The founder and CEO of Airdevils, Celsey Evans, hired Dream Teamworks to assist in finding why there has been a decline in customer satisfaction. Dream Teamworks is an organizational psychology consulting firm who will analyze all employees, structure, and policies of Airdevils; making recommendations to improve employee and customer satisfaction. I am an organizational psychologist working with Dream Teamworks and will record my findings. Celsey Evans fears the high number of employees hired at once has left the employees unfamiliar with the people they are working with causing intrapersonal conflict among them. To get to the root of the problem Celsey has administered the Job Description Index Survey (JDI) and I have evaluated the findings.
First, I would like to address our current LTIR (Lost Time Injury & Illness Rate) and the steps to improve it. A number of the issues that have lead to an increase in the lost time injury and illness within the organization can be traced back to a lack of job satisfaction, motivation, and empowerment. Organizational behavior theories show job satisfaction has a direct relation to employee absenteeism as well as increased injury in the workplace. To combat this I would like to implement an “employee leadership program” where we appoint an employee on a rotational basis to help manage our LTIR program. This program will provide the employees a number of professional development opportunities to build skills, strengthen our core values, remove barriers and enhance trust among the leadership group and our employee base.
Employees also failed to take standard precautions, failed to make constant contact with patients during procedures. Human errors in the overdose of patients were evident. When dealing with human life, technicians were clearly careless, non-attentive in some cases, and showed a lack of appreciation for the risk involved in the operation of the machinery. Other factors were poor training of technicians as well as a lack of sufficient penalty to the technicians involved. Attorneys for the family against the machine manufacturer (AECL) The Therac-25 design eliminated many of the hardware safety features that been built into previous designs, assuming the software was functioning correctly and eliminated the need for safety features.
Mrs. Fields’ Cookies Case Analysis Critical Issues In Mrs. Fields case the critical issues are: 1) ISS Triangle The principle of the ISS Triangle was not applied. The IT- part was too dominant and there was no balance and no holistic approach in using business, organizational and IT strategic elements. The Fields didn’t consider the impact of the interaction between the 3 elements of the ISS Triangle. 2) Moral disengagement Due to the paternalism of the system the program dictated the managers what is to do. This leaded to a displacement and diffusion of responsibility.
Case study: Club Chaos The main organizational problem affecting Club Chaos was the poor management and leadership. The senior managers failed to implement policies and procedures for good work environment to encourage hard work and efficiency. Cathy displayed exceptional management potential for well run department, but she resigned without attempts to retain her or understand the reasons. There were lack of organizational goals, improper recruiting system based on nepotism especially with management appointments, No formal training/education, no performance evaluation/appraisal system, no customer service/satisfaction, poor management tactics to run business and no promotion, loyalty or sense of worth or value of employees. The managers didn’t follow any organizational behaviour.
Q2.) All three of the objectives in some way were not followed by the Huntington office nor did management try to enact the five components related to the objectives. The biggest internal control weakness was that they relied on the honesty of employees; therefore they didn’t implement many control procedures that could have significantly reduced Woody’s ability to steal from the company. There was no segregation of duties in the Huntington office which is critical to effective internal control. The sales representative (Woody, along with two other employees, was able to do any of the four types of functional responsibilities.
These problems, as stated in the case study, include: lack of purchasing, design, and testing processes, inspections that are after the fact with out in-process controls or feed back loops. It also leads to a lack of product tractability, quality maintenance records of the equipment so improvement or stabilization data is not available. Designs are made on hunches - there is no decisions based on facts and data. Statements like “even if it is a little off spec was tolerable, we need market share now” shows a poor quality attitude and the schedule is more important. The inspector had used only a sample of testing to find the eight rejected cases but had no way of tracking where they had gone shows a lack of in-process controls and a lack of product tractability.
Supervisor-Subordinate Communication Effect on Performance, Trust and Morale Successful communication between supervisor and subordinate determines the success of employees. What happens if there is a lack of communication between supervisors and employees? This paper explores the perception of lack of communication between supervisor and subordinate and how this affects an employee’s performance, trust and morale. My research will identify, partially through the use of an employee questionnaire, specific situations where employees perceive a lack of communication. My study will help develop my managerial skills as well as offer alternative training ideas for newly developing managers within my organization.
Each of the theories are limited in their scope, in this paper we will look at the key points behind fourof these theories in order to better understand the entire concept of motivation. Mayo’s Theory of Human Relations Next, let’s take a look at Elton Mayo’s theory that examined the social needs of employees. Mayo was under the belief that monetary compensation was not adequate to push employees to do their best. He proposed that the employee’s social needs needed to be considered. Mayo recommended that companies treat employees in a more caring and humane manner to show their interest in the employee as an individual to have them put forth their best efforts.
They do not have the ambition nor do they want any responsibility of work since its unpleasant (Clark, 2008). An example is when management is controlling the employees, they will avoid work this means skipping or calling in sick on a regular basis. This also means that they may not make the quotas or requirement that is on the line. In the y theory the company accepts their employees which create a total opposite environment than the x theory. Employees under the y theory have potential, commitment, creativity, want the achievements or responsibility, self direction, and solve organizational problems that arise (Clark, 2008).