Organizational Behaviour Essay

dispel A consists of three questions. Be sure to include both the questions and the responses in the document you submit. Your total combined responses for these three questions should non exceed meter to 1500 words.1. Marketing specialists at Napanee Beer Co. developed a new advertising compact for summer gross revenue. The ads were particularly aimed at sports events where Napanee Beer r on the wholeying kegfuls of beer on tap. The marketing assort bring ined for months with a top advertising firm on the campaign. Their effort was roaring in terms of signifi undersurfacetly higher demand for Napanee Beers keg beer at sports stadiums. However, the returnion department had non been nonified of the marketing campaign and was not prep ard for the increased demand.The keep complaisant club was forced to buy empty kegs at a premium price. It similarly had to brew some of the lower priced keg beer in vats that would harbor been utilize for higher priced specialty beer. The result was that Napanee Beer sold more(prenominal) of the lower priced keg beer and less of the higher priced products that summer. Moreover, the keep telephoner could not initially fill consumer demand for the keg beer, resulting in customer dissatisfaction. role open systems theory to explain what occurred at Napanee Beer Co. Begin with a brief rendering of open systems theory. Use your own words (paraphrase) and remember to distinguishence point all sources using APA style.The open systems theory states that governances ar entities that continually ex heighten resources with its external environment. The organization is dependent on the external environment for resources frequently(prenominal) as raw materials, employees, financial resources, and information and equipment which ar the organizations inputs. Those inputs are used by the organizations natural subsystems, such as production and marketing, and are afterward turned into breakputs such as products, services, employee doingss, profits/ losses, and waste/ pollution (McShane & Steen, 2009, p. 4). fit to the open systems theory (McShane & Steen, 2009, p. 4), the organization Napanee Beer familys internal subsystems were not operating efficiently. Due to the deprivation of communication between the marketing throng and the production police squad, production was unaware of the increase in demand for the product and did not order enough inputs to meet this larger demand. Consequently, the materials used were much more expensive than they would move over been had they been ordered earlier. This oversight cost the companionship sales on higher priced specialty beer and caused customer dissatisfaction.Had the production team been aware of the success of the marketing campaign, which was caravaned towards sporting events where Napanee Beer sold kegs of beer on tap, they would have been able to order the appropriate amount of kegs, saving the telephoner a lot of money. This is not an issue between the external and internal environment but an issue with Napanees internal subsystems effectiveness (McShane & Steen, 2009, p. 4.). The neediness of communication between departments weakened the companys ability to increase its input to output capability therefore, the company was not functioning at a high level of efficiency (McShane & Steen, 2009, p. 5.).2. The sales lieu of a large industrial products wholesale company has an increasing problem salespeople are arriving late at the plaza each morning. Some sales reps go directly to visit clients rather than imageing up at the property as required by company policy. Others arrive several proceeding after their appointed start time. The vice-president of sales doesnt want to inject time clocks, but this whitethorn be necessary if the lateness problem isnt corrected.Using the MARS model of individual behaviour, diagnose the possible reasons salespeople whitethorn be engaging in this lateness behaviour. Be gin with a brief description of the MARS model. Use your own words (paraphrase) and remember to cite all sources using APA style.The MARS model represents the four factors that influence peoples behaviour and performance. These factors are need, ability, role perceptions, and smearal factors (McShane & Steen, 2009, p. 26). Motivation is what drives a person in a particular direction and the passion and persistence in which they charter something (McShane & Steen, 2009, p. 26). The ability of an employee refers to their natural aptitudes as puff up as their acquired capabilities (McShane & Steen, 2009, p. 27).An employees competencies refer to his or her skills, knowledge and former(a) characteristics that may be beneficial to the organization (McShane & Steen, 2009, p. 27). Role perception is the third factor in the MARS model. This refers to how intimately the employees perception of their job duties aligns with the employers (McShane & Steen, 2009, p. 27). The final factor in the MARS model is situational factors. Situational factors involve conditions that are not part of the employees skill set or personality and are often out of their control (McShane & Steen, 2009, p. 28).According to the MARS model of individual behaviour, the possible reasons salespeople may be engaging in this lateness behaviour is first the lack of motivation they are feeling to show up to the office at their plan start time (McShane & Steen, 2009, pp. 26-28). This could be due in part to the lack of incentive they receive for showing up on time. Furthermore, the absence of disconfirming consequences for showing up late has not shown the sales reps that the company is wicked about this policy. In order for the sales reps to be motivated to show up to the office in the morning instead of keep an eye oning clients first, there needs to be some kind of reinforcement from the company that demonstrates that showing up on time is a behaviour that they expect and value.The sales r eps were most likely hired because of their ability to gain new customers and wander products therefore, they perk up this aspect of their job as being priority and do not see the value in showing up at the office first. The biggest factor effecting this situation is role perception (McShane & Steen, 2009, p. 27). The sales reps do not have a clear checking that arriving at the office on time is an essential part of their job duties. It is clear from the sales reps behaviour that they are not aware of the importance of being at the office in the morning before they head out to see clients. While this may be a company policy in writing, it is not well practiced in the office, so it is perceived by employees as a recommendation rather than a rule. Situational factors may also contribute to the lateness problem (McShane & Steen, 2009, p. 28). This could be because face time at the office does not support their task goals which are to go out and see clients and sell products. The sal es reps might find the commute to the office an annoy whereas they could instead cut that commute out of their day and drive at once to a clients office.3. Big Box Construction Company has received patterns from government condom inspectors that employees at some of its construction sites are not wearable the required safety helmets and noise-protection equipment. The company could lose these contracts if safety practices are not maintained. The company has warned employees that they could be fired if they dont wear the safety gear, but this has had little effect. Describe an A-B-C analysis for this situation and provide two types of behaviour modification interventions that might change employee behaviour in this situation. In an A-B-C analysis of this situation the antecedent would be the warning the employees received from the company informing them that they must wear safety gear on the job site.The behaviour is that some of the employees are not wearing safety equipment on the construction sites. And the Consequences are that the employees face termination if they progress to disregard this policy (McShane & Steen, 2009, p. 66). Two types of behaviour modification interventions that might change employee behaviour in this situation are 1) Positive reinforcement, the supervisor can offer praise to the employees who are adhering to the safety guidelines (McShane & Steen, 2009, p. 66). In addition, there could be a reward in place such as a bonus for employees who are wearing their safety equipment on the site any day. 2) Punishment, although punishment might generate negative feelings toward the company and supervisor, it is necessary because of the luridness of the breach (McShane & Steen, 2009, p. 67). The type of punishment go forth depend on the absolute frequency of the criminal offence. For example, the first offence could result in a write-up, the second offence in a suspension without pay, and the third dismissal.Part B meditate Case Stud y 4.1 Conestoga-Rovers and Associates on pages 97 and 98 of the textual matterbook and behave the three discussion questions that follow it. Your answer for this case study should not exceed 600 to 800 words in length and should incorporate, where appropriate, content from Lessons 1, 2, 3, and 4.Questions1) Why does Conestoga-Rovers and Associates and other companies try to create a positive performance environment?The text explains that according to the dual cognitive-emotional attitude process, the positive emotional experiences employees encounter on a daily basis at Conestoga-Rovers contributes to their job satisfaction (McShane & Steen, 2009, p. 80). When employees are satisfied with their job they are more likely to be reconciling to the organizations clients, helpful to their co- educateers, and can experience increased general productivity (McShane & Steen, 2009, p. 87). Therefore, it is beneficial for the company to foster a positive work environment where its employee s are frequently feeling positive emotional experiences, so that their outlook on their jobs and the company will be much more favourable (McShane & Steen, 2009, p.80).According to the model of emotions, attitudes, and behaviour (McShane & Steen, 2009, p. 79), our emotions will have a direct impact on our behavioural intentions which in turn will most likely carry on our behaviour. If the employees at Conestoga-Rovers are bombarded with positive emotions in their work environment, than they are more likely to behave in a way that is agreeable to the company.Conestoga-Rovers acknowledges and appreciates its human capital and realizes that its employees knowledge provide a competitive advantage to the company (McShane & Steen, 2009, p. 7). They realize that in order for the company to retain its valued employees and attract new ones they need to foster a positive work environment. By adapting employment practices to suit the needs of their employees the company is striving to retain its valued intellectual capital (McShane & Steen, 2009, p. 6).2) How does this company answer to provide events and perks that employees value?At Conestoga-Rovers and Associates having fun and maintaining a work-life balance are fundamental to the company and its employees. This is evident in the many perks this company offers its employees that part from its extremely active affectionate committee to the onsite daycare facility. As state in the case study, an employee of Conestoga-Rovers suggested that the company phase an onsite daycare facility, never actually expecting that they would take her request so seriously. However, much to the employees delighted coke the company complied. This demonstrates the companys dedication to its employees wants and needs.In addition the company has assembled a social committee to listen to what it is that employees value and have evidently been able to deliver to the Conestoga-Rovers employees what they want. By doing this for their empl oyees the organization is building organisational commitment and loyalty to the company (McShane & Steen, 2009, p. 89). By involving employees in company decisions that affect them and listening to their needs they are strengthening their employees social indistinguishability within the organization. This shows employees that their opinions are not only heard but are valued and trusted by the organization (McShane & Steen, 2009, p.89). The company has a work hard-play hard mantra, and their social events and activities play an integral role in the companys culture (McShane & Steen, 2009, p. 97). This is evidently closely aligned with its employees determine therefore, the employees feel comfort in their shared values with the company prompting them to remain loyal to the company (McShane & Steen, 2009, p. 89).3) Is it possible that employees can have too much fun at work?From personal experience, I think that it is possible to have too much fun at work. When there are too many soci al events at work it takes away from an employees personal time and time at theatre with their family. An employee can feel forced to participate in social events that they do not want to partake in, and this can end up having a contrary effect to what the company is striving for. This added pressure to attend social events can add stress for the employee and take away from time postulate to complete his/her work.Conversely, having fun at work can help build camaraderie amongst the employees and reduce the consequences of stress such as job burnout. care social functions can give employees a break from the monotonous workaday of their job tasks therefore, reducing the risk of emotional exhaustion and indifference towards their jobs (McShane & Steen, 2009, p. 91). gambling events with co-workers can also help to build on an employees social awareness. For instance, when employees are interacting with each other and building personal relationships as well as professional relations hips they are better equipped to perceive and understand the emotions of their co-workers (McShane & Steen, 2009, p. 84). Because they are getting to know their peers personal situations a little better, the interaction allows them to be able to experience some empathy for their co-workers.