Organizational Behavior

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  • Topic: Goal
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  • Published : March 29, 2013
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Tony Stark had just finished his first week at Reece Enterprises. He had worked for the previous ten years for the O’Grady Company, but O’Grady had been through some hard times of late and had recently shut down several of its operating groups, including Tony’s, to cut costs. Fortunately, Tony’s experience and recommendations had made finding another position fairly easy.

At O’Grady, things had been great. Tony had been part of the team from day one. The job had met his personal goals and expectations perfectly, and Tony believed he had grown greatly as a person. His work was appreciated and recognized; he had received three promotions and many more pay increases.

Tony had also liked the company itself. The firm was decentralized, allowing its managers considerable autonomy and freedom. The corporate Culture was easygoing. Communication was open.

The people had been another plus. Tony and three other managers went to lunch often and played golf every Saturday. Their boss had been very supportive, giving them the help they needed but also staying out of the way and letting them work.

After the final closing was announced, he spent only a few weeks looking around before he found a comparable position at Reece Enterprises.

Well, "comparable" probably was the wrong word. Indeed, Reece and O’Grady were about as different as you could get. Top managers at Reece apparently didn’t worry too much about who did a good job and who didn’t. They seemed to promote and reward people based on how long they had been there.

Reece was a bigger organization than O’Grady and was structured much more bureaucratically. No one was allowed to make any sort of decision without getting three signatures from higher up. Those signatures, though, were hard to get. All the top managers usually were too busy to see anyone, and interoffice memos apparently had very low priority.

Tony also had had some problems fitting in. His peers treated him...
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