1- Transitions: Tony Stark had just finished

1- An Overview of Organizational Behavior Difficult Transitions:
Tony Stark had just finished his first week at Reece Enterprises and decided to drive upstate to a small lakefront lodge for some fishing and relaxation. Tony had worked for the previous ten years for the O’Grady Company, but O’Grady had been through some hard times of late and had recently shut down several of its operating groups, including Tony’s, to cut costs. Fortunately, Tony’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 O’Grady, things had been great. Tony had been part of the team from day one. The job had met his personal goals and expectations perfectly, and Tony believed he had grown greatly as a person. His work was appreciated and recognized; he had received three promotions and many more pay increases. Tony 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. Tony 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, Tony was devastated. He was sure that nothing could replace O’Grady. After the final closing was announced, he spent only a few weeks looking around before he found a comparable position at Reece Enterprises. As Tony drove, he reflected that “comparable” probably was the wrong word. Indeed, Reece and O’Grady 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, Tony pondered. Reece was a bigger organization than O’Grady 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. Tony 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 Tony 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.

Case Questions
1- Identify several concepts and characteristics from the field of organizational behavior that this case illustrates.

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Many of the concepts and properties of the organization’s behavior have been illustrated in the context of this case.

The organization behaviour between Reyes and O’Grady companies was very different.Tony Stark started working at O’Grady and things were great out there. let me start with O’Grady, and it seems that, human ,conceptual skills ,and technical with very good conditions, but their human skill the most obvious value in the working environment, the Leadership style that shows here the positive leadership this approach focuses on the “economic rewards”.This can be seen when the text stated that Tony had received three promotions and might pay increases while in the company. Now let’s move on to power styles:
Here the leaders ‘ powers can be categorized as “participative leaders” They are decentralizing power, they are not monist, they are not consulting with the followers who share them, and they are informing their staff about conditions that affect their jobs, and are strongly encouraged to express their ideas and make suggestions, on the side of the Leadership style, “O’Grady follows participative leadership ” ”
The management welcomes staff in decision-making and their proposals give considerable attention to final decision-making
The company has ascertained that the people who worked there, and their personal goals can be met and their perspective expanded to work afterwards. O’grasty was a decentralized company that gives everyone a chance to grow and feel that they are part of the company where their opinion will be merged as managers make the decision. The ocean was very friendly and psychologically social. There was a lot of freedom given to workers in terms of the work they did. The company has managed the diversity of the workforce. Tony Stark had a feeling of good work, and he was going to keep doing it if the company didn’t close.

Tony Stark had moved to after the shutdown O’Grady was Reese Enterprise .This company has a completely different way of operation , and it seems that their human skills are lacking, but their technical and conceptual skills are in good case, when it comes to the power style , the Autocratic leaders are evident in this company, the central authority and decision-making is left to senior management
They take full responsibility and authority over the company, and this is evident when it was mentioned in the case that Reese had been regulated in a much more bureaucratic way, was not allowed to one made any kind of decision without getting three signatures from the top, and these signatures were very hard to get, on the style of leadership , Company shows the ” directive leadership” leaders focus on clearly defined task standards for successful performance and working hours
In Reese there was a reward based on how long they spent there and they played politics. Senior managers were only concerned about the completeness of the work and not how it was done or who did a good job. Although Reese was a much more organized company, she still practiced decentralization. There was a requirement of three signatures from the supreme authority without which it was not possible to make any decision, making the whole process a slow act as access to senior managers was not easy to reach and internal memoranda were very low priority. The environment among the workers was ignorant but very humiliating.Tony Stark regrets to accept the offer without looking for the company.
2- What advice can you give Tony? How would this advice be supported or tempered by behavioral concepts and processes?
Tony Stark has been able to look for another job and may at this time search for the company and then join it or he can make a difference in the company he worked for and make a change. Changing business attitudes in this huge company is very difficult, but not impossible. He is probably not the only person facing the problem. There might be a few more people joining him to help him make a change decision. This change can be purchased by speaking effectively to the higher authority. Let them know that people do not have job satisfaction or are passionate about working, which ultimately leads to the downfall of the company and its closure. This can be avoided if decision-making is more efficient and more integrated. If there is an introduction to a suggestion box or any other form of easy communication with a higher authority, making the work more objective attached .

3- Is it possible to find an “ideal” place to work? Explain.

It’s not easy to find a “ideal” place or maybe there’s a ideal place to work. You have to make an ideal place according to your goals and perspective. The definition of idealism differs from one person to another. This may mean a person-friendly environment and a router to work for the other. It may be very philosophical, but that’s how human behavior works. Unpredictable. Will differ from person to other,I can’t say that anyone can find a very perfect place to work, but one can make a place where you work ideally through risk and reward strategies, as well as knowing how to apply your skills and your passion in the area where you are,
Also, if the workplace doesn’t develop your skills, but don’t get out of the door, you don’t have to expect to find everything you’re looking for in the workplace, No. There’s something like a perfect company, there’ll always be something going on and making things uncomfortable or annoying for you, so it’s a change that Looking for it makes these worries an opportunity for self-improvement and development, and in the end there is a possibility to find a perfect workplace, but it’s up to you if you can make negative turn into positive thing .
In conclusion to all that has been said and done, it is up to (Tony Stark) to make all the inconveniences and defects that faced in the new business of the company, is all about adjustment and change, this is a challenge for him to overcome. The escape of colleagues should not be indifferent, making your life difficult or ineffective, so these people may routinely fail to observe your achievements. Or you may quickly undermine your work without hesitation, although this can seriously hamper your professional production, it is possible to reduce the impact that will not Influence the behavior of your coworker by making an emotional separation decision about the situation and getting positive support from others within the company.

Case 2 :
Humanized Robots? Helen Bowers was stumped. Sitting in her office at the plant, she pondered the same questions she had been facing for months: how to get her company’s employees to work harder and produce more. No matter what she did, it didn’t seem to help much. Helen had inherited the business three years ago when her father, Jake Bowers, passed away unexpectedly. Bowers Machine Parts was founded four decades ago by Jake and had grown into a moderate-size corporation. Bowers makes replacement parts for large-scale manufacturing machines such as lathes and mills. The firm is headquartered in Kansas City and has three plants scattered throughout Missouri. Although Helen grew up in the family business, she never understood her father’s approach. Jake had treated his employees like part of his family. In Helen’s view, however, he paid them more than he had to, asked their advice far more often than he should have, and spent too much time listening to their ideas and complaints. When Helen took over, she vowed to change how things were done. In particular, she resolved to stop handling employees with kid gloves and to treat them like what they were: the hired help. In addition to changing the way employees were treated, Helen had another goal for Bowers. She wanted to meet the challenge of international competition. Japanese firms had moved aggressively into the market for heavy industrial equipment. She saw this as both a threat and an opportunity. On the one hand, if she could get a toehold as a parts supplier to these firms, Bowers could grow rapidly. On the other, the lucrative parts market was also sure to attract more Japanese competitors. Helen had to make sure that Bowers could compete effectively with highly productive and profitable Japanese firms. From the day Helen took over, she practiced an altogether different philosophy to achieve her goals. For one thing, she increased production quotas by 20 percent. She instructed her first-line supervisors to crack down on employees and eliminate all idle time. She also decided to shut down the company softball field her father had built. She thought the employees really didn’t use it much, and she wanted the space for future expansion. Helen also announced that future contributions to the firm’s profit-sharing plan would be phased out. Employees were paid enough, she believed, and all profits were the rightful property of the owner—her. She also had private plans to cut future pay increases to bring average wages down to where she thought they belonged. Finally, Helen changed a number of operational procedures. In particular, she stopped asking other people for their advice. She reasoned that she was the boss and knew what was best. If she asked for advice and then didn’t take it, it would only stir up resentment. All in all, Helen thought, things should be going much better. Output should be up and costs should be way down. Her strategy should be resulting in much higher levels of productivity and profits. But that was not happening. Whenever Helen walked through one of the plants, she sensed that people weren’t doing their best. Performance reports indicated that output was only marginally higher than before but scrap rates had soared. Payroll costs were indeed lower, but other personnel costs were up. It seemed that turnover had increased substantially and training costs had gone up as a result.

In desperation, Helen finally had hired a consultant. After carefully researching the history of the organization and Helen’s recent changes, the consultant made some remarkable suggestions. The bottom line, Helen felt, was that the consultant thought she should go back to that “humanistic nonsense” her father had used. No matter how she turned it, though, she just couldn’t see the wisdom in this. People worked to make a buck and didn’t want all that participation stuff. Suddenly, Helen knew just what to do: She would announce that all employees who failed to increase their productivity by 10 percent would suffer an equal pay cut. She sighed in relief, feeling confident that she had finally figured out the answer.

Case Questions
1- How successful do you think Helen Bowers’s new plan will be?
Although Helen grew up in family business, Helen Bower was a young lady who had a completely different way of managing work compared to her father, who inherited him, and knew her competitors and were familiar with market conditions.
She never understood her father’s approach Jake. treated his staff like a part of his family. However, in the opinion of Helen he paid him more than he had, and asked for much more advice than he should have, and spent a lot of time on his thoughts and complaints. When Helen took over, she vowed to change the way things were done. In particular, I decided to stop treating employees with baby gloves, and they’re treating like they were: hired help
In addition to changing the way employees were treated, Helen had another goal for the Bowers I wanted to meet the challenge of international competition. Japanese companies have shifted significantly to the heavy industrial equipment market. She saw it as a single threat. On the one hand, if you can get a foothold as a supplier of spare parts to these companies, the powers can grow quickly. On the other hand, the lucrative spare parts market would certainly have attracted more Japanese competitors. Helen was to make sure that powers were able to compete effectively with Japanese companies with high and profitable productivity. From the day Helen took over, she practiced a different philosophy together to achieve her goals. For one reason, their production increased by 20 per cent. She instructed the first line supervisors to take firm action against the staff and to stop all downtime. She also decided to close the company’s soft field established by her father. She thought the staff didn’t use it much, and she wanted the space for future expansion.

The problems that came with the way she dealt with the workers , they are dissatisfied or not being involved in the process. They treat them like hired help or rather , Since the machines which paid for her work, paid her medium wages and expected her to work at full capacity and to produce as much what she can, she did not think of herself as a leader but as a manager, was interested in profit and did not share the profit among the workers who made her earn this profit .

2- What challenges does Helen confront?
Helen was a very straight person, and she knew what she was doing and knew what steps would help her grow the company, and never treated the people who worked for her. As human beings, where they were paid their average wage which I thought they would do more than enough for them, but they have to realize that at the end Today they also had desires to procreate and family at home, and they needed to be paid more than an average and to be treated more than just machines.

In general, Helen thought that things should go better. The output must be high and cost low. Its strategy must lead to higher levels of productivity and profits. But that didn’t happen. When Helen was going in a factory, she was making sure that people didn’t do their best. Performance reports indicated that the output was marginally higher than before, but the scrap rates had soared. Salary costs were already lower, but staff costs have increased. The turnover rate appears to have increased significantly and the costs of training have increased as a result. In despair, Helen finally hired the consultant. After carefully researching the history of the organization and Helen’s recent changes, the consultant made some brilliant suggestions. In the end, Helen believed that the Chancellor thought she should go back to the “human nonsense” that her father used. No matter how I turned it, you couldn’t see the wisdom in this. People make a profit and didn’t want all those things involved .Her behaviour towards the workers led to problems, she had to face challenges such as keeping her excited to work up to the goal and retaining the competitive market.

3- If you were Helen’s consultant, what would you advise her to do?
If I was Helen’s consultant I ‘d have advised her to change the way she approached her goal, she wouldn’t have to focus on the world market. But also on the work that is being done in its business, but needs to build a more systematic method of work in which workers also have a say. They must be heard and given the opportunity to express their opinion, it must be like the way the government works–democratically.

As a Helen’s consultant before I can organize my work, I must be organized first. If my organizational skills are medium or below average, make a self-assessment by asking these questions: how long does it take you to complete every task?
Are you properly executed so you don’t have to bring it back?
Do you prioritize everything correctly?
Do you spend a lot of time on certain tasks?
?Have you organized your files so that you can reach them quickly
Are you getting tired of a lot of paperwork?
Did you do everything you needed to be a regulator?
Select the areas I need to refine, and prepare to process them. Once you’ve identified areas that need improvement, it’s time to work on my acceptance. Your daily tasks are my responsibility, so I must treat them as such. An inappropriate plan for each task by specifying your duties for the week in your chart. Whenever things appear, register them immediately
Make paperwork visible to the minimum, keeping only what is currently required on my desk. Maintenance of a computer-based paper system. Name All materials and place all linked content in the same folder. When my work schedule becomes overheated and faces constant interruptions, you tend to do so in order of priority.

If the outage requires immediate attention, be sure to check to see how sensitive i am to my other responsibilities before you stick to it. In setting priorities, I ‘ll find that some tasks can wait. Deal with each task according to priority, and I will meet my deadlines. Good organizational skills may come naturally to me, or I may have to work with them. By applying discipline and practice, it is a skill that almost anyone can master. Do it every day and it will become a habit. Poor organizational skills lead to an unbalanced workload, which leads to your abuse. This confusion can cause you to lose appointments and reduce your ability to solve problems, which is a negative reflection of your professional image. Planning before each day, writing important information, do not accept more work you can handle, and always follow up on phone calls and e-mails.

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