Organizational Behavior Case

1. You have worked here for 3 years and have just been promoted from your entry level position to a team manager. This is a lower level management position; traditionally this is the next step before a promotion to an upper management position. You will be assigned a team of 10 individuals in entry-level positions; members of your team could consist of people you previously worked alongside. The current moral in the office is negative and rather confrontational. Entry level workers feel overworked and underappreciated. This leads them to feel bitter towards those in management roles and be resilient to change. As CEO, I expect you (an up and coming star) to cultivate a team that can easily handle change and works well together; basically an example to other teams.

What methods could you use to ease the transition into a team leader role? What cultural factors may you need to consider? How could you advocate cultural changes among you team? How could you handle those that resent you for getting the promotion? How would you handle your peers that may try to take advantage of your new position? What other obstacles do you foresee and how would you handle those?

To integrate into the team as a leader, I will meet everyone individually and ask what are his or her opinions. Being an inspirational leader at the beginning, I will address all the issues present now and the future we will have if the team get together and solve all the problems. But I will take into account the company policy and programs. (Tom & Gary, 2009) As a new manager, changing the negative culture in the team is my priority. Having meeting every two weeks to reward workers will show how I appreciate their work. Also, talking to the worker who makes mistakes privately can create a positive atmosphere in the work place.

It is hard to deny that some of my teammates will resent me for getting the promotion. But challenges will make me a better person. What I will do is be myself, because I trust my supervisor will see what I am capable of. And I will balance the new teammates and old teammates by showing my respect to each one, but not close to anyone. One more thing I will take care is the relationship with people who were my supervisor and become my peers now. Because they have more experience being a manager in the company, I will not only show my respect to them, but also treat them as my teacher.

1. As the CEO it is my job to keep our stakeholders and Board of Directors pleased. Over the past 2 years our company’s profits haven’t grown in comparison to the past years. As my COO, I ask you to prepare a brief memo directed to the Board of Directors. I would like you to focus on different measures of organizational effectiveness. Please explain 3 to 4 different measures of effectiveness. Describe each; how can they be measured and why they are important (show how they can be seen as an asset to they company).

To: Board of Directors

From: Xinmo Fu, COO

Date: March26, 2015

Subject: Organization Effectiveness

Dear members of Board of Directors,

I have listed three measures of organizational effectiveness, which are productivity, stability, and adaptiveness. (Tom & Gary, 2009)

• Productivity is a measure of the ability to the quantity or volume of product or service. Organizations can take into account labor productivity, machine productivity, capital productivity, and energy productivity. Normally, productivity can be measured in quantitative such as input and output. Since quantitative terms can be compared within different countries, industries, companies, and departments, productivity should be an important measure of organizational effectiveness. (R., 2007)
• Stability evaluates the maintenance of structure, function and resources over time in the organization. According to the definition, the core evaluation should be focused on company’s structure, different departments’ functions, and the efficiency of resources used. Keeping stability of the business offer an effective plan for future success. (Debbie, 2009)
• Adaptiveness is measuring the extent ability to which the organization can respond to environmental changes. Mostly, companies use assessments such as degree of difficulty, achievement of objectives and speed of transformation to evaluate it. Measuring an organization’s ability to adapt to rapidly changing environments is crucial to be effectively in today’s business world. (Gerald & Valdis, 2008)

Please let me know if you have any questions.

Best,

Xinmo Fu

COO

1. As CEO I was at a conference and kept hearing this notion of a “triple bottom line”. Being an innovator and advocate for change I am instantly interested the concept. However I didn’t take the time to properly learn or educate my self on what it entails and really is. As my CFO, I ask you to prepare me a memo explaining what a “triple bottom line” really is and how it can help our organization. I need this to be informative yet simple to understand. I also want to know both the potential or likely benefits and downfalls to using a “triple bottom line”.

To: Simon Clement, CEO

From: Xinmo Fu, CFO

Date: March26, 2015

Subject: Triple Bottom Line

Mr. Clement,

Here is the brief introduction of the triple bottom line.

Basically, the triple bottom line (3BL) most people accepted is an accounting framework takes into account social/ethical and environmental performance along with the traditional financial bottom line. Based on the 3BL’s core value of sustainability, it will be easier for our organization to achieve long-term profitability. For now, the possible criterion for social/ethical is social and ethical accounting, auditing and reporting (SEAAR). SEAAR measures such as how many women in charge, how much money company donates to charity, or what is the annual turnover rate among the hourly workers. Applying 3BL for our company can increase revenue, decease expenses, raise employee productivity, and reduce strategic and operational risks. However, the problems of 3BL are hard to find a common scale to measure all the social or environmental performances and not able to have a broad agreement of this idea. Different industries, firms’ size, and operating strategies are all the reasons why there are no common criteria. (Wayne & Chris, 2003) [pic 1]