Organisational behavior Case Study and Analysis

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Aiken, equipped with a 30 years experience of working in management culture, disapproved the former CEO’s loose organizational structure as he replaced him and began to quantify every aspect of employees’ performance. The employees got irritated. Within 3 years, Aiken was fired because of dangerously high employee turnout rate. Meryl Francoli, the third CEO introduced the Output Matters Environment (OME) touchy feely system that provides employees with all the flexibility they have been longing to get for 3 years, though Francoli initially decides to implement the system in just 3 units, namely the Extended Warranty unit, logistics unit and a store in Victoria. This has raised controversies among various employees. A vast majority of employees disapprove the new CEO’s idea, and expose Franklin to new challenges of gaining employee satisfaction. Franklin needs to defend her decision, estimate its long term effects on the organizational culture, assess ways to implement it widely and make the process effective. Problem: Problem is the identification of nail head to hit upon. Aiken and Francoli have been sincere in their efforts of modifying the organizational culture. … On the other hand, Francoli has been criticized heavily for her decision of implementing the OME system in just three units. Taking into consideration the number of employees and managers who have criticized her, it can be estimated that her decision is going to create more tension than ease, though the true picture can only be defined with time. Aiken directed his efforts at increasing workers’ productivity but ended up increasing their turnover rate whereas Francoli directed her efforts at decreasing workers’ turnover rate but is quite like to end up decreasing their productivity. Something needs to be done that would increase their productivity while decreasing the employee turnover rate. That is the nail head that Francoli needs to find and hit upon to solve the problem. This is exactly the problem, which, if solved, will make the other issues go away. Analysis: CEOs are not identifying employees’ needs. They need to understand that they need to mould their policies according to the demands of employees. They can not expect employees to act according to their decisions without winning their confidence. The problem is fundamentally occurring because the CEOs have been implementing their decisions without checking their suitability to the needs of employees who have remained part of the organization for a long time and have been following different policies in different times. There are certain factors that are fundamentally the drivers of employees’ performance that include but are not limited to money, reward, appreciation, security and health benefits. All of these factors mutually function to develop job satisfaction in