Please read the case below and answer the following questions. Be sure to clearly identify your answer to each question.

1) What is the OB problem in this case

2) What is (are) the cause(s) of the problem

3) Discuss the theory surrounding the cause(s)

4) Suggest practical, theory based interventions that may help solve the problem.

"I'd like to tell a tale of two laboratories. When I first began working as a medical technologist, I was impressed by the professionalism of my coworkers. They took pride in their work, and would actually vie for the right to work overtime. They were also loyal to the laboratory; most had worked there over 10 years. The techs seemed quite satisfied with their jobs; they smiled often and rarely complained even though they were paid $1 to $2 (an hour) less than other laboratories in the area.

A few months later, our lab got bought out by a bigger laboratory, and soon I saw that the culture was very different there. Techs often cut corners rather than take pride in their work. They became indignant if asked to work overtime. And the turnover rate of employees was staggering; most techs quit within their first month of employment.

After a few months of working at the second lab, I realized the difference was largely one of management. The boss of my first laboratory went around to every employee once a week to ask how things were going. At first I thought she was merely trying to be polite. Other techs, however, took her question seriously and would tell her of recent instrument problems. She would listen intently and ask them how they think the problem would best be solved. I realized, then, that she cared about what happened in her laboratory. She was also quick to praise her workers in front of others when they had done a particularly good job, and she thanked them publicly for working overtime. If a tech made an error, she would bring out her work log and ask the tech to 'help' her fix a problem -- a problem that had the tech's initials by it. In other words, an error the tech had reported out.

The manager of the second lab, by contrast, seldom ventured out of her office. When she passed her employees in the hallway, she would often look away, even when her subordinates smiled and said 'hello.' When approached about instrument problems, she would become impatient. However, she was also quick to anger if she had not been informed of these problems. She never praised or thanked anyone for doing a job well or for working overtime. However, if a tech had been slow to report out a result or had apparently made an error, she would publicly chastise the tech.