Oraganisational Behaviour

CASE: I Pushing Paper Can Be Fun

Q1. What performane pro!lem is the aptain tr"ing to orret#Ans$er:
The police commissioner is trying to demonstrate the problems he faced, during
theseminar to have a remedy in return.He thinks that the hiring of inexperienced young ones
who do not have sufficient role perceptionand neither are competent is the gist cause of problem,
which leads to avoiding the paperwork or recording the history of whole day working for
further processing. This poor reporting creates problem in court where there is
always need of unambiguous and highly detailed reporting. Inoverhaul, employees
are not motivated neither aware of the job they have to perform nor that' swhat
commissioner is trying to correct
!.
%se the &A'S mo(el of in(ivi(ual !ehavior an( performane to (iagnose the
possi!leauses of the unaepta!le !ehavior.Ans$er:
following may be involved in possible causes of unacceptable
behavior"#. hi r i ng of i nexper i enced r ecr ui t s !. i ns uf f i ci ent t r ai ni ng pr ogr ams $.
no %&erson'(ob )atching% criteria is followed*. no +ol e &er cept i on i n mi nds of
of f i c er s ,. l ow mot i vat i on or )or al e -evel
1. hi r i ng of i ne)peri ene( rerui t s :
T h e i n d i v i d u a l b e h a v i o r s a n d p e r f o r ma n c e s h a v e a d i r e c t i mp a c t o n
t h e l e v e l o f exper i ence a per s on has . .i mi l ar l y, when young i n
exper i enced r ecr ui t s who ar e not exposed to the work experience before, are
hired in force and are expected to perform practical and written work so delicately, then
this perception is totally wrong.
1. I ns uf f i i ent t rai ni ng programs :
Insufficient training programs are even a factor leading to insufficient performance made by
of f i cer s . I f t her e had been a t r ai ni ng s es s i on i n whi ch ever y of f i cer was
t ol d andexer ci s ed t hat he had t o pen down what he had done t he whol e
day, i n an accur at e reporting way, the problem of disliking of paperwork would not been
possible.
*. +o ,Pers on- .o! &at hi ng, ri t eri a i s f ol l o$e(:
The officers in this case study are hired neglecting to the fact that whether the
person' sabilities are matching with the job re/uirements or not


/. +o 'ol e Perept i on i n mi n(s of of f i ers :
The main problem is that the officers when get back to station after attempting
practical performance, do not do the paper work because they do not like it. This clearly states
thatt h e s e o f f i c e r s d o n o t h a v e a c l e a r c u t + o l e & e r c e p t i o n i n
t h e i r m i n d s n e i t h e r acknowledgment about the job description. It0s not in
their perception or belief that if they won0t do the paper works their organi1ation and
ultimately them is going to suffer.
*.
0o$ motivation or &orale 0evel:
)otivation is an insight driving force. If this driving force isn't there in an employee, heis not
going to drive towards the main motive of his organi1ation. .ame is the case
witht h i s c a s e s t u d y , o f f i c e r s h e r e a r e n o t mo t i v a t e d mi g h t b e d u e t
o u n a wa r e n e s s o f organi1ational or personal goals


Q/. 1as t he apt ai n ons i (ere( al l pos s i !l e s ol ut i ons t o t he pro!l em#
I f not 2 $hat el s e might !e (one#Ans$er:
In the given scenario the major problem under discussion is the lack of determinationand
interest of the officers towards the written description and documentation of the
crimes.2fficers are termed as 3
Rookies
here as they are /uite young, immature, inexperienced andseemed a bit irresponsible
for their work of reporting the crimes, antisocial behaviors, corruption,misconducts etc. +ather
they are sent to streets, on police cars or on beat with a trust to work andthey rather seemed
satisfy and happy with their duties to contact public in different matters, toface
difficult situations i.e. crime preventions, apprehensions of criminals, save people
fromfires, accidents and other emergencies.4ut still the real problem arises with their attitudes
when they come to contact with the writtenrecording of their crimes. They appeared
rather discriminate against the paperwork of
reportsa g a i n s t c r i mi n a l s d e s p i t e o f t h e f a c t t h a t i f a n y o n e p a r t o f
t h e r e p o r t i s i n c o mp l e t e o r misinterpreted due to any ignorance, the whole case can
become spoiled or distorted.The ultimate solution reorgani1ed in the scenario to this
problem is to motivate the officers to bring clear detailed, factual and unambiguous reports
with them. 4ut at the same time there is a problem that how to motivate them i.e. it re/uires
finances to reward them on their performances,conducts performance appraisals etc. He
could not recogni1e how to make job interesting for them. .o the ultimate solution to
this problem might be to conduct surveys, seminars, discussionmeetings etc to develop their
interest towards the literature. This can be done with minimum costand finance i.e. they can
trained officers through the high authorities by giving lectures throughthem. Highly skilled
officers can motivate them to do their job effectively and efficiently through
motivation, their abilities, competencies, person job matching and role perception i.e. he have
to bui l t cour age and det er mi nat i on t o empl oyees t o us e t hei r s ki l l s , knowl e
dge, abi l i t i es andaptitude and other characteristics in the execution of paperwork. They
have to just urge them or polish their characteristics..imilarly they have to
match individual0s competencies with job re/uirements. There are threeapproaches
to matching individual competencies with job re/uirements. 2ne strategy to
selectapplicants whose existing competencies best fit the re/uired task. 2r the !
nd
strategy is to providetraining so the employees develop re/uired skills and knowledge and the
third strategy might useis to redesign jobs so employees are given only tasks within
their capabilities. 5very matter needs detailed analysis and should be based on facts
and figures conducted from nature and all the possible conse/uences.The commissioner
could follow the strategy to redesign the job so that the employees are giventasks within their
capabilities. The commissioner has to identify the officers that have strongwritten
communication for the job of the paper work. The officers right on the streets performingface to
face interactions with public, keep providing continuous reporting information to
theofficers sitting in the office by walky'talky or any other communication device possible.
Theseofficers after obtaining information write accurate reports in order to avoid
losing more casesthan another factor
CASE: II 1o$ 3i( I 4et 1ere#
CASE: III 5he Shipping In(ustr" Aounting 5eam6
6
CASE: I7 Conflit In Close Quarters
#. Identify the different conflict episodes that exist in this case. 6ho was in conflict
withwhom7...
89. "
:irst, conflict between two +ussian cosmonauts, who generally did not get along andgot into a
fistfight that left blood splattered on the chamber walls..econd, conflict between (udith -apierre,
one of three international researchers and+ussian commander who try to kiss her, regarded as
sexual harassment.Third, conflict between international crews and The +ussian Institute for
4iomedical&roblems ;I4)&<, caused by
I4)&0s

respond toward international crews0 complain
about the unpleasant behavior of the +ussian cosmonauts.
!. 6hat are the sources of conflict for these conflict incidents7
89."
The two +ussian, who generally did not get along, are under alcohol. It makesthem not clearly
think about what they do or say which probably cause a fightbetween them. The +ussian space
agency should not allow them to drink.
=
The +ussian commander did a sexual harassment to (udith -apierre. Hegrabbed and dragged her
out of view of the television monitoring cameras, sothere will be no one to see, he kissed her
aggressively
>
twice. 5ven when-apierre had fought him off, he still tried to kiss her again.
=

I4)&0s response due t
o
international crew0s complain about the +ussian
cosmonauts behavior are displeased. Instead of giving a solution, I4)&replied that the incidents
were part of the experiment and they should solvetheir personal problem by themselves while it
never been inform in the firstplace of recruitment.
ue $. 6hat conflict management style;s< did -apierre, the international team, and ?ushinuse to
resolve these conflicts7 6hat style;s< would have worked best in thesituations7
89. "
(udith -apierre defense herself by fought The +ussian @ommander off. It wasknown by
competing when the conflict is seen as a win'lose situation and thewill to win dominates.
@onflicts are resolved by one person winning and oneperson losing. In this case, (udith -apierre
was losing when the +ussian@ommander still tried to kiss her again the next morning.
=
The international team use avoidance to solve their problem. 8fter complaining to I4)& and did
not get a satisfied response, one of theinternational team from (apan /uit. The person sacrifices
their personal goaland stay away from the issues over which the conflict is taking place and
fromthe people they are in conflict with. He prefers to withdraw ;physically andpsychologically<
from a conflict than to face it.
=
?ushin was accommodating the conflict by giving comment that the
kissing just a differential of cultural perception. He tries to describe that the kissingthing is not a
big deal. ?ushin try to avoid conflict in order to maintainharmony, so the conflict will be
stopped.
=
The style that would have worked best in these situations would have beenthrough compromise.
They will give up part of their goals and encourageothers to do the same in order to obtain a
solution to the conflict. This style
encourages a common middle ground by sacrificing parts of their goals andrelationships in order
to find a solution that all parties will be satisfied with.*. 6hat conflict management interventions
were applied here7 Aid they work7 6hatalternative strategies would work best in this situation
and in the future7The conflict management was competing, avoiding, and accommodating which
werenot work well. The alternative strategies would be compromise by using the thirdparty.
4ecause the I4)& who should be the third party failed their role so theyshould find another third
party who are in neutral position, not taking side in one of them. The third party will be the
in/uisitor, not only facilitate the first and secondparty but also giving a decision or solution for
their conflict.
CASE: 7 1illton8s 5ransformation
Case Stu(" 19.1 : 1ilton8s 5ransformaonQ1. Contrast 1ilton8s earlier orporate ulture $ith the
emerging set of ultural values.a.Earlier Corporate Culture
'Inward :ocused'5mployees treated as family'8utonomy'(ob security'5ntlementB@omfort'
:ew @ost @ontrols'32utsideC or 3HardC municipal service focus > road building, ulity
construcon and maintenance, Dre and policeprotecon, recreaonal facilies, and land use
control'5xpansion'3Inside 6orkersC ;taxaon, community service, ect< given less priority'
Inside Hires
!.Emerging Corporate Culture
'2utward :ocused'@ustomerB@i1en friendly for ci1ensBbusiness owners'3.oEC municipal
service focus > libraries, social acvies, community services'.ave money'5mployees treated
as employees'Hire the best people for the job regardless of background or whether they are in the
company or not
Q*. Consi(ering the (iult" in hanging organi;aonal ulture2 $h" (oes 1ilton8s management seem
to !e suessfulat this transformaon#
4y replacing the top management with people whose backgrounds are congruent with the new
corporate culture they arepraccing 3drasc unlearningC a form of cultural change known as
coercion ;24 page $F!<. 4y cung out the driving forcebehind the old values the management
team has new room to expand and change the old culture to Dt their desiredoutcome. In essence
the managers are praccing 3deculturaonC ;24 pg $*G< oEen seen in mergers to change the
cultureof a company that has been ac/uired. The company0s new view is focused on creang an
38dapve cultureC ;24 pg $*H<where their focus is on the people of the city. This 3ci1ens
needs DrstC approach is one that will help the companyconnue to build and grow because it is
the ci1ens opinions and needs that will direct their change.
Other Possi!le 5opis 5o Cover:
8racng, .elecng and .ociali1ing employees ;8.8 Theory pg $*$<.ocial Identy Theory
;pg $,<6hy employees resist change ;page $,F< > direct costs, fear of the unknown, and
breaking rounes.
Q/. I(enf" t$o other strategies that the it" might onsi(er to reinfore the ne$ set of orporate values.
Two other strategies that the city might consider to reinforce the new set of corporate values
are"#.Team 4uilding'Team 4uilding ;page #I$<'Team @ohesion ;page #IF< > see &&T
slides!.Increased 5mployee InvolvementB :laened 2rgani1aonal .tructure'5mployee
Involvement ;page #F*<'5mployee 5ngagement ;page #HF<'&ower ;page !$F<'Tall and :lat
2rgani1aonal .tructure
.rategic )anagementt