Read the following case study carefully and answer the questions $$

Aman Singh had just finished his first week at Reece Enterprises and decided to drive

upstate to a small lakefront lodge for some fishing and relaxation. Aman had worked for

the previous ten years for the ABC Company, but ABC had been through some hard

times of late and had recently shut down several of its operating groups, including

Aman$$s$,$ to cut costs. Fortunately, Aman$$s experience and recommendations had made

finding another position fairly easy. As he drove the interstate, he reflected on the past

ten years and the apparent situation at Reece.

At ABC, things had been great. Aman had been part of the team from day one. The job

had met his personal goals and expectations perfectly, and Aman believed he had grown

greatly as a person. His work was appreciated and recognized; he had received three

promotions and many more pay increases.

Aman had also liked the company itself. The firm was decentralized, allowing its

managers considerable autonomy and freedom. The corporate Culture was easygoing.

Communication was open. It seemed that everyone knew what was going on at all

times, and if you didn$$t know about something, it was easy to find out.

The people had been another plus. Aman and three other managers went to lunch often

and played golf every Saturday. 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, Aman was devastated. He was sure that

nothing could replace ABC. After the final closing was announced, he spent only a few

weeks looking around before he found a comparable position at Reece Enterprises.

As Aman drove, he reflected that "comparable" probably was the wrong word. Indeed,

Reece and ABC were about as different as you could get. Top managers at Reece apparently didn$$t worry too much about who did a good job and who didn$$t$.$ 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, Aman pondered. Reece was a bigger

organization than ABC 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 interoffice memos apparently had very low priority.

Aman also had had some problems fitting 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 had to work themselves up the ladder. On

Tuesday he had asked two colleagues about playing golf. They had politely declined,

saying that they did not play often. But later in the week, he had overheard them making

arrangements to play that very Saturday.

It was at that point that Aman had decided to go fishing. As he steered his car off the

interstate to get gas, he wondered if perhaps he had made a mistake in accepting the

Reece offer without finding out more about what he was getting into.

Questions:

$($a$)$ Identify several concepts and characteristics from the field of organizational behavior

that this case illustrates

$($b$)$ What advice can you give Aman? How would this advice be supported or tempered by

behavioral concepts and processes?

$($c$)$ Is it possible to find an "ideal" place to work? Explain