Pamela Jones - Former Programming Manager
Introduction The first team case based on “Pamela Jones: Former Programming Manager,” observes a number Organizational Behaviour issues related to the lack of motivation in the workplace. These negative feelings are driven from a weak corporate culture, poor organizational structure, and failure to recognize the importance of intrinsic motivators. It is evident that an organization should address these internal necessities in order to manage job satisfaction. An organization’s failure to empathize with these needs, not only generates job deprivation, but also leads to high employee turnover. Throughout this paper we have identified and analyzed the underlying symptoms and have set recommendations to stimulate a healthy work environment.
Problem Identification The first set of problems arises from deficiencies at an Organization’s Structural level. Structure is critical to an organization as it is the backbone that formally defines roles, reporting relationships, and membership statuses within a corporation. It is often defined as the skeleton that holds an organization’s core values and corporate culture (Langton, Robbins, & Judge, 2010). Without structure, it becomes difficult to identify the talents present that can maximize organizational effectiveness and efficiencies. In this case study it is apparent that the IT firm does not have a formal organizational structure. This is demonstrated by their inadequate training program, inability to retain senior staff, and excessive blending of duties to achieve cost savings. Poor structural indicators not only result in job mismatches and ineffective use of human resources, but also it contributes to work overload, high employee absenteeism, and employee turnover.
The second set of complications relate to the weak Corporate Culture. While structure is the building block of an organization’s foundation, culture focuses on the inner workings of the organization and defines how people behave and feel based
Problem Identification The first set of problems arises from deficiencies at an Organization’s Structural level. Structure is critical to an organization as it is the backbone that formally defines roles, reporting relationships, and membership statuses within a corporation. It is often defined as the skeleton that holds an organization’s core values and corporate culture (Langton, Robbins, & Judge, 2010). Without structure, it becomes difficult to identify the talents present that can maximize organizational effectiveness and efficiencies. In this case study it is apparent that the IT firm does not have a formal organizational structure. This is demonstrated by their inadequate training program, inability to retain senior staff, and excessive blending of duties to achieve cost savings. Poor structural indicators not only result in job mismatches and ineffective use of human resources, but also it contributes to work overload, high employee absenteeism, and employee turnover.
The second set of complications relate to the weak Corporate Culture. While structure is the building block of an organization’s foundation, culture focuses on the inner workings of the organization and defines how people behave and feel based
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