In Summary, You Are To Find An Organization That Is Having A

In Summary You Are To Find An Organization That Is Having An Issue T

In summary, you are to find an organization that is having an issue that it has yet to resolve. It could be the employer of you or one of your teammates. You are to identify the problem and how the different organizational behavior concepts we have covered/are covering are either contributing to the problem or could be used to solve the problem. You should focus on fewer concepts at greater depth rather than a host of different concepts being briefly mentioned. You are encouraged to discuss more than one potential solution, but make sure you provide a single recommendation that your team agrees upon.

You need to make sure that the organization has a problem that fits with the organizational behavior of its employees, rather than its strategy, operations, investments, and such. A formal report will be prepared. The report will be mechanically produced, uploaded onto Canvas, and employ the following format: Title page: Case title, date prepared, team members’ names Case Summary: a succinct summary of the case Problem Identified: brief description of a problem (be sure it is organizational behavior related!) Alternatives - identify up to three different alternatives or scenarios that may occur Recommendation: which alternative does the team recommend and why. You may need to include: Time lines for implementation Evaluation of progress Specific consideration of relevant financial conditions (how much will each step cost?) Any other specific and pertinent considerations the team wants to include Conclusion Appendix (if necessary) Bibliography Writing style must be uniform and consistent throughout. This includes such considerations as Print Font, type of paper, page numbers, etc. Writing style must also reflect APA formats.

Paper For Above instruction

The issue of organizational behavior within organizations can significantly influence employee performance, team dynamics, and overall organizational success. Addressing these challenges requires a focused approach that leverages key organizational behavior concepts to understand and resolve problems effectively. This paper examines a case within a hypothetical organization where employee motivation and communication breakdowns are causing operational inefficiencies. The analysis explores how theories such as Motivation-Hygiene Theory and Communication Models can be applied to identify, analyze, and resolve the problem, culminating in well-supported recommendations.

Case Background

The organization, a mid-sized manufacturing company, has recently experienced declining productivity levels and employee disengagement. Anecdotal evidence suggests that employees feel undervalued, communication between departments is ineffective, and supervisory leadership lacks clarity regarding employee needs and concerns. These issues contribute to a cycle of frustration, high turnover rates, and decreased work quality. The organization’s leadership has yet to effectively address these problems, making it a suitable case to analyze through the lens of organizational behavior theories.

Identification of the Problem

The primary problem identified is a decline in employee motivation and communication, which are critical components of organizational behavior. Underpinning this is a failure in managerial practices to motivate staff adequately, coupled with ineffective communication channels. According to Herzberg’s Motivation-Hygiene Theory (Herzberg, 1959), factors such as recognition, responsibility, and acknowledgment of employees’ work are essential motivators. When these are absent, job satisfaction decreases, leading to disengagement. Simultaneously, communication breakdowns—highlighted by unclear instructions and lack of feedback—exacerbate dissatisfaction and reduce team cohesion (Tourish & Robson, 2006).

Analysis of Organizational Behavior Concepts

The problem’s root lies partly in motivational theories. Herzberg’s model indicates that addressing hygiene factors alone—such as working conditions and salary—is insufficient; extrinsic motivators are necessary for engagement. The organization can implement recognition programs, involve employees in decision-making, and clarify roles to enhance intrinsic motivation (Deci & Ryan, 2000).

On the communication front, applying Shannon and Weaver’s (1949) Communication Model highlights potential barriers such as noise and misunderstandings that distort message transmission. Establishing clear channels, regular feedback, and training in effective communication can alleviate these issues, fostering a more collaborative environment.

Furthermore, applying Lewin’s Change Management Model (Lewin, 1947) provides a framework for implementing the necessary interventions. This involves unfreezing current attitudes, introducing new motivational and communication initiatives, and refreezing these changes into organizational culture to ensure sustainability.

Potential Solutions and Recommendations

Based on the analysis, three potential solutions include:

  1. Implementing a comprehensive employee recognition program combined with leadership communication training.
  2. Revising organizational policies to encourage participative decision-making and feedback loops.
  3. Introducing a mentorship program to enhance supervisor-employee relationships and promote intrinsic motivation.

From these options, the team recommends the first approach: implementing a recognition program alongside leadership communication training. This strategy directly addresses intrinsic motivation deficiencies and communication barriers simultaneously. Recognition boosts morale and reinforces positive behaviors, while training improves managerial communication skills, reducing misunderstandings and fostering transparency.

Implementation and Evaluation

The recognition program should be rolled out over a three-month period, with specific milestones such as monthly awards and peer recognition activities. Leadership training should be conducted in parallel through workshops, focusing on active listening, constructive feedback, and emotional intelligence. To evaluate progress, employee satisfaction surveys, turnover rates, and productivity metrics will be monitored quarterly. Financial costs include program development, training materials, and incentives, estimated at $15,000 for initial implementation.

Long-term evaluation involves assessing sustained engagement levels and communication effectiveness, with annual reviews to adjust strategies as needed. The expected outcome is increased motivation, reduced turnover, and enhanced team collaboration, contributing positively to organizational performance.

Additional considerations include securing leadership buy-in, aligning recognition initiatives with organizational culture, and ensuring ongoing communication supports the overall change effort. Addressing financial constraints is crucial, with cost-benefit analyses indicating a positive return on investment through improved productivity and retention.

Conclusion

Effective application of organizational behavior concepts such as motivation theories and communication models can resolve complex workplace issues. In this case, targeted recognition and communication training are recommended to improve employee engagement and departmental collaboration. Implementing these solutions within a structured change management framework promises a sustainable positive impact on the organization’s culture and performance.

References

  • Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
  • Herzberg, F. (1959). The motivation to work. John Wiley & Sons.
  • Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
  • Tourish, D., & Robson, P. (2006). Tracing the influences of communication in organizational performance. Journal of Management Studies, 43(4), 747-768.
  • Shannon, C. E., & Weaver, W. (1949). The mathematical theory of communication. University of Illinois Press.
  • Gareth R. Jones, Jennifer M. George, & Thomas W. Mahoney. (2019). Organizational Behavior: Improving Performance and Commitment in the Workplace. Pearson.
  • Robbins, S. P., & Coulter, M. (2018). Management (13th ed.). Pearson.
  • McGregor, D. (1960). The human side of enterprise. McGraw-Hill.
  • Cialdini, R. B. (2001). Influence: Science and practice. Allyn & Bacon.
  • Miner, J. B. (2005). Organizational behavior: Essential theories. Routledge.

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