Organizational Behavior Assignment #1

A Coaching Comparison; Canada vs. United Kingdom Kathryn Garland B00511268 KINE 3740 Thought Paper #1 Instructor: Sherry Huybers September 23, 2011 Question 1: The open system theory is a widely known and organizationally effective theory that depends highly upon the external environment and its feedback (McShane & Steen, 2009). The external environment includes all resources needed for an organization to provide their services or products such as, resources, raw materials, employees, equipment etc. (McShane & Steen, 2009). It is important to ensure that as an organization, feedback is continuously being received on outputs in order to ensure the company can keep up with demand and still be accessible to provide their availability in the future (McShane & Steen, 2009). The open system theory also ganders internally as it explores how well it is able to convert inputs, raw material and human resources into outputs, product/services and employee behavior. How productive the conversion of inputs to outputs is being done is determined by organizational efficiency which measures the sum of inputs verses the sum of outputs. It is important however to consider that a successful company requires more adaptive as well as innovative methods and does not rely solely on efficiency. Within the example given, Napeen Beer Co. experienced the downfalls of poor communication which was lost within the organizational subsystems. Although their campaign increased demand for their products, as an organization they did not take into account their external environment and

the supplies and resources they would need in order to keep up with the increased demand. It is clear that communication and feedback were the major barriers for this marketing campaign and unfortunately resulted negatively for Napeen Beer Co. In the future, it is suggested that employees notify all organizations that deal with the inputs of their product in order to ensure those products can and will be provided. Napeen Beer Co. will only benefit from this proactive behavior and amplified coordination which is essential for the success of any company. Question 2: Within an organization, all employees have different motives for their behavior. The MARS model of individual behavior and results is a model designed to anticipate the causes associated with an employees behavior and performance within a work environment and represents different factors that contribute to those expressed behaviors (McShane & Steen, 2009). The MARS model consists of three general categories, the first being motivation. Motivation is the amount of drive an individual has to work hard, secondly there is ability, which is the learned ability and the natural talents an individual possesses (McShane & Steen, 2009). The last category within the MARS model is role perception, which is how accurately an individual understands what their role is within an organization (McShane & Steen, 2009). Situational factors however must be taken into account and should be considered as a subcategory. Situational factors are circumstances involving a situation which are out of the employees direct control and may interfere with their performance. Making reference to the given example, in my opinion the factor that is highlighted as an issue for this company is lack of motivation, which has a direction as well as intensity. The direction of motivation is the path an individual chooses to apply their efforts. The intensity is how much effort one wishes to apply to a task. Compared with individuals who are on time, it is clear that those engaging in tardy behavior do not place this component of work high in priority as a result of their lack in motivation. Role perception can also be taken into consideration for this workplace dilemma. Role perception is how accurately an individual understand his/her duties that are expected by the company. Prior to the visitation of clients, arriving at the office first is a policy within this specific company and

if an individual fails to meet this company policy it could be suggested that role perception is unclear and he/she may need further enforcement. Situational factors may also be considered as they are often of larger concern outside of the workplace, traveling to and from work for example. Question 3: The ABC behavior modification is a model that demonstrates how behavior modification is dependent upon its antecedents and its consequences, antecedents being the events preceding to a behavior and consequences being the events following a behavior (McShane & Steen, 2009). Within the given example the highlighted issue for Big Box Construction is that their employees are not following the safety regulations that the company requires in order to ensure their contracts. The consequences that result from the employees current behavior is the loss of business and potentially their own job. A behavior change that the company could engage in is to ensure that before starting work all employees are wearing the appropriate attire by the presence of more antecedents, perhaps reminders throughout the building to ensure that all employees are properly equip. It would also be recommended that a staff meeting takes place to highlight the dangers physically and the risk of their career outcome as well. The consequences for failing to abide by this policy should be severe enough to ensure behavior is maintained throughout the working day. The ABC behavior modification model will ensure the proactive behavior all companies strive for is maintained through the presence of antecedents accompanied by a severe consequence. Case Study 4.1 Conestoga-Rovers and Associates Question 1: Conestoga-Rovers work very hard to construct a positive work environment for their employees. A positive environment within the workplace is ranked high in priority for many companies as it illustrates respected employees. A well respected employee will be highly motivated as a result of accompanied perks. When employees are highly motivated, work efficiency and the intensity of work will increase resulting positively for ConestogaRovers, both the company and its employees benefiting.

Question 2: Conestoga-Rovers manages to provide events and perks which employees value by listening to what their employees want, for example Dianne Freeman requested a butterfly learning center which was months later given to her. The owner of this company is using a democratic leadership approach, which is when a company listens to each member of the group and uses their feedback to better them as a whole. Question 3: It is very possible that you could have too much fun at work. There is a line that you have to be careful not to cross in an organization to make sure that you are still having a productive place where the tasks on hand are still being done on time. Works Cited McShane, S. L., & Steen, S. L. (2009). Canadian Organizational Behaviour (Vol. 7th). McGraw-Hill Ryerson.