Chapter 1 Case exercise PDF

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Case Incident
Mayfield Department Stores...

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Chapter 1 Case exercise Case Incident Mayfield Department Stores 1. What does this case have to do with organizational behaviour? What are some of the key issues that are relevant to understanding and managing organizational behaviour? This case tells about Mayfield's reward behavior for employee behavior and employee work attitude. However, due to Mayfield's lack of understanding of the needs of employees, the company's failure to perform in this respect caused dissatisfaction with the employees in the face of late incentive measures. In this case, Mayfield's expectation for reward opportunities is to motivate employees to over-complete their work when they are awarded the prize draw opportunity, but the reason employees are dissatisfied with the later rewards is that Mayfied does not know whether these employees really need this. Is the trip to Mexico or this kind of lottery reward fair to some employees who also have a performance but are not rewarded because of the lottery method? Employers should also understand what rewards employees want to get for their hard work throughout the year. 2. Use the three goals of organizational behaviour (prediction, explanation, and management) to explain what happened at Mayfield Department Stores. What are they trying to predict and explain, and what are they trying to manage? Mayfield tried to predict what rewards would motivate employees to work hard to improve or complete performance. They tried to explain that one reward was a vacation to Mexico. The reward is to promote all employees to improve sales performance, thereby gaining a chance of winning. In this way, Mayfield wants to manage the enthusiasm and attitude of employees. The reason why companies make such a plan is because they see that employees are not actively and effectively completing their work. Mayfield believes that the launch of this plan can further promote employees to realize their work potential.

3. Why do you think the program was not very effective? What might be a more effective program for attracting, motivating, engaging, and retaining employees? Use the goals of organizational behaviour to describe a more effective program. I think this plan is not very effective because this reward may not be needed by all employees, and this reward is also unfair. For example, if an employee gets the chance to participate in the lucky draw for several months, and some of the employees only get the chance to participate in the lucky draw in one month, but the employee who has achieved the highest performance for several months in the lottery does not get the reward, then the employee will Therefore, it loses motivation for work and will not work so hard to over-complete the work in the follow-up work. I think Mayfield should improve the reward plan. He should have employees conduct multiple meetings to understand what employees want to get. At the same time, this kind of reward does not have any motivation for employees who continue to get high sales. This kind of reward should be for all employees. Make plans. For example, implement a monthly sales increase percentage for employees who have never been able to get sales performance to get some company benefits.

Case Study Argamassa Construction Materials 1. Explain the relevance and importance of organizational behaviour for the issues described in the case and the problems at Argamassa. What are the main issues, and what do they have to do with organizational behaviour? The thing described in the case is that the employee’s benefits were reduced to slightly higher than the minimum standard set by the law, and when the company resumed its income, the employer did not fulfill the promise when the benefits were cut, and did not restore the employee’s benefits, which led to employee dissatisfaction and even Some employees

deliberately delay their workload in order to earn overtime pay instead of benefits. And when dismissing old employees, new employees have also learned these bad habits to earn extra money. These reasons lead to dissatisfaction among employees and sales representatives. These factors show that employers are not paying attention to the collective needs of employees, which leads to employees working so passively that they do not have the confidence to continue working. 2. Describe employee attitudes, behaviour, and performance at the following time periods: (a) 2003 to 2008; (b) after Giuntini’s cutbacks in 2009; and (c) by the end of 2010. How, when, and why did employees’ attitudes, behaviour, and performance change? From 2003 to 2008, employees were highly motivated to work because the company's benefits were much higher than those of other companies. During this period, employees trusted Leandro Giuntini. As a result, employees paid efficient labor for the company's benefits. After 2009, Leandro Giuntini began a layoff plan and decided to reduce employee benefits, no longer paying for employees' lunch and groceries, and he also terminated Christmas bonuses and gifts. Because of the employees' trust in Leandro Giuntini, when he promised to restore these benefits, the employees' attitude towards his work has not changed much than before. Argamassa's profitability began to recover in the first quarter of 2010, and cost reductions seem to have paid off. However, Leandro Giuntini did not fulfill his promise to restore employee benefits, so at the end of 2010, employees began to be dissatisfied with it. Employees start to work passively and even deliberately delay the construction period in order to obtain overtime pay. This behavior is also used by new employees. 3. Using the goals of organizational behaviour, discuss the impact of Giuntini’s cutbacks on employees and the relationship between labour and management. In other words,

predict and explain the effects of the cutbacks, and describe what you would do to manage them. Employees sell their labor as a commodity to their employers. When the employer dismisses the employee, the employee will lose the recent source of income. At the same time, the employee is dismissed because of disputes with the employer. For example, Giuntini did not restore the employee benefits as promised. The problem is that when employees are unemployed, they may have some negative effects on the company. I think we can set work goals for employees to achieve what kind of benefits they can get. Those employees who continue to fail to complete their work goals can sign voluntary resignation agreements in advance and spend their reduced wages and supplementary payments after resignation. At the same time, the overtime hours can be changed. The company explains to the employees the financial burden of the company at this stage, and divides the overtime workers into different time periods, so that the company's expenditure can be controlled without affecting the phased production. 4. Consider Leandro Giuntini’s performance in terms of managerial roles and activities. What roles and activities does he engage in, and how effective is he in performing them? What roles and activities does he need to do more or less of and why? I think Leandro Giuntini is engaged in the leadership role, negotiator role and decision-making role. I think that his role as a negotiator gives employees an impression of lack of credibility. Because employees have expectations and trust in him in reducing employee benefits, he continues to work for him, which can realize capital income at the same time. He did not fulfill his promise, which caused employees to work negatively. He has his decisiveness in decision-making roles, which is a very good and effective ability. I think that he needs to communicate less with employees. He can communicate with the manager by

meeting with the manager and let the manager communicate with the employees so as to establish a communication bridge between the employees and Leandro Giuntini....