Case study analysis - Essay Example

Lecturer Question Some of the issues related to organizational behavior and design are: (i) Monetary incentives and rewards to employees. Salary and remuneration packages are a major factor that motivates employees to work overtime and effectively. Though the money factors has been a subject of discussion, seventy percent of the time, a well paid employee will more likely work harder and save on company resources as opposed to less incentivized employees like Sue and George. Most of the other employees have college degrees with English as their first language and are earning much higher than Sue and George who only have diplomas and speak English as a second language.

The latter really needs to feel fairly treated in the organization and the logical way to react on realizing they are given a lower pay is to use company resources for personal benefits (Boxall & Purcell, 2011). Some major examples being are Sue posting personal items using company postages, surfing the internet and delegating her workload to the other staff members. (ii) Working conditions Sally’s team was under performing, so the management decided to bring in new computers, install air conditioning and install new design software in an attempt to improve productivity.

This usually works most of the time in improving efficiency but does not usually guarantee change of behavior in the long term. Employees will most probably still go for long hours breaks and lunch unless tighter and effective measures are put in place. The staff seem to be motivated at first due to the new energy and change in working environment but performance deteriorate overtime because of inadequate and less proactive training of the staff in using the new software (Boxall & Purcell, 2003). (iii) Career satisfaction Every employee needs to feel like they are gaining relevant knowledge in their career in order to relax the need for high wages.

George feels like he is satisfied with his career despite the low pay because he gets to he is going to improve his English and enhance his work skills. The potential growth for him gives him the career satisfaction he needs. (iv) Decision making process and channel The management is responsible for motivating the staff by ensuring effective communication between the two and placing careful and rational thinking before giving feedback. Tom’s frustration with Sally’s team did not warrantee him to reply irrationally to the email and end up costing the company to loose existing business.

Verbal compliments and effective recognition system rather than memo on notice board can work effectively. Question 2 The internal process approach- this is a process that is more akin to efficiency than effectiveness of an organization. However, certain measures can overcome this. Using processes encompasses high morale, strong culture, quick decision making and effective reward system. The reward system invented by Advert Co. was not used eventually only that the company resolved to give clocks to the staff as an indirect way to tell them to come to work early.

The expectation is to actually give a worthy reward for the hard work even if it is monetary bonuses. But in a time of internal process change performance is affected (Hickman & Silva, 1984). The system resource model -deals with effectiveness of an organization. Advert CO. chose to bring the new system software. A processing sequence is introduced in this case since the company depends on being able to acquire inputs from their environment, to be processed and returned as outputs to others in the environment who will value them.

These factors include: bargaining expertise, bargaining power, effective environment scanning (predicting environment changes) and adaptability to changes by making contingency plans. Planning for paradigm shift by installing new software and training the staff would have made an easy transition in terms of changing work environment (Hall & Goodale, 1986). The management also never foreboded that the staff will experience challenges in meeting their deadlines. The goal model of effectiveness- this is unquestionably the most commonly used and widely discussed approach for assessing effectiveness’.

It measures profitability, growth, market share, delivery time (which is directly related the case study), time-to-market and company reputation. The dynamics in this situation enables goal attainment only when human and material resources can be managed to achieve objectivity (Hall & Goodale, 1986). Question 3 Some of the strategies one can use in Advert Co. situation are; Using a planned or deliberate strategies come about where there are precise intentions, which are written down and imposed by a central leadership.

Key features include a large number of controls to ensure surprise free implementation in an environment, which is controllable, with managers who are able ascertain, review and evaluate every option available, and they are then able to choose what appears to be the best option in the light of rational criteria. Operating in a predictable environment like Advert Co. should give the managers incentives to manage peer pressure and infectious behavior of coming late. Tom muddling through and quick reply of the email never helped.

Collect internal information systematically and then integrate the decision and feedback comprehensively. Advert Co. can manage and afford a formal analysis of internal problems so doing it fast and right will be prudent (Snow, 1989). References Boxall, P. F., & Purcell, J. (2011). Strategy and human resource management. New York: Palgrave Macmillan. Boxall, P. F., & Purcell, J. (2003). Strategy and human resource management. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. Snow, C. C. (1989). Strategy, organization design, and human resource management.

Greenwich, Conn: JAI Press. Hall, D. T., & Goodale, J. G. (1986). Human resource management: Strategy, design, and implementation. Glenview, Ill: Scott, Foresman. Hickman, C. R., & Silva, M. A. (1984). Creating excellence: Managing corporate culture, strategy, and change in the New Age. New York: New American Library. Pennings, J. M. (1985). Organizational strategy and change. San Francisco: Jossey-Bass. Booth, S. A. S. (1993). Crisis management strategy: Competition and change in modern enterprises.

London: Routledge. Murray, J. A., Markides, C., & Galavan, R. (2008). Strategy, innovation, and change: Challenges for management. Oxford: Oxford University Press.