Brewster Case Study - Mhr405

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EXECUTIVE SUMMARY
The purposes of this case study are (1) to list outward manifestation that indicate that organizational results could be improved and (2) explain leadership theory, organization behavior theory, and all the personal and structural sources of conflict evident at the Brewster-Seaview Landscaping Company. Team Reality has conducted research to identify all the problems in the Brewster-Seaview Company. Throughout analyzing this case study, we were able to actively apply the organizational behaviour concepts. This has broadened our understanding and allowed a practical approach as to how organizational behaviour is relevant in the business world.  There are many organizational performance and employee motivation terms that are present in the Brewster-Seaview Company that indicate organizational results can be improved. The new supervisors are not showing good leadership skills and aren’t providing adequate training to the new employees, which lead to poor productivity. Leadership positions were not clearly made and there wasn’t a clear job description given to the supervisors as to what was expected from them. Recommendations for Brewster-Seaview Landscaping Company

1. Joe Brewster should give the supervisors limited authority and shouldn’t let them interfere with decisions employees should make. 2. The supervisors should provide adequate training to new employees so that they can perform their job better. 3. Employees should be rewarded for their job performances to increase productivity and employee motivation.

Question 43
There were outward manifestations, both in terms of organizational performance and employee behavior that indicated that organizational results could be improved. In terms of organizational performance, the outward manifestations are described. The first manifestation was that by July 15th, the overall productivity of the company was 5% below normal however it was 15% above other companies the previous summer. This can be listed as a motivational factor. The attitude of the old crew fell significantly and they developed a great disinterest in the work itself, putting little care or concern into their quality of work. The new employees weren’t working with much enthusiasm and supervisors found it very difficult to get anyone to work overtime. Motivated employees are willing to exert a particular level of effort, for a certain amount of time, toward a particular goal (McShane, 123). The old crew was no longer motivated and the new crew wasn’t engaged from the beginning. This affected the overall company’s production, which is a downfall. The second manifestation can be listed under the “learned needs theory”. The new supervisors had a need for power. They were concerned about maintaining their leadership position and were individuals who enjoy their power for its own sake, use it to advance personal interests, and wear their power as a status symbol (McShane, 128). This can be listed under the need for personalized power. Effective leaders should have a need for socialized rather than personalized power, which isn’t the case in the Brewster-Seaview Company. New crewmembers couldn’t do the work as easily as the “old timers” because the supervisors didn’t provide adequate training on the job, resulting in a need to learn and achieve. The experienced employees were focused on meeting their own quota and couldn’t find the time to train and assist new crewmember which resulted in a poor need for affiliation. The supervisors struggled to meet the schedule and deal with customer complains about quality. Overall, this results in a low productivity in the company itself and employee behaviors.

Another outward manifestation that can be listed is power theory. Joe was a boss that worked along with his employees, was very easy going, seldom “showed his authority”, and treated all the employees equally resulting in legitimate power. The following year the new supervisors took over...
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