Competency: This Will Allow You To Analyze The Foundation
After a lengthy hiring process, you have been hired as a consultant for NoJax Inc. NoJax is an upstart sports apparel company that has been growing quickly. Their senior management team needs an outside, objective eye to analyze the organizational behavior of the business. Start by viewing the NoJax Company Background document and then write a report to ownership that provides an initial analysis of the business and completes the requirements below.
Your report should accomplish the following: After viewing the employee profiles section, explain a minimum of two observations (positive or negative) on the micro level and their potential impact on the organizational behavior of the company. Pay particular attention to surface-level diversity instead of the personality scores. After viewing the employee profiles section, explain a minimum of two observations (positive or negative) on the meso level and their potential impact on the organizational behavior of the company. Think about possible groups that may work together and consider potential behaviors. After viewing the company policy section, explain a minimum of two observations (positive or negative) on the macro level and their potential impact on the organizational behavior of the company.
Provide an opinion on the level of dissimilarity (high, medium, or low) that you see within NoJax's surface-level diversity. Explain if you believe the current level has a positive or negative impact on organizational behavior and detail how you came to that conclusion.
Paper For Above instruction
The organizational behavior (OB) of a company significantly influences its overall performance, employee engagement, and growth trajectory. Analyzing NoJax Inc., an emerging sports apparel company experiencing rapid growth, requires a nuanced understanding of various levels within organizational behavior: micro, meso, and macro. This report offers an initial assessment based on observations of employee profiles, team dynamics, and company policies, emphasizing surface-level diversity and its implications on OB.
Micro-Level Observations
At the micro level, which pertains to individual employees’ attitudes, perceptions, and personal characteristics, two noteworthy observations emerge. First, there appears to be a varying degree of cultural backgrounds among the employees, indicating a level of surface-level diversity that can influence interpersonal interactions. For instance, some employees hail from different ethnicities and age groups, which can foster a multicultural environment that promotes creativity and innovation, provided that it is managed inclusively. Second, there are noticeable differences in communication styles, which could be influenced by cultural or generational backgrounds, impacting how employees collaborate or conflict arises. If these differences are embraced and well-managed, they can enhance team problem-solving; if ignored, they may lead to misunderstandings or exclusion, negatively affecting organizational cohesion (Roberson & Park, 2007).
Meso-Level Observations
Moving to the meso level, which involves group and team dynamics within the organization, two primary observations are relevant. First, the formation of project groups seems to involve a mix of employees from different departments, suggesting an interdisciplinary approach to product development. This interdisciplinary collaboration can lead to rich diversity of perspectives and foster innovation. However, a potential challenge is the possible formation of cliques based on shared backgrounds or interests, which could hinder open communication and synchronization among teams. Second, leadership styles appear varied across different groups, with some teams exhibiting participative leadership while others lean towards authoritarian approaches. Such variation can influence team morale, trust, and collaboration, thereby impacting overall organizational behavior (Kozlowski & Bell, 2003).
Macro-Level Observations
On the macro level, examining the company policy environment reveals two critical points. First, the company's diversity and inclusion policies are evolving but are not yet fully implemented, leading to inconsistent application across teams. This inconsistency might generate perceptions of inequality and impact motivation and retention. Second, the company's rapid growth has prompted flexible work arrangements and a focus on innovation, but also resulted in some ambiguity in policies regarding remote work, accountability, and performance evaluation. Such ambiguity can create confusion, reduce accountability, and negatively influence organizational citizenship behavior (Organ, 1988).
Surface-Level Diversity Dissimilarity and Its Impact
Assessing the level of surface-level diversity dissimilarity within NoJax reveals a medium level of dissimilarity. The employees come from varied ethnic backgrounds and age groups, but the diversity is not extreme. This level of diversity can have a positive impact by fostering a wide range of perspectives, which enhances creativity and problem-solving abilities. According to Page (2007), diverse teams can outperform homogeneous ones by leveraging different viewpoints. However, if not managed well, this diversity can also lead to conflicts or misunderstandings. Considering this, the current medium level of surface diversity seems to have a generally positive effect on organizational behavior, as it promotes innovation while still being manageable in terms of integration and cohesion.
Conclusion
In conclusion, the initial analysis points to a company with promising diversity attributes at various levels, but also with areas needing deliberate management to maximize positive outcomes. Enhancing diversity policies, aligning leadership approaches, and clarifying policies around remote work will support a cohesive, innovative, and motivated organizational culture at NoJax Inc.
References
- Kozlowski, S. W., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of Psychology: Organizational Psychology (pp. 333-375). Wiley.
- Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
- Page, S. E. (2007). The difference: How the power of diversity creates better groups, firms, schools, and societies. Princeton University Press.
- Roberson, Q. M., & Park, H. (2007). Examining the link between diversity and performance: The moderating role of diversity climate. Group & Organization Management, 32(5), 602-626.