Organizational Behavior and Development - Essay Example

? Organizational Behavior and Development First Introduction From the case study of Fran Hayden joining the dairy engineering, we see that her case represents a snapshot of an all too familiar day at work for the majority of people characterized with typical frustrations and daily hassles. Fran’s case is riddled with emotions and attitude in the workplace. How did Fran handle the conflicts she had with her boss, why was her boss so insensitive towards her? Why did the events in the dairy lead to Fran losing her job? What options did Fran have? These are the questions we will seek to address in this report and attempt to provide solutions based on various researches. Emotions in the workplace have a profound effect on everything we do as it affects thoughts and behaviors. On the other hand, attitudes are a representation of beliefs, feelings and behavioral intentions towards a person, object or event and involve conscious logical reasoning unlike emotions which occur as events often without awareness. Emotions affect workplace attitudes. In the workplace as we interact with co-workers, individuals experience a variety of emotions that shape our feelings towards the company, the job itself and our bosses. The most common of this attitude researched about in the work place are job satisfaction and organizational commitment (Workplace emotions and attitudes, n.d). From our case study, Fran’s Hayden suffered significant adverse effects at Dairy engineering arising substantially from job satisfaction and job role expectations. Job satisfaction represents an individual’s evaluation of their job and work content (Workplace, n.d). Frans expectations were affirmed from Peter Bruton her boss, Rob the chief accountant and herself. First we learn that Fran’s was interested in a position in the dairy engineering in the hope that she will gain practical experiences in addition to the higher salary. She was offered a position she knew she will not enjoy but still went ahead and accepted it. she was told her work will entail compiling the monthly report known as “big brother” but later she found her work was entirely clerical which made her wonder why MIS needed her yet she had very little to do in that department. Obviously Fran’s expectations of practical experience were not met. The other problems identified from the case study that made it unbearable for Fran is the poor organizational structure of dairy engineering. Every organization has components that require professional and effective management. The key components of an organization are people and structure. Formal organizational structures are hierarchical with people at each level having their own objectives and people at the lower levels report to higher level managers. This system has the principle of unity of command inbuilt in it. This determines the efficiency of the organization which depends on the free flow of information, efficient communication system, well defined authority and responsibilities supported by detailed policies, rules and regulations. An organization must have outlined systems that are understood by everyone in the organization (Ashraf, n.d.). Looking at the Fran scenario in the dairy engineering, there was no formal on boarding process in place. On her first day of work, she was accompanied by a colleague who introduced her to the rest of the team then her boss explained to her what her duties are and she started working. A formal new hire process ensures that new employees like Fran are given the same information with respect to company policies, expectations and procedures that ensures consistency and accuracy (Plowman, 2010). When Fran boss went on leave, Fran took orders from Rob the chief accountant who gave her the opportunity to attend a management workshop in Auckland. When Fran got back, her boss Burton was furious that he had not been consulted and he felt his authority was being undermined.Fran is not to blame since all she did was do as she was told. The issue was that due to poor organizational structure she did not know who to report to. She listened to Vernon’s advice which contrasted with Rob the chief accountant’s view. Leaders in the workplace receive several complaints ranging from minor to the very complex. Leaders in organizations should have specific procedures to resolve complaints fairly and consistently. Decisions vary with others suited to handling other issues than others. Once a complaint is established to be legitimate, a preliminary investigation underlying the causes and individuals involved should be done. The problem should be documented to develop objective facts and participants interviewed to pinpoint the underlying causes before reaching a solution (Bednarz, 2012). From the case study we see that as much as Fran raised her concerns with Rob, he did not resolve anything instead he brushed off the complaint and did not raise it with Bruton as he had promised to and this created more tension. From the case study, we can conclude that the biggest blunder Fran made was accepting an offer for a job she knew she wills not enjoy. Productivity and job satisfaction are strongly related. Job satisfaction is productive due to the fact that everyone wants to keep what they value, everyone is out to destroy what hurts them, when work is fun, no one wants to quit and above all creativity is high with peaceful minds (Scheid, 2010). Recommendations Whenever people interact in organizations many factors come into play and organization behavior emphasizes understanding of behaviors in the organization since this knowledge helps curb behaviors that do not match the organizations’ objectives (Ashraf, n.d.). Leaders ought to understand that problems and complaints vary and that unresolved issues hinder performance of the organization by disrupting harmony. They should also be versed in dealing with operational problems in the workplace such as bullying and harassment. Conclusion Studies have proved that there is a moderate relationship between job satisfaction and performance. A happy worker is a productive worker (Saari & Judge, 2004). However, the decision lies with an individual. To avoid a case of Fran, it is only a matter of choice whether to stay in the wrong path or to take a path to excellence where expectations match job satisfaction. References Ashraf, T. n.d. Organizational behaviour. Available at; http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_14.pdf Bednarz, T. F. 2012. Handling Workplace Complaints, Concerns and Issues. Available at; http://www.brighthub.com/office/entrepreneurs/articles/59734.aspx Plowman, N. 2010, January 22. The Importance of Effective On boarding for New Hires. Hires Journal, 1 (2). Saari, L. M., & Judge, T. A. 2004. Employee Attitude and job satisfaction. Available at; http://utm.edu/staff/mikem/documents/jobsatisfaction.pdf Scheid, J. 2010, May 16. Correlation Between Employee Productivity and Job Satisfaction. Available at; http://www.brighthub.com/office/entrepreneurs/articles/71391.aspx Study of Organizational behavior. (n.d.). Available at; http://www.newagepublishers.com/samplechapter/001395.pdf Workplace. N.d. Workplace Complaints; Concerns and Issues. Available at; http://blog.majoriumbusinesspress.com/2012/04/05/handling-workplace-complaints-concerns-and-issues/ Workplace emotions and attitudes (n.d.). 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