Trivac Industries Ltd: Case Study
Darian Chau
Dr. Louis Pike
MHR 405
March 16th, 2016
Trivac Industries Ltd.
1. No, Rohrtech’s board of directors did not use the rational decision-making paradigm at the end of the case when it decided to replace Devine with O’Grady as COO.
Decision-making is defined as making choices that improve the current situation by moving towards a goal, and the rational choice paradigm is a view of decision-making that people should use ethical reasoning and all the available information to make the best choices for the greater good. (McShane, Steen, & Tasa, 2015).
The board of directors did not use the rational decision-making paradigm because the choice to remove Devine was based off a performance review. “Based on this testimony, the board decided …show more content…
“O’Grady actively spoke to office staff and other managers about his problems with Devine and encouraged them to tell the president about their concerns.” (Trivac Industries Ltd., n.b., p. 3). O’Grady was harassing other workers, creating unnecessary conflicts, and sabotaging work. O’Grady’s behaviour cost the organization many problems with their employees and emotions of fear among the workers. O’Grady also adopts a self-enhancement value, which states they try to achieve dominance over others, and want personal success. (McShane, et al., 2015). O’Grady constantly talks bad about Devine so he can eventually take his position, fulfilling his desire of dominance and success. The individual rights principle also impacts O’Grady in whatever he does. “This principle reflects that everyone has entitlements that let her or him act in a certain way.” (McShane, et al.). “O’Grady told Devine that while they had to work together it did not mean that he had to like him.” (Trivac Industries Ltd., n.d., p. 3). O’Grady thinks that he is allowed to act in any way to get the position of …show more content…
(McShane, Steen, & Tasa, 2015). The expectancy theory is the study of the amount of effort put into a task that people will believe will have the most utility for the desired outcomes. (McShane, et al.). Whenever we try to achieve a goal, we go through a systematic process. We put in an effort, which affects performance, which will turn into possible positive or negative outcomes, and during this process, three components can affect it, the E-to-P expectancy, P-to-O expectancy, and Valence. The E-to-P expectancy is a perception that a specific effort level will result in a specific performance level. A stronger E-to-P expectancy results in better outcomes and greater performance. P-to-O expectancy is the probability that performance will lead to particular outcomes, and valence is the feelings (Satisfied or dissatisfied) towards the outcome. Valence can be improved by individual rewards. (McShane, et
Dr. Louis Pike
MHR 405
March 16th, 2016
Trivac Industries Ltd.
1. No, Rohrtech’s board of directors did not use the rational decision-making paradigm at the end of the case when it decided to replace Devine with O’Grady as COO.
Decision-making is defined as making choices that improve the current situation by moving towards a goal, and the rational choice paradigm is a view of decision-making that people should use ethical reasoning and all the available information to make the best choices for the greater good. (McShane, Steen, & Tasa, 2015).
The board of directors did not use the rational decision-making paradigm because the choice to remove Devine was based off a performance review. “Based on this testimony, the board decided …show more content…
“O’Grady actively spoke to office staff and other managers about his problems with Devine and encouraged them to tell the president about their concerns.” (Trivac Industries Ltd., n.b., p. 3). O’Grady was harassing other workers, creating unnecessary conflicts, and sabotaging work. O’Grady’s behaviour cost the organization many problems with their employees and emotions of fear among the workers. O’Grady also adopts a self-enhancement value, which states they try to achieve dominance over others, and want personal success. (McShane, et al., 2015). O’Grady constantly talks bad about Devine so he can eventually take his position, fulfilling his desire of dominance and success. The individual rights principle also impacts O’Grady in whatever he does. “This principle reflects that everyone has entitlements that let her or him act in a certain way.” (McShane, et al.). “O’Grady told Devine that while they had to work together it did not mean that he had to like him.” (Trivac Industries Ltd., n.d., p. 3). O’Grady thinks that he is allowed to act in any way to get the position of …show more content…
(McShane, Steen, & Tasa, 2015). The expectancy theory is the study of the amount of effort put into a task that people will believe will have the most utility for the desired outcomes. (McShane, et al.). Whenever we try to achieve a goal, we go through a systematic process. We put in an effort, which affects performance, which will turn into possible positive or negative outcomes, and during this process, three components can affect it, the E-to-P expectancy, P-to-O expectancy, and Valence. The E-to-P expectancy is a perception that a specific effort level will result in a specific performance level. A stronger E-to-P expectancy results in better outcomes and greater performance. P-to-O expectancy is the probability that performance will lead to particular outcomes, and valence is the feelings (Satisfied or dissatisfied) towards the outcome. Valence can be improved by individual rewards. (McShane, et