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Case Study Not as Easy as 1,2,3

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Case Study Not as Easy as 1,2,3
People, Work & Organizations- MGMT20124
Assessment 1- Report
Case Study Not as Easy as 1, 2, 3

Contents
Contents 2 Executive Summary 4
1- Introduction 5
1.1 Background to the report 5
1.2 Scope 5
1.3 Aims 6
2- Discussion 7
2.1 Organizational Justice 7
2.2 Perception errors 8
2.3 Stress 8
2.4 Exit-Voice- loyalty­-Neglect model 8
2.5 Team work 9
2.6 Motivation 9
3- Literature review 10
3.1 Organizational Justice 10
3.2 Maslow’s needs hierarchy theory 12
3.3 Expectancy theory 14
4- Solutions and suggestions 18
4.1 Organisational Justice 18
4.2 Stress 19
4.3 Improving feedback process 21
5- Conclusion 22
References 24

Executive Summary
There are three purposes for this report. It attempts to indentify the problems in the case study Not as Easy as 1, 2, 3. Accordingly, it discusses about six main problems in ABC consulting firm that have negative impact on the organization effectiveness and the productivity of the objectives. These problems are; ABC consulting organization failed in implemented the organizational justice. Next one is the perception errors of Janet, the client manager and human resource director. The third problem is George was forced in the stress situation and George’s dissatisfaction about job and work behaviors which caused to the exit-voice-loyalty-neglect actions is the problem number four. The fifth is teamwork environment, processes and the last problem is ABC consulting failed to implement the motivation procedures in motivating its staffs. In addition, it also mentions about the theories which related to each problem. The second aim of this report is to explain the literature review of some theories that are related to the case study’s problems and solutions. Particularly, the organization motivation justice theory, Maslow’s hierarchy needs theory and the expectancy theory. Lastly, this report intends to discuss about the solutions and suggestions in relation to the case’s problems such as,



References: DeConick, J B 2010, ‘The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees’ level of trust’, Journal of Business Research, vol. 63, no. 12, pp. 1349-1355.

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