Organizational Behavior and Public Management Paper Example

Part 1: Visa Europe Case Analysis Report

The initiative by the Visa Europe organization to create a performance culture among employees represents the scenario of employee exclusion (Robinson et al. 2013, p.203). Since the company aims at changing its culture to adapt to a new organization structure, it is imperative to include all employees in the organization's cultural shift. The choice by Kevin Robert to work with top teams from Visa presents employee exclusion in the entire process. Organizational cultural change requires that all employees participate in transformational activities without setting exceptions on the voluntary provision. It is imperative that employees move in one wave because they aim at achieving common organizational goals and objectives. The essence of teamwork is to establish ground rules that direct all corporate activities towards the attainment of common objectives.

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A culture of exclusion has its hidden costs on the success of a company. It is factual that workplace exclusion hampers employees' motivation to work to their fullest potential. However, in the case of Visa Europe, the organization presents an example of unintentional discrimination because the choice to participate in the whole process of cultural change was voluntary. The non-participant employees would feel as non-Visa Europe employees because they will lack knowledge and expertise in working in the new organizational environment that has different performance expectation. The Visa Europe also risks the loss of potential employees through voluntary resignation and low productivity due to frequently reported cases of absenteeism (Robinson et al. 2013, p.220).

It is the ultimate responsibility of the management and its leadership to ensure that organization changes accommodate all employees. Although the administration of Visa Europe is unaware of unintentional ostracism, it is essential for Robert and other leaders to reconsider involvement of all employees in the development of a new culture of performance. Accidental exclusion is a great contributor to job stress and high employee turnover rates (Leung et al. 2012, p.838). Therefore, to uphold an affirmative organization culture that promotes exceptional performance at the workplace, the leadership of Visa Europe should consider collective organizational transformation by setting norms and values that support employee engagement. It is detrimental to run an organization that socially excludes employees in developing their competence to avoid skill obsolesce. Peak performance process will be a success purpose and benefits of employee engagement is communicated by the leadership.

Part 2: Overview of the Organizational Behavior

Transition Difficulties

The case of Tony Shark shifting from O'Grady enterprise to Reece Enterprise presents a difference in employee and executive organizational behavior. At O'Grady enterprise, the organization behavior was nurtured and practice by observing employees' dignity, freedom and performance. The employees and the executive were able to communicate freely without restriction, showing a strong bond in interpersonal relationship between the juniors and the executives. More so, O'Grady embraced teamwork without setting unnecessary boundaries. The employees and executives at O'Grady enterprise work together to achieve mutual interests (Vasu et al. 2017, p.21). The organizational culture at Reece Enterprise shows represents a negative corporate culture because the employees have a negative perception of the new employees. More so, the interpersonal relationship is affected by weak communication ties between employees. In this environment, Tony is intentionally isolated from other employees because he has acquired a higher position without going through the regular organization appraisal scheme. Reece Enterprise discourages employee autonomy in decision making because of tight bureaucracies at the workplace. More so, employees are appraised depending on their influence in the organization rather than their performance (Wagner and Hollenbeck 2014, p.17). Furthermore, employees are negatively motivated because promotions are baseless to performance.

I would advise Tony to engage the Reece employees during formal meetings. At this point, it is necessary for Tony to engage the thought of the employees to create a collective understanding of their differences and mutual interests that bring them together. Additionally, tony should dig deeper into the organization's core values that define the organization's ethics to understand how employees behave as per the requirement of the organization. Since Tony, is exceptionally excellent employee following his previous employment record and achievement, he should remain optimistic and objective in his work. It is also difficult to please every employee at the workplace, therefore, working with those few who believe in your skills and experience leads to better results (Vasu, et al. 2017, p.14).

It is difficult to get a new job that suits your previous workplace conditions because organizations are unique because of the difference in organization culture. For instance, O'Grady enterprise employees' organizational behavior is different from Reece enterprise employees' organizational behavior. The two companies have different performance and structural sizes. Therefore, an ideal job is that which you get assimilated into the existing corporate culture and appreciate how business operations take place. In this case of Tony, Reece enterprise will be an ideal workplace if he understands the organizational behavior towards job performance, development of mutual interests and interpersonal relationships among employees.

Managing People and Organizations

Humanized Robots?

The change of Jake strategy in managing employees by Helen is a failure in upholding the right organizational culture. The employees were demotivated when their average salary is reduced for purposes of reducing operational costs. It is a failure in managing the human resources because a reduction in the number employees increases work overload on the remaining employees. Helen has god plans to increase competitive advantage over Japanese firms (Wagner and Hollenbeck 2014, p.23). However, she fails to consider employees welfare and working conditions as the only way to improve her father's company productivity. Although productivity increased by 20% in the short-run, her decision turned out to be irrational in the long-run because of low productivity and high employee turnover. Even though she hires a new consultant for effective decision making, she lacks excellent leadership qualities to initiate teamwork and develop good employee relations (Miner 2015, p.7). Therefore, in the long-run, the business will become in-operational because of weak and self-centered decision making that lack all-inclusive stakeholders' representation.

Helen faces the following challenges;

• Lack of effective leadership skills
• Weak interpersonal relationship with employees
• Misrepresentation of employees in decision making
• High employee turnover rate due to adverse remuneration practices such as a pay cut
• Low productivity and weak comparative competitive advantage
• Lack of humanistic skills in managing employees.

As a consultant of Helen, I would advise her to treat employees with equity, respect, and dignity through improvement of their welfare and elimination of harsh pay cut strategy. It is essential as a leader to treat employees with humanity. More so, treating employees as partners in business raises their confidence and trust because they feel the management recognizes them. As a result, there will be a positive change in employee engagement and job commitment (Miner 2015, p.12). Additional, in a business, there are different stakeholders with different interests and career ambitions. Therefore, as a wise leader, it is essential to create an enabling environment that leads to employee development to fulfill their career needs as well as fulfill the interests of the business. In this case, creating mutual interests improves the company's effort to achieve collective objectives. Developing proper channels of communication strengthens the interpersonal relationships. Excellent interpersonal relationship helps in making all-inclusive decisions and enhancing employee autonomy (Miner 2015, p.15). The employee will be at ease to operate with or without your presence because they believe they are committed to achieving the set goals and objectives of the company.

References

Leung, A.S., Wu, L.Z., Chen, Y.Y. and Young, M.N., 2011. The impact of workplace ostracism in service organizations. International Journal of Hospitality Management, 30(4), pp.836-844.

Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.

Robinson, S.L., O'Reilly, J. and Wang, W., 2013. Invisible at work: An integrated model of workplace ostracism. Journal of Management, 39(1), pp.203-231.

Vasu, M.L., Stewart, D.W. and Garson, G.D. eds., 2017. Organizational Behavior and Public Management, Revised and Expanded. Routledge.

Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive advantage. Routledge.