• Poor communication after Mr. Barton discontinued the tally system. ➢ Employees felt management failed to represent their best interests. ➢ Poor communication by management. There was a lack of input requested from sales personnel. Problem Statement The problem, in this case, stemmed from declining department sales and inappropriate business practices that created unpleasant work conditions and significant reductions in employee productivity.
John’s inability to anticipate issues and take up steps to resolve the conflict arising due to the Vincent’s presence is harming the output of the organization. Not only the specific projects, Gwen’s behavior and John’s is leading to voluntary exists of other employees. Symptoms of the problem: • Gwen’s Incivility towards Vincent • John’s failure to address Gwen for her misbehavior • Voluntary exists of employees • Partial behavior towards Gwen by allowing her to print Visiting cards not as per her job description. • Gwen’s Bossy Attitude towards employees Case Analysis and Solutions The above case deals with the effect of counterproductive behavior of Gwen, and lack of management qualities in John, which further led to a situation of role ambiguity in the organization. Gwen had been contributing towards the
ATLANTIC STORE FURNITURE CASE ANALYSIS Organization Behavior 530 October 8, 2013 Words: 1684 The Atlantic Store Furniture case depicts a hostile work environment composed of woodworking and metalworking employees. The former entity is belittling the other by means of intimidation and harassment. The relationship between the two groups of the company Atlantic Store Furniture (ASF) has plummeted. The employee’s negative and non-constructive behaviors have escalated to a level uncontrollable by management. Previous efforts by management to find a solution to these issues were unsuccessful.
They id not respond appropriately to allegations of abuse. They had not responded to or considered complaints and views of people about the service. Investigations into the conduct of staff were not robust enough and had not safeguarded the residents. The report said that it was now clear that the problems at Winterbourne View were far worse than initially indicated by the whistle-blower and that the provider had effectively misled the Q.C.Q by not keeping them informed about incidents as required by
Carl demonstrated meager planning, implementation, and unwieldiness to follow-through with his assigned duties. It appears that Carl Robins is not qualified or trained properly to do his job successfully. This issue may have been averted by establishing a systematic leadership and mentoring plan by ABC, Inc. to train and advise their new employees. Several issues stand out immediately. New employees did not have the required forms completed and their transcripts were not on file.
There was a lack of proper supply -chain command. Unlike earlier, when DynaCorp was smaller, the manufacturing and engineering teams worked in symphony and harmony with each other. Now due to offices being separated across geographies there is a lack of communication between these teams. Another aspect is that new ideas were not reflected anywhere. This is due to the many layers of the organization.
For such a large company this creates a lot of delay and issues for the company. Their documentation is there; it is just not created and dispersed in the most efficient
Hull House’s leadership was not supportive of staff at that time. Decisions were consistently being made without any input of employees or alternatives discussed with the employees. The problems identified effects case management and clients’ agency wide. The team is not being provided with the tools needed to effectively do their jobs. The clients’ well-being is primary and their ability to receive the appropriate services is also essential to the agency.
And also the CEO of Elm he didn’t have the whole information about the problem. So I think all this factors it makes the issue, it’s not an easy ones. Because this kind of problems it can destroy any organization. B- The effectiveness of an organization depends in part on its organizational structure, the clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization. It also true that effective strategy deployment is dependent upon, and tends to shape, organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.
The behaviours which I believe makes my supervisor incompetent are: - Providing conflicting and contradictory information and instructions - Having a lack of knowledge of areas they are responsible for supervising - Displaying no leadership ability or authority, having no respect from staff - By lying, being deceitful and taking credit for other staff members work - Blaming other staff member for their own mistakes - Failing to provide training to staff members in their roles - Refusing to accept any feedback from staff How did that person’s incompetence reflect on workplace relationships and workplace effectiveness? Why do you think that is? Be specific.