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Applied Scenario Assignment OBR250- Organizational Behaviour Case Value: 30% of overall grade Case Report Due Date: April 7 at 4 pm Safe assign will be used to detect any plagiarism Instructions & Scenario Questions Instructions 'Write a Case Report: 1. Eead the scenarios and scenario questions. Try to filter through any unnecessary information. Think about the course content and how it applies to the case and each question; this will take researching back through the text and class lectures. Be sure to relate questions back to the concepts/theones/research vou learned i OBR250. 2. Write up the responses in one document with a maximum of 5 pages SINGLE SPACED containing:_ 1. A title page with yvour full name (as 1t appears in blackboard) on it. The title page 13 NOT included as one of your 5 pages. ii. The case questions followed by answers to each of the case questions, using full sentences, proper grammar, and spelling. Be sure to tie all answers back to concepts, theories, and processes learned in class. Plagiarism: For this assignment. you are only allowed to use the OBR250 course text and notes as a resource any other reference to, or ideas taken from, any other material are strictly prohibited for this assignment. If anv content or ideas are taken from anv other sources aside from the class text or notes, this constitutes plagiarism and you will received a zero on the assignment. For further information of Seneca's plagiarism policy (which vou are required to adhere to) please go here: http://'www _senecacollege ca/academic-policy/acpol-09 html _Safe assign will be used to detect any plagiarism Scenario 1 Leadership Sandra Johnson was continuously on top of things. In school, she had always been at the top of her class. When she went to wark for her uncle's shoe business, Fancy Footwear, she had been singled out as the most productive employee and the one with the best attendance. The company was so impressed with her that it sent her to get an M.B.A_ to groom her for a top management position. In school again, and with three years of practical axperience to draw on, Johnson had gobbled up every idea put in front of her, relating many of them 10 her work at Fancy Footwear. When Johnson graduated at the top of her class, she returned to Fancy Footwear. To no one's surprise, when the head of the company's largest division took advantage of the firm's eary retirement plan, Johnson was given his position. Johnson knew the pitialls of being suddenly catapulted to a leadership position, and she was determined to avoid them_ In business school, she had read cases about family businesses that fell apart when a young family member took over with an iron fist, barklnguutordars cutting personnel, and destroying morale. Johnson knew a lot about participative management, and she was not going fo be labelled an arrogant know-it-all Johnson's predecessor, Max Worthy, had run the division from an office at the top of the building, far above the factory floor. Two or three times a day, Worthy would summon a messenger or a secretary from the offices on the second floor and send a mamo out 10 one or another group of workers. But as Johnson saw it. Worthy was mastly an absentes Enmbmm all the decisions from above and spending most of his time at extended lunches with his friends from the Johnson's first move was to change all that. She set up her office on the second floor. From her always-open doorway she could see down onto the factory floor. and as she sat behind her desk she could spot anyone walking by in the hall. She never ate lunch herself but spent the time from 11 to 2 down on the floor, walking around, talking, and organizing groups. The workers, many of whom had twenty years of seniority at't&plant.smmdm'prbed by this new policy and reluctant to volunteer for any groups. But in fairly short order, Johnson established a worker productivity group, a "Suggestion of the Week" committee, an environmental group, a worker award group, and a management relations group. Each group held two meelings a week, one without and one with Johnson. She encouraged each group to sat up goals in its particular focus area and develop plans for reaching those goals. She promised any support that was within her power to give. The group work was agonizingly slow at first. But Johnson had been well trained as a facilitator, and she soon took on that role in their meetings, writing down ideas on a big board, organizing them, and later communicating them in notices to other employees. She got everyone to call her "Sandra\" and set herself the task of leaming all their names. By the end of the first month, Fancy Footwear was stimed up. But as it wrned out, that was the last thing most employees wanted. The truth finally hit Johnson when the entire management relations committee resigned at the start of their fourth mesting. "I'm somy, Ms. Johnson,\" one of them said. \"Wa're good at making shoes, but not at this management stuff. A lot of us are heading toward refirement. \\We don't want to be supervisors.\" Astonished, Johnson went to talk to the workers with whom she believed she had built good relations. Yes, they reluctantly told her, all these changes did make them uneasy. They liked her, and they didn't want to complain. But given the choice, they would rather go back to the way Mr. Worthy had run things. They never saw Mr. Worthy much, but he never got in their hair. He did his work, whatever that was, and they did theirs. "After you've been in a place doing one thing for so long,\" one worker concluded, "the last thing you want to do is learn a new way of doing it." Scenario 1 Questions A According to our class theories and concepts, what factors should have alerted Johnson to the problems that eventually came up at Fancy Footwear? B. According o our class theories and concepts, could Johnson have instituled her changes without eliciting a negative reaction from the workers? If so, how? Scenario 2 - Motivation Gerome Sampson was a trainer for National Home Manufacturers, a large builder of prefabricated homes. National Home had hired Sampson fresh from graduate school with a master's degree in English. At first, the company put him to work writing and revising company brochures and helping with the most important correspondence at the senior level. But soon, both Sampson and senior management officials began to notice how well he worked with executives on their writing, how he made them feel more confident about it, and how, after working with an executive on a report, the executive often was much more eager to take on the next writing task. So National Home moved Sampson into its prestigious training department. The company's trainers worked with thousands of supervisors, managers, and executives, helping them learn everything from new computer languages to time management skills to how to get the most out of the workers on the plant floor, many of whom were unmotivated high school dropouts. Soon Sampson was spending all his time giving short seminars on executive writing as well as coaching his students to perfect their memos and letters. Sampson's move into training meant a big increase in salary, and when he started working exclusively with the company's top brass, it seemed as though he got a bonus every month. Sampson's supervisor, Mirela Albert, knew he was making more than many executives who had been with the company three times as IYing, and probably twice as much as any of his graduate school classmates who concentrated in English. Yet in her biweekly meetings with him, she could tell that Sampson wasn't happy- When Albert asked him about it, Sampson replied that he was in a bit of a rut. He had to keep saying the same things over and over in his seminars, and business memos weren't as interesting as the literature he had been trained on. But then, after trailing off for a moment, he blurted out, "They don't need me!" Since the memos filtering down through the company were now flawlessly polished, and the annual report was 20 percent shorter but said everything it needed to, Sampson's desire to be needed was not fulfilled. The next week, Sampson came to Albert with a proposal: What if he started holding classes for some of the floor workers, many of whom had no future within or outside the company because many could write nothing but their own names? Albert took the idea to her superiors. They told her that they wouldn't oppose it, but Sampson couldn't possibly keep drawing such a high salary if he worked with people whose contribution to the company was compensated at minimum wage. Sampson took to a reduced salary and began offering English classes on the factory floor, which were billed by management (who hoped to avoid a wage hike that year) as an added benefit of the job. At first, only two or three workers showed up-and they, Sampson believed, only wanted an excuse to get away from the nailing guns for a while. But gradually word got around that Sampson was serious about what he was doing and didn't treat the workers like kids in a remedial class. At the end of the year, Sampson got a bonus from a new source: the vice president in charge of production. Although Sampson's course took workers off the job for a couple of hours a week, productivity had actually improved since his course began, employee turnover had dropped, and for the first time in over a year, some of the floor workers had begun to apply for supervisory positions. Sampson was pleased with the bonus, but when Albert saw him grinning as he walked around the building, she knew he wasn't thinking about his bank account. Scenario 2 Questions A. According to our class theories and concepts, what need theories would explain why Gerome Sampson was unhappy despite his high income? B. Sampson seems to have drifted into being a teacher. According to our class theories and concepts, given his needs and motivations, do you think teaching is an appropriate profession for him?Scenario 3: Organizational Culture In ten years, Greenery Plus had grown from a one-person venture into the largest nursery and landscaping business in its area. Its founder, Gerry Ying, combined a lifelong interest in plants with a botany degree to provide a unique customer service. Ying had managed the company's growth so that even with twenty full-time employees working in six to eight crews, the organization culture was still as open, friendly, and personal as it had been when her only "employees" were friends who would volunteer to help her move a heavy tree. To maintain that atmosphere, Ying involved herself increasingly with people and less with plants as the company grew. With hundreds of customers and scores of jobs at any one time, she could no longer say without hesitation whether she had a dozen arborvitae bushes in stock or when Mrs. Smith's estate would need a new load of bark mulch. But she knew when Rose had been up all night with her baby, when Gary was likely to be late because he had driven to see his sick father over the weekend, and how to deal with Ellen when she was depressed because of her boyfriend's behavior. She kept track of the birthdays of every employee and even those of their children. She was up every morning by five-thirty arranging schedules so that John could get his son out of daycare at four o'clock and Martina could be back in town for her afternoon high school equivalency classes. Paying all this attention to employees may have led Ying to make a single bad business decision that almost destroyed the company. She provided extensive landscaping to a new mall on credit, and when the mall never opened and its owners went bankrupt, Greenery Plus found itself in deep trouble. The company had virtually no cash and had to pay off the bills for the mall plants, most of which were not even salvageable One Friday, Ying called a meeting with her employees and leveled with them: either they would not get paid for a month or Greenery Plus would fold. The news hit the employees hard. Many counted on the Friday paycheck to buy groceries for the week. The local unemployment rate was low, however, and they knew they could find other jobs But as they looked around, they wondered whether they could ever find this kind of job. Sure, the pay was not the greatest, but the tears in the eyes of some workers were not over pay or personal hardship; they were for Ying, her dream, and her difficulties. They never thought of her as the boss or called her anything but "Gerry." And leaving the group would not be just a matter of saying good-bye to fellow employees. If Bernice left, the company softball team would lose its best pitcher, and the Sunday game was the height of everyone's week. Where else would they find people who spent much of the weekend working on the best puns with which to assail one another on Monday morning? At how many offices would everyone show up twenty minutes before starting time just to catch up with friends on other crews? What other boss would really understand when you simply said, "I don't have a doctor's appointment, I just need the afternoon Off ? Ying gave her employees the weekend to think over their decision: whether to take their pay and look for another job or to dig into their savings and go on working. Knowing it would be hard for them to quit, she told them they did not have to face her on Monday, if they did not show up, she would send them their checks. But when she arrived at seven-forty Monday moming, she found the entire group already there, ready to work even harder to pull the company through. They were even trying to top one another with puns about being "mall-contents." Scenario 3 Questions A. According to our class theories and concepts, how would you describe the organization culture at Greenery Plus? According to our class theories and concepts, how large can such a company get before it needs to change its culture and structure?Scenario 4: Perceptions & Personality Kelly Jarvis continued to drum her fingers on her desk. She had a real problem and wasn't sure what to do next. She had a lot of confidence in Jack Black, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Kelly had been distribution manager for Jackson Industries for almost twenty years. An early brush with the law and a short stay in prison had made her realize the importance of honesty and hard work. Henry Jackson had given her a chance despite her record, and Kelly had made the most of it. She now was one of the most respected managers in the company. Few people knew her background Kelly had hired Jack Black fresh out of prison six months ago. Kelly understood how Jack felt when Jack tried to explain his past and asked for another chance. Kelly decided to give him that chance just as Henry Jackson had given her one. Jack eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to like Jack, and he made several new friends. Kelly had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Jack about this and was reassured when Jack understood her concern and earnestly but calmly asserted his innocence. Kelly was especially relieved when the wallet was found a few days later. The events of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jack's past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give ex-convicts like Jack a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Jack in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Jack was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Jack had indeed stolen it but had returned it when questioned. Several employees had approached Kelly and requested that Jack be fired. Meanwhile, when Kelly had discussed the problem with Jack, Jack had been defensive and sullen and said little about the petty-cash situation other than to deny stealing the money. To her dismay, Kelly found that rethinking the story did little to solve his problem. Should she fire Jack? The evidence, of course, was purely circumstantial, yet everybody else seemed to see things quite clearly. Kelly feared that if she did not fire Jack, she would lose everyone's trust and that some people might even begin to question her own motives. Scenario 4 Questions A. According to our class theories and concepts, explain the events in this case in terms of perception and attitudes. Does personality play a role? B. According to our class theories and concepts, what should Kelly do? Should she fire Jack or give him another chance