A Project Report On

“CASE STUDY - Difficult Transitions”

Submitted In Partial Fulfillment of the Requirements for the Degree of

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY:

Mr. Neeraj Kataria Pranshu Mishra
Professor Sap ID: 500106843

UPES University
Knowledge Acres, Kandoli – 248007 (Dehradun)
 ASSIGNMENT – 1
ORGANIZATIONAL BEHAVIOR
MBA – 1 MM – 20

Chapter 1 An Overview of Organizational Behavior

CASE STUDY - Difficult Transitions

Tony Stark had just finished his first week at Reece Enterprises and decided to drive upstate to a
small lakefront lodge for some fishing and relaxation. Tony 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. As he
drove the interstate, he reflected on the past ten years and the apparent situation at Reece.

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. It seemed that everyone knew what was going on at all times, and if you didn’t know about
something, it was easy to find out.

The people had been another plus. Tony and three other managers went to lunch often and
played golf every Saturday. They got along well both personally and professionally and truly
worked together as a team. Their boss had been very supportive, giving them the help they
needed but also staying out of the way and letting them work.

When word about the shutdown came down, Tony was devastated. He was sure that nothing
could replace O’Grady. After the final closing was announced, he spent only a few weeks
looking around before he found a comparable position at Reece Enterprises.

As Tony drove, he reflected that "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 and how well they played the never-ending
political games.
Maybe this stemmed from the organization itself, Tony pondered. Reece was a bigger
organization than O’Grady and was structured much more bureaucratically. It seemed that 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 with polite indifference. He
sensed that a couple of them resented that he, an outsider, had been brought right in at their level
after they had had to work themselves up the ladder. On Tuesday he had asked two colleagues
about playing golf. They had politely declined, saying that they did not play often. But later in
the week, he had overheard them making arrangements to play that very Saturday.

It was at that point that Tony had decided to go fishing. As he steered his car off the interstate to
get gas, he wondered if perhaps he had made a mistake in accepting the Reece offer without
finding out more about what he was getting into.

Case Questions

Q-1 Identify several concepts and characteristics from the field of organizational behavior that
this case illustrates.

Q-2 what advice can you give Tony? How would this advice be supported or tempered by
behavioral concepts and processes?

Q-3 is it possible to find an "ideal" place to work? Explain

START TYPING YOUR ANSWERS BELOW:

Ans.1
The work culture specifically was very conducive; the organization was pretty much
more informal in approach, as the job kind of had met pretty personal goals and
expectations perfectly Quality of work life, for the most part, was high, really contrary to
popular belief. The Corporate Culture particularly was easygoing, which generally is
quite significant.
The firm mostly was decentralized, allowing its managers considerable autonomy and
freedom, demonstrating that the Corporate Culture was easygoing in a generally major
way.
But Tony experienced a different culture at Recce, Tony experienced a different culture
at Recce in a sort of major way. This organization generally is bureaucratic in approach,
without motivation, and with a centralized structure, showing how the Corporate Culture
was easygoing.
There generally was no harmony and cooperation from peers, superiors, and
subordinates, demonstrating how the Corporate Culture particularly was easygoing,
which generally is quite significant.

Several thoughts and features from the find out about organizational behavior are
illustrated through the case:

1. Management acknowledges worker work performance: In the scenario,

we've got discussed, Reece's top managers weren't overly worried about who did
and didn't do an exact job. People were regarded to be promoted and given
rewards based on how long they had labored there. As promotions and prizes are
furnished based on the overall performance of the employees without taking into
account how long they have worked for the organization, this will harm the
employees who have the intelligence or plausible and will enable the company to
acquire higher results.

2. Coworker relationships: Positive relationships inside an agency are critical

because they affect the go with flow of facts to all employees, however in this
instance, we notice that there is some conflict between the cutting-edge employees
and the new ones due to the fact the latter has been employed directly at their stage
after having to climb the company ladder.

3. Autonomy and Independence: At Reece Enterprises, personnel is unable to

make any selections on their personal due to the fact they require the approval of
three superiors. This requires a lot of time, which consequences in the loss of
opportunities because the superiors are too busy to consult with every person
earlier than making a decision.

4. Distinctive Work Cultures: O'Grady Company and Reece Enterprises have

pretty extraordinary work cultures, with one emphasizing decentralization of the
centralization of authority as the center of attention of authority other.
Ans.2
My advice to Tony is for work environment, the place he can essentially make Change
basically is a non-stop manner in any agency possibly the present organization, mostly
has no longer identified the significance of the change, which specifically is fairly
significant.
Tony needs to study the norms of the new enterprise and ought to kind of try to bring
alternatives to the new enterprise by way of interacting with the pinnacle management
subtly. He instructs the kind of top administration on the magnitude of motivation,
Quality of work life, decentralization, etc. in a definitely big way.
This initiative may land solely in hassle as well, demonstrating that my advice to Tony
essentially is to work environment, the place he can make Change essentially is a non-
stop manner in any agency possibly the particularly present organization, generally has
no longer identified the significance of the change in a major way.
But the generally alternate need to be basically gradual and steady, showing how this
initiative may land solely in hassle as well, demonstrating that my advice to Tony for all
intents and purposes is to work environment, the place he can specifically make Change
is a non-stop manner in any agency possibly the present organization, for all intents and
purposes has no longer identified the significance of the change, for all intents and
purposes contrary to popular belief.

Ans.3
It is not particularly possible to mostly find or really create a workplace that is generally
ideal for every possible work in a big way. It is also not generally possible to really find a
workplace that will particularly completely sort of ideal for any one person at all times,
which mostly is quite significant. A workplace cannot essentially be sort of ideal for all
intents and purposes possible workers, which literally is quite significant.
Different workers will for all intents and purposes have different preferences for things
like organizational culture, which shows that a workplace cannot, for the most part, be for
all intents and purposes ideal for all kinds of possible workers, or so they thought. Some
will, for example, prefer to work alone while others for the most part prefer to work in
teams. It is not particularly possible to set up a workplace to essentially please everyone
in a big way.