BSG 302 – Organizational Behavior
Repairing Jobs That Fail to Satisfy
PURPOSE/OBJECTIVES: To help students become aware of the complexity of human behavior in organizations. To help students deepen their understanding of group dynamics and organizational culture. To help students understand the importance of job satisfaction and incentive systems. To improve the students’ group and teamwork skills. To improve the students’ written and oral presentation skills.
PROCESS: 1. Form groups of three or four students. Please note that groups with less than three or more than four students are not acceptable. 2. Read and discuss the enclosed Case Study. 3. Complete the assignment at the end of the Case Study. Prepare a report in the form of a professional business document (up to 20 pts). 4. Prepare and deliver a 15-20 minute professional presentation, including the use of PowerPoint (up to 20 points). All members of the group have to participate in the presentation. GRADING: The group project will be evaluated on the basis of the logic and the quality of the messages, the judgment of the authors, the use of information sources, and the presentation quality. The maximum number of points a group can get for the Group Project is 40. Each individual student will receive the grade of the group, unless the majority of the group states in their report that a particular student did not perform his or her duties satisfactorily. In such a case, the Professor will determine the number of points for that particular student based on a consultation with the group. The points for the group project will make 10 percent of your final grade. The deadline for submitting your report and having your presentation prepared is the beginning of week 15 (the first class session we have on that week). Late submissions will NOT be accepted.
Case: Repairing Jobs That Fail to Satisfy
Companies often divide up work as a way to improve efficiency, but specialization can lead to negative consequences. DrainFlow is a company that has effectively used specialization to reduce costs relative to its competitors’ costs for years, but rising customer complaints suggest the firm’s strong position may be slipping. After reading the case, you will suggest some ways it can create more interesting work for employees. You’ll also tackle the problem of finding people qualified and ready to perform the multiple responsibilities required in these jobs. Major Topic Areas
Job design Job satisfaction Personality Emotional labor
The Scenario DrainFlow is a large residential and commercial plumbing maintenance firm that operates around the United States. It has been a major player in residential plumbing for decades, and its familiar rhyming motto, “When Your Drain Won’t Go, Call DrainFlow,” has been plastered on billboards since the 1960s. Lee Reynaldo has been a regional manager at DrainFlow for about 2 years. She used to work for a newer competing chain, Lightning Plumber, that has been drawing more and more customers from DrainFlow. Although her job at DrainFlow pays more, Lee isn’t happy with the way things are going. She’s noticed the work environment just isn’t as vital or energetic as the environment she saw at Lightning. Lee thinks the problem is that employees aren’t motivated to provide the type of customer service Lightning Plumber employees offer. She recently sent surveys to customers to collect information about performance, and the data confirmed her fears. Although 60 percent of respondents said they were satisfied with their experience and would use DrainFlow again, 40 percent felt their experience was not good, and 30 percent said they would use a competitor the next time they had a plumbing problem. Lee is wondering whether DrainFlow’s job design might be contributing to its problems in retaining customers. DrainFlow has about 2,000 employees in four basic job categories: plumbers,...
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