POB2113 Organizational Behavior Case Study

Subject Code & Title :- POB2113 Organizational Behavior
Assignment Type :- Case Study
CLO 2 :- Demonstrate skills needed in leadership decision making communication problem solving team work and adaptability in relevant organizational behavior situation. (C2)
CLO 3 :- Apply behavioral theories, concepts and approaches in organization. (C3)
POB2113 Organizational Behavior Case Study

2. Problem Statements:
Organizational behavior is the study of the behavioral dynamics of individuals and groups in organizational settings including corporate offices. To meet their short- and long-term goals business leaders need to under stand what motivates their employees and how they interact with each other. That information can help in a host of areas including employee training and development, and innovation and collaboration.

If leaders don’t under stand the attitudes and behaviors of their employees it could be the problem for organization in coordinating work towards their subordinates.

By reviewing the case study regarding organizational behavior issues given we hope that students will prepare themselves in future when they work with organization.

POB2113 Organizational Behavior Case Study

Content of the report must be contain the followings:

i) Identification of Main issues / Problems of the case study
ii) Discussion of issues based on the case study given by lecturer
iii) Provide suggestions on appropriate solutions
iv) Conclusion
v) References

POB2113 Organizational Behavior Case Study

Case Incident 1: Leadership Case Study Inspires and Motivates Others to High Performance

Leadership Case Study: Sally and David

MTCR is a leading company in the development and manufacturing of a broad range of custom hardware solutions. The company prides itself and is well known for being refreshingly honest and straightforward in its dealings with customers and employees and in its ability to deliver difficult projects on time. Sally has been a senior manager at MTCR for four years and leads a team in the custom services area of the company.

In a recent 360-degree survey Sally scored above average at the 70th percentile in the competency Inspires and Motivates Others to High Performance. Her report also indicated that her manager peers and direct reports saw this competency as a critical one for someone in her position.

Some of the written comments in her survey indicated that if she demonstrated and applied this competency more often it would have a significant positive impact on her success on the job. For these reasons she’s focusing her personal leadership development over the next year on this competency.

David is one of Sally’s direct reports who has worked at MTCR for more than nine years and whose historical performance has been excellent. It’s generally known among the team that David doesn’t have as strong a technical background as most of his colleagues. At the same time it’s also well known that he has a very efficient work style and puts in any extra hours needed to meet personal and team goals. He transferred from a different group and joined Sally’s team almost two years ago.

POB2113 Organizational Behavior Case Study

Unfortunately David has had several performance setbacks on the job over the last three months. One of them revolved around some critical missed assignments and late deliveries. Sally had assigned him two projects with some stretch goals that were not easy for David to hit but had made those assignments specifically to give him development opportunities he had requested. This approach was typical for her as she generally has a positive approach and displays confidence in her team members. She had worked together with him on his plans and had checked in regularly with him during the weeks leading up to the delivery dates. Each time she was assured by him that everything was on track.

Sally has met often with David during these last few months. She moved quickly to call out his missed responsibilities and improper behavior, wanting to be clear to him and the team that she was holding him accountable for his actions. She interviewed David’s teammates to get their understanding of what happened and the impact these situations were having on them and the team. She’s also spent a good deal of time with David to get his perspective trying to understand what’s been behind David’s unusual behavior and to help him get back on track. During her meetings with him, she sometimes downplayed the seriousness of the situations in order to make him feel better about himself.

During Sally’s coaching meetings with David over the last two weeks, she learned that there are several things that are likely contributing to David’s recent performance issues. He shared some personal financial and family issues that clearly have him worried. He’s also concerned about some process and role changes on the team that Sally instituted a few months ago that have caused changes in his day-to-day work responsibilities.

David has accepted Sally’s feedback and recognized and taken responsibility for his actions.
Although his personal issues are improving, they’re still an obvious worry to him. He’s also clearly stuck on how to handle the changes in his job. One of Sally’s greatest concerns is how to get this formerly excellent performer back on track and contributing more despite David’s obvious discouragement and lack of confidence.

POB2113 Organizational Behavior Case Study

POB2113 Organizational Behavior Case Study

Case Incident 2: Tongue-Tied in Teams

Thirty one year old Robert Murphy has the best intentions to participate in team meetings but when it’s game time he chokes. An online marketing representative Robert cannot be criticized for lack of preparation. After being invited to a business meeting with six of his co-workers and his supervisor Robert began doing his research on the meeting’s subject matter.

He compiled notes and arranged them neatly. As soon as the meeting began how ever I just sat there like a lump fixated on the fact that I was quiet. The entire meeting passed without Robert contributing a word.

POB2113 Organizational Behavior Case Study

Robert is certainly not the first person to fail to speak up during meetings, and he won’t be the last. While some silent employees may not have any new ideas to contribute the highly intelligent also freeze. One study found that if we believe our peers are smarter we experience anxiety that temporarily blocks our ability to think effectively. In other words worrying about what the group thinks of you makes you dumber. The study also found the effect was worse for women perhaps because they can be more socially attuned to what others may think.

In other cases failing to speak up may be attributed to personality. While the extraverted tend to be assertive and assured in group settings the more introverted prefer to collect their thoughts before speaking if they speak at all. But again even those who are extraverted can remain quiet especially when they feel they can not contribute.

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