and Hasan, H., n.d.)
At the outset, the environment although polite and formal, breeds division between management and employees. This is shown by the set up of physical structures, by not inviting employees to participate in management’s plan, with a notion that there is nothing more to learn from them.
Result of this environment showed that while it was a good design of operational efficiency and control, there was no flexibility that resulted in loss of motivation and trust that led to unsatisfied performance in the long run.
Because there is no chance of communication, even the best intentions could be clouded with suspicions as in what happened to John who failed to see the good intention of training and further development.
If the democratic leadership is adopted, as initiated by new manager, there is a fair chance that employees will be more motivated in the work performance, John will not quit as things are communicated well, and system will lead to a collegial system whose basis is teamwork.
Sundarasadula, D. and Hasan, H., Closed system and organizational theories, Chapter 11. A unified open systems model for explaining organisational change Retrieved 15 2010 from http://epress.anu.edu.au/info_systems/mobile_devices/ch11s02.html
This case describes a situation of job satisfaction and organizational commitment. Interestingly, it is related to career opportunities, work life policies and job characteristics as could be seen with the problem of Suzanne Chalmers.
Money, benefits and stress on the job are out of the question since these are not the reasons for her resignation. But why would she quit, along with other IT professionals who quit to later joining start-up software firms that give lesser benefits?
In my analysis, management failed to see that job satisfactions among professionals has something to do with ”upward mobility” as they are seeking for higher status and