The questions for this case focus on the goals of organizational behaviour and managerial roles and activities. The case also illustrates a number of other issues and topics in organizational behaviour that can also be discussed with this case including trust and perceived organizational support (Chapter 3); fairness perceptions and equity theory (Chapter 4); motivation theories (Chapter 5), pay and performance (Chapter 6), psychological contracts and organizational culture (Chapter 8), and leadership (Chapter 9). This case serves as a good way to begin a course on organizational behaviour as it shows the importance and goals of organizational behaviour.

1. Explain the relevance and importance of organizational behaviour for the issues described in the case and the problems at Argamassa. What are the main issues, and what do they have to do with organizational behaviour?

2. Describe employee attitudes, behaviour, and performance at the following time periods:

(a) 2003 to 2008;

(b) after Giuntini’s cutbacks in 2009; and

(c) by the end of 2010. How, when, and why did employees’ attitudes, behaviour, and performance change?

3. Using the goals of organizational behaviour, discuss the impact of Giuntini’s cutbacks on employees and the relationship between labour and management. In other words, predict and explain the effects of the cutbacks and describe what you would do to manage them.

4. Consider Leandro Giuntini’s performance in terms of managerial roles and activities. What roles and activities does he engage in, and how effective is he in performing them? What roles and activities does he need to do more or less of and why?

5. Do you think Santiago’s plan to turn things around will be successful? What changes would you recommend for returning the company to profitability and why?