The paper "Organizational Behavior Attitudes and Value" is a perfect example of a Management Case Study. Organizational behavior is very reflective of the effect that the values and attitudes that people have in their places of work towards their work do in the attainment of the organizational goals (Isaac, Zerbe and Pitt 213). It shows how people interact with themselves in the organization. Eerde and Thierry state that every single organization has a behavioral acumen that transcends along the lines of values and attitudes (575). These values and attitudes oscillate along the continuum of positivity and negativity depending on the specific value and attitude that the organization has.
For this reason, it is vital for organizations to develop behavioral mechanisms that are aligned to positive development of the organization with respect to the attainment of the organization’ s objectives. Several theories will be applied here in this discussion following a study of a sample case study to identify how some of these organizational behavior theories are applicable to the case study and what effects are achieved by the same. The three theories are theories of organizational behavior, Maslow’ s need hierarchy theory, classical organizational theory, and expectancy theory.
The application of these theories in tandem with the case study will also be carried out in this paper. Statement of the Problem: Northwest industries, a company that manufactures recreational vehicles finds itself faced with a problem (Dublin and Young 353). The company workers, some of them who are young college students find themselves in a state of rivalry with their elderly counterparts. The fact that an introduction of a system of work and strategy by the company’ s chief foreman, Craig Hansen results in the young workers doing their work more quickly and goof at their senior counterparts goes awry when reports of sabotage and hiding tools start emerging.
In a bid to turn this around, the younger workers are given a new design to work on. Ted, one of the foremen supervising a team of the young college workers asks the inspector to conduct a squawk check on the new vehicle. The supervisor comes up with an unusually high number of quacks and when he notifies Hansen of this, the chief foreman threatens to have these workers fired. Analysis of the Problem: Once a problem has been identified in an organization set-up and the statement of the problem designed as has been done in the preceding paragraph, it is important o embark into the process of analyzing the problem so that facets of control and loopholes can be pointed out clearly for rectification purposes Ugah, and Arua 1).
The analysis of the problem affecting Northwest industries has been conducted in the following paragraphs. Several theories or organizational behavior will be applied in this section. With a view in mind of eliminating the complaints that other workers had over the college students who came to work in the company during the summer months- who were considered to know it all and hard to train- Hansen decided to run four production lines as normal, given to the older workers, the two other lines given to the younger but qualified staff and the two new lines given to the college students paired with young but experienced staff.
Hansen wanted the students to expand the lines as they learned and eventually all the eight lines would be running in full production.
The plan worked and by mid- July, they were all in full operation. The younger workers finished their works faster and spent time taunting the elderly workers. This made the elderly workers agitated and they responded through sabotage and hiding tools. Hansen thought that the younger workers were playing around and to bring them back into shape, he gave them new runs to work upon. In one of these runs where Ted worked as the foreman, the inspector found many squawks and upon reporting this to Hansen, he got mad and ordered to have them rectify the mistakes or get fired.
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