George had just nished his first week at Glam Company and decided to drive upstate to a small lakefront lodge for some shing and relaxation. George had worked for the previous ten years for the Grady Company, but Grady Company had been through some hard times and had recently shut down several of its operating groups, including George's, to cut costs. Fortunately, George's experience and recommendations had made finding another position fairly easy. As he drove the interstate, he reected on the past ten years and the apparent situation at Glam Company. At Grady Company, things had been great. George had been part of the team from day one. The job had met his personal goals and expectations perfectly, and George believed he had grown greatly asa person. His work was appreciated and recognized. He had received three promotions and many more pay increases. George had also liked the company itself. Therm was decentralized. allowing its managers considerable autonomy and freedom. The corporate culture was easy going. Communication was open. It seemed that everyone knew what was going on at all times. If you did not know about something, it was easy to nd out. The people had been another plus. George and three other managers went to lunch often and played golf every Sunday. They got along well both personally and professionally and truly worked together as a team. Their boss had been very supportive, giving them the help they needed but also staying out of the way and letting them work. When word about the shutdown came down. George was devastated. He was sure that nothing could replace Grady Company. After the nal closing was announced. he spent only a few weeks looking around before he found a comparable position at Glam Company. As George drove. he reected that \"comparable" probably was the wrong word. Indeed, Glam and Grady Company were about as different as you could get. Top managers at Glam Company apparently did not worry too much about who did a good job and who did not. They seemed to promote and reward people based on how long they had been there and how well they played the never-ending political games. Maybe this stemmed from the organization itself. George pondered. Glam Company was bigger organization than Grady Company and was structured much more bureaucratically. It seemed that no one was allowed to make any sort of decision without getting three signatures from higher up. Those signatures, though, were hard to get. All the top managers usually were too busy to see anyone, and interofce memos apparently had very low priority. George also had some problems tting in. His peers treated him with polite indifference. He sensed that a couple of them resented that he. an outsider, had been brought right in at their level after they had to work themselves up the ladder. On Tuesday. George had asked two colleagues about playing golf. They had politely declined. saying that they did not play often. However. later in the week, he had overheard them planning to play golf on Saturday. Questions: 1. Discuss FIVE (5) Organizational Management concepts or theories that can be applied in the above case study. {20 Marks] 2. Assuming you are George, will you stay in Glam Company? Justify your answer, (20 Marks) 3. Based on the case study, George motivation is decreasing after working in Glam company, The underlying essence to motivate George is easy; an emphasis on clear, stretching but attainable targets, constructive feedback, and an equitable rewards system. What is your critical review of this assertion? How would you explain the underlying essence of work motivation? {20 Marks) SECTION B: ESSAY QUESTIONS (4:) MARKS) Instruction: Answer ALL the Questions 1. An ongoing debate in organizational behavior is whether we should consider the personality traits ofjob applicants when selecting them into the organization, Justify whether personality traits should be considered in the selection process. (20 Marks] 2. Applying the Team Effectiveness Model, how to expedite task accomplishment among team, satisfying team member needs, and maintaining team survival? (20 Marks]