Group Case Study - Organisation Behaviour - 1426 Words

Question 1 Introduction The information gathered from the grapevine had shown unhappiness and high stress level of the employees since Bjork started working in the company. Ever since Bjork joined the work force, she gave a rather bad impression towards the employees who had witnessed Bjorks ill-mannered behaviour towards Wong. When she was promoted to the supervisor position to replace Wong for his retirement, her irrational attitude towards the employees had gradually turned the company from a peaceful and team-oriented workplace, to a stressful and uncomfortable working environment. Question 1(i) Hierarchy of needs There are two types of theories of motivation Ââ€" Early and Contemporary Theories of Motivation. Abraham†¦show more content†¦(Robbins and Judge, 2005, p172). Bjork immediately requested to replace Wongs position when she was aware of his retirement. And upon the succession of supervisor position, she drew lines between herself and employees and came out a list of rules for her employees to follow in order to gain overall control. Lastly, the need for Affiliation, desires relationships that involve a high degree of mutual understanding. (Robbins and Judge, 2005, p173). Similar to Maslows hierarchy of needs, Bjork wanted her employee to address her as Ms Huang. This already put a gap in between the superior and employee. Besides, she was not understanding towards her employees for ruining the instrument and the slow production speed. Tuckmans model There are five different views of Tuckmans five-stage model of group development Ââ€" Forming, Storming, Norming, Performing and Adjourning. Forming The Forming stage, when members try to figure out the unknown behaviour of each other. Bjork as the supervisor implemented too many rules in the first day instead of trying to know each other well first. From the quarrel between Wong and Bjork previously, she already gave a bad impression to the employees. But she did not even make effort to cultivate or manage her relationship better with the employees. Storming Secondly, there is the Storming stage, which there is resistance to the constraints that the group imposes on individuality. (Robbins and Judge, 2005, p266). In the case,Show MoreRelatedGroup Case Study - Organisation Behaviour1419 Words   |  6 Pagesgrapevine had shown unhappiness and high stress level of the employees since Bjork started working in the company. Ever since Bjork joined the work force, she gave a rather bad impression towards the employees who had witnessed Bjorks ill-mannered behaviour towards Wong. When she was promoted to the supervisor position to replace Wong for his retirement, her irrational attitude towards the employees had gradually turned the company from a peaceful and team-oriented workplace, to a stressful and uncomfortableRead MoreWhat a Star-What a Jerk1183 Words   |  5 PagesSubmitted By: Group No: 3 Sec: B Group Members: 2012066: Ankit Jhunjhunwala 2012071: Anshul Chaudhary 2012077: Ashish Dhar 2012083: Avisha Shukla 2012090: Anubha Bhatnagar 2012108: Dhilon Priyadarshi Dash Submitted To: Dr. Saleena Khan Introduction ‘What a star, What a Jerk’ is a Harvard Business review case study which deals with the basic human attributes of attitude and behaviour and the closely intertwined connection among the two. The case tries to highlightRead MoreEssay on Factors for Effective Teamwork1415 Words   |  6 Pagesinterrelated. These theories define the actual optimisation in organisation. The leadership orientation also changes due to these factors. 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