Practical Case Week 4 Organizational Behavior
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ScribdTranslationsPractical Case Week 4 Organizational Behavior
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ScribdTranslationsPractical case
Case of JOHN PERKINS
John Perkins, approximately 50 years old, worked as a management assistant.
(assistant manager) at a bank branch that was part of a large organization. There was
he was deputy manager for 11 years and his work was so mediocre that no manager of
branch
PRACTICAL CASE
WORK ENVIRONMENT
A service company, with significant internal problems generated by a high level of
Rotation in low and middle level positions decides to investigate what is happening.
The human resources department proposes to the company's management to carry out a
work environment survey to investigate what aspects concern workers and lead to
these leave; in this way, trying to find a solution.
The turnover levels are well above those of competing companies.
The management, as a priority, gives them total leeway to carry it out and present the report to them.
as soon as possible. It is decided that the variables to be measured will be working conditions, environment
labor and professional development with many sub-variables in each of these
sections.
First of all, a thorough communication effort is made from the department of
A personal explanation of what is intended to be done with this survey and what will be done with the results.
It is hereby informed to all workers that the global results will be made public to everyone and that
It will be reported what actions are going to be undertaken urgently by the management.
among those that can be improved.
The workers decide to participate by filling out anonymous surveys and having a
small interview with the human resources members so they can clarify questions
they believe are important. Of course, confidentiality is guaranteed to avoid
suspicions of any kind. They manage to engage 99% of the staff.
After the data collection, the report is sent to management and it comes to light that the reasons
The main reasons why workers leave the company are due to possibilities of
professional development, economic issue, because they believe their salaries are far below
under the sector, very chaotic internal communication and lack of motivation due to apathy (Lack
of desire, interest, or care when doing something.) of the direction towards its role in the
company.
Human resources presents this report to management and they get angry upon seeing the results and...
Tell human resources that they do not plan to change anything and that anyone who doesn't like it already knows.
Where is the door? Of course, the global results were never made public by
expresses an order from the executive board. The human resources department remained
discredited and the environment only worsened among the workers in addition to not improving the
rotation trend within the company.
PRESENTATION
In this space, they will send the resolved case, taking into account the following
recommendations:
INSTRUCTIONS
1. Based on the case reading, respond:
WHAT IS HAPPENING?
The poor work relationship between employer and employees, staff turnover
constantly, little motivation of the employees for the work environment of the
company, little diligence on the part of management for improvement of
work environment and improve the rough edges that arise internally in the
company in general to overcome barriers and optimize resources
humans.
DUE TO WHAT?
The little importance and motivation from senior management and HR to
the motivation of work environment, the few measurements taken to know the level
of satisfaction of the collaborators of this entity. Seeking to know the level of
overall satisfaction of the company with its processes, collaborators, processes
executed and customer service.
WHEN?
All the time given that rumors are constantly heard and high turnover of
new and old personnel with the working conditions, given that month by month and
Every year there is an increasing movement of people who
they join the company.
Every day in the execution of the processes, the oligarchy where only a part of the
the class of people in the company are the privileged regardless of well-being in
common of the company.
FACTS AND INFERENCES OR ASSUMPTIONS RAISED BY THE
CHARACTERS OF THE CASE.
Lack of desire, interest, or care when doing something by management
of the company and its executives to improve the quality of the work environment and few
incentives for the company's staff.
Only what seems fitting to the directors is imposed, regardless of the word of mouth and the
comments that are generated outside the company in the way they are carried out
processes, work and organizational climate for the proper functioning of the
entity.
CHARACTERISTICS OF THE PROBLEM.
Working conditions, work environment, and professional development with many
sub variables in each of the company's departments, outsourcing and
former personnel in the company.
THIS TYPE OF SITUATIONS HAVE A POSSIBILITY OF SOLUTION IN
AN ORGANIZATION
Yes, they conduct weekly or monthly follow-up surveys to know the
perception of each process and executives that are in the organization,
assessment of psychosocial risk to understand what affects people in their
day by day both personal, family, and work in order to take incentive measures,
helps and improves the quality of services in each of the agencies of the
entity.
Recognize the efforts and merits of each of the collaborators for the
continuous improvement of the organization and thus be able to improve relationships
labor relations, improve staff turnover and enhance the reputation outside of the
company.
WHAT WOULD BE THE REASON FOR MANAGEMENT NOT TO CHANGE ANYTHING?
The traditional way of handling things, which only thinks about work and not about
emotional, they only care about generating income and not encouraging work relationships and the
organizational climate.
WHAT SOLUTION ALTERNATIVES WOULD YOU PROPOSE AS
MANAGER OR EXECUTIVE OF THIS COMPANY?
Create an internal communications plan.
Create a training plan on emotional topics.
Execute relationships and communications among the different executives of the
entity to be closer in every aspect that demands the
entity.
Ensure that the mission and vision go hand in hand with relationships and
values of people to be closer and more humane.
Measurement of the PHVA in each of the processes, areas, and people that
they execute the day-to-day operations of the organization.
Integration of a Labor Family.
Recognition of achievements.
Emotional and economic incentives.
