information workload. And as a result, the manager spent most of his time attending to such. To factor in the lacking information, the analysis will assume the theory of demographic diversity in the sense that even though Becker failed to strategize on how to manage information, an organization may still have increased productivity if the group has employees comprising of highly intelligent, conscientious and interested people as witnessed in this case. As this issue remains to be seen, the hotel has witnessed devastating consequences.
Management consultants argue that values espoused by top managers in organizations carry with it certain implications and such will be reflected in the long run. Relating this to a case study in this hotel, organizational theory as suggested by Robbins et al.
(2011, p. 466) argues that every organization has its own prescribed culture and trying to alter that might bring turbulence in such organizations. Therefore one way in which the issue stated above links together is that employees in the Hotel are no longer able to distinguish between a major and a minor issue. From the case, this was brought due to situations where senior employees were able to reverse decisions made by their juniors rather than advising them on such. Again, Mr.
Becker realized that there were a lot of consultations coming to him than he earlier anticipated. Contrary to his attempt to motivate and empower his team of workers, the decision to reduce bureaucratic rules resulted in the resignation of some of his workers. Therefore a comprehensive framework to be used in the analysis of the issue is to understand the models and theories related to organizational behavior. As cited by Robbins et al. (2011, p. 468) Alain de Bottom in his recent book, The Pleasure and Sorrows of Work explains that every organization has its own codes of conducts such organization is used to and trying to change such from its management might make such organization to tumble.
On the other hand, the author describes organizational behavior as a study of what people do in an organization and how their behaviors affect the general performance of the organization. To analyze the issue based on this framework, it is important to compare the kind of organization Mr. Becker was dealing with vis-à -vis models and theories of organizational behavior as described in the book.
To begin with, Becker inherits an organization with employees having set practices they ascribe to. The Hotel has a total of 700 employees with some benefits associated with it. There are already behaviors these workers are used to and trying to bring changes such as making his managers and departments not to consult him more often or even altering roles and powers of front-counter employees was already too much change to handle within that short period. Relating these to the model and theories of organizational behavior we can argue that sometimes a manager irrespective of the experience and knowledge in a particular job needs the right people at the right time to do a particular job.
And in as such as that must be changed, extensive and elaborate sets of metrics need to be put in place before implementing changes as seen with Mr. Becker. Another thing that Mr. Becker fails to integrate into the hotel and which is has culminated in the issue above is the theory stating that we can only find few absolutes in organizational behavior.
Though this organization has total employees of 700 all enjoying workforce diversity, organizational behavior as a model reminds us that human beings are complex, and few, if any, have universal principles. The theory also holds that within a pool of workforce, people are not alike and their abilities to make simple judgment also differs and thus living every decision on hands of employees as the case with Becker results in what this book terms as “ sweeping generalization” (p. 12). It is not my wish to argue that Becker did not make valid predictions especially if we consider his vast experience and how he successfully managed to integrate other newly acquired hotels in the United States.
However, I argue that concepts of organizational behavior need to reflect situational, or contingency, conditions. In an organization such as this hotel, Becker failed to understand that situation y can only lead to x, but under certain conditions as specified in z. This provides the reason why organizational behavior scholars avoid general concepts such as everyone likes general and challenging work and this is the reason why when Becker advised his managers and department heads not to consult him about minor decisions.
And the result was the case study describes as, “ Several managers and department heads told him that they liked the idea and would support it, while others simply nodded their heads… ”
ReferenceRobbins, S., Judge, T., Millett, B. & Boyle, M. (2011) Organisational Behaviour; Sixth Edition, Pearson, Frenchs Forest