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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. Read 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/theories/research you learned in OBR230. s Write up the responses in one document with a maximum of 5 pages SINGLE SPACED containing: 1. A title page with vour full name (as it appears in blackboard) en it. The title page i3 NOT included as one of your 5 pages. . The case questions followed by answers to each of the case questions, using full sentences, proper grammar, and spelling. Be sure to fie all answers back fo 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 any content or ideas are taken from any 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 you 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 Scenarios & Scenario Questions Scenario 1 Leadership Sandra Johnson was continuously on fop of things. In school, she had always been at the top of her class. When she went to work 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 fo get an M.B_A_ fo groom her for a top management position. In school again, and with three years of practical experience to draw on, Johnson had gobbled up every idea put in front of her, relating many of them to 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 early retirement plan, Johnson was given his position. Johnson knew the pitfalls of being suddenly catapulted to a leadership position, and she was defermined 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, barking out orders, cutting personnel, and destroying morale. Johnson knew a lot about participative management, and she was not going to 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 fimes a day, Worthy would summon a messenger or a secrefary from the offices on the second floor and send a memo out to one or ancther group of workers. But as Johnson saw it, Worthy was mostly an absentee autocrat, making all the decisions from above and spending most of his time at extended lunches with his friends from the Elks Club. 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 aroups. The workers, many of whom had twenty years of seniority at the plant, seemed surprised by this new policy and reluctant to volunieer 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 fwo meetings a week, one without and one with Johnson. She encouraged each group to set up geals in its parficular 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 harself the task of leaming all their names. By the end of the first month, Fancy Footwear was stimed up. But as it turned 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 meeting. "I'm sorry, Ms. Johnson," one of them said. \"We're good at making shoes, but not at this management stuff. A lot of us are heading toward refirement. We don't want 1o 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 leamn 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 to our class theories and concepts, could Johnson have instituted her changes without eliciting a negative reaction from the workers? If so, how? Scenario 2 - Motivation Scenario 3: Organizational Culture Gerome Sampson was a trainer for National Home Manufacturers, a large builder of prefabricated homes. National Home In ten years, Greenery Plus had grown from a one-person venture into the largest nursery and landscaping business in its had hired Sampson fresh from graduate school with a master's degree in English. At first, the company put him to work area. Its founder, Gerry Ying, combined a lifelong interest in plants with a botany degree to provide a unique customer writing and revising company brochures and helping with the most important correspondence at the senior level. But service. Ying had managed the company's growth so that even with twenty full-time employees working in six to eight soon, both Sampson and senior management officials began to notice how well he worked with executives on their crews, the organization culture was still as open, friendly, and personal as it had been when her only "employees" were writing, how he made them feel more confident about it, and how, after working with an executive on a report, the friends who would volunteer to help her move a heavy tree. executive often was much more eager to take on the next writing task. To maintain that atmosphere, Ying involved herself increasingly with people and less with plants as the company grew. So National Home moved Sampson into its prestigious training department. The company's trainers worked with With hundreds of customers and scores of jobs at any one time, she could no longer say without hesitation whether she thousands of supervisors, managers, and executives, helping them learn everything from new computer languages to had a dozen arborvitae bushes in stock or when Mrs. Smith's estate would need a new load of bark mulch. But she knew time management skills to how to get the most out of the workers on the plant floor, many of whom were unmotivated high when Rose had been up all night with her baby, when Gary was likely to be late because he ha school dropouts. Soon Sampson was spending all his time giving short seminars on executive writing as well as coaching father over the weekend, and how to deal with Ellen when she was depressed because of her boyfriend's behavior. She his students to perfect their memos and letters. 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 Sampson's move into training meant a big increase in salary, and when he started working exclusively with the company's her afternoon high school equivalency classes. 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 IXing, and probably twice as much as any of Paying all this attention to employees may have led Ying to make a single bad business decision that almost destroyed his graduate school classmates who concentrated in English. Yet in her biweekly meetings with him, she could tell that the company. She provided extensive landscaping to a new mall on credit, and when the mall never opened and its Sampson wasn't happy. 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. 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 One Friday, Ying called a meeting with her employees and leveled with them: either they would not get paid for a month then, after trailing off for a moment, he blurted out, "They don't need me!" Since the memos filtering down through the or Greenery Plus would fold. The news hit the employees hard. Many counted on the Friday paycheck to buy groceries for company were now flawlessly polished, and the annual report was 20 percent shorter but said everything it needed to, the week. The local unemployment rate was low, however, and they knew they could find other jobs. Sampson's desire to be needed was not fulfilled. But as they looked around, they wondered whether they could ever find this kind of job. Sure, the pay was not the The next week, Sampson came to Albert with a proposal: What if he started holding classes for some of the floor workers, greatest, but the tears in the eyes of some workers were not over pay or personal hardship; they were for Ying, her many of whom had no future within or outside the company because many could write nothing but their own names' dream, and her difficulties. They never thought of her as the boss or called her anything but "Gerry." And leaving the Albert took the idea to her superiors. They told her that they wouldn't oppose it, but Sampson couldn't possibly keep group would not be just a matter of saying good-bye to fellow employees. If Bernice left, the company softball team would drawing such a high salary if he worked with people whose contribution to the company was compensated at minimum lose its best pitcher, and the Sunday game was the height of everyone's week. Where else would they find people who wage. 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 Sampson took to a reduced salary and began offering English classes on the factory floor, which were billed by other boss would really understand when you simply said, "I don't have a doctor's appointment, I just need the afternoon management (who hoped to avoid a wage hike that year) as an added benefit of the job. At first, only two or three workers off*? 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 Ying gave her employees the weekend to think over their decision: whether to take their pay and look for another job or to remedial class. 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 At the end of the year, Sampson got a bonus from a new source: the vice president in charge of production. Although morning, she found the entire group already there, ready to work even harder to pull the company through. They were Sampson's course took workers off the job for a couple of hours a week, productivity had actually improved since his even trying to top one another with puns about being "mall-contents." 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 Scenario 3 Questions around the building, she knew he wasn't thinking about his bank account. A. According to our class theories and concepts, how would you describe the organization culture at Greenery Plus' Scenario 2 Questions B. According to our class theories and concepts, how large can such a company get before it needs to change its A. According to our class theories and concepts, what need theories would explain why Gerome Sampson was culture and structure? 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 4: Perceptions & Personality Kelly Jarvis continued to drom 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 [ast person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solufion. Kelly had been distribution manaager for Jackson Industries for almost twenty vears. 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 maost of it. She now was one of the mast 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 twio 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 commaon 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, someong in bookkeseping discovered some mongy 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 fearad 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