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Submitted By:
Group No: 3 Sec: B
Group Members:
2012066: Ankit Jhunjhunwala 2012071: Anshul Chaudhary 2012077: Ashish Dhar 2012083: Avisha Shukla 2012090: Anubha Bhatnagar 2012108: Dhilon Priyadarshi Dash
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Group-3, Sec-B
Introduction
What a star, What a Jerk is a Harvard Business review case study which deals with the basic human attributes of attitude and behaviour and the closely intertwined connection among the two. The case tries to highlight one of the most common issues faced by organisations, that is, how to handle a star performer who has a rash and bullying attitude towards others in an organisation. The basic and the most important managerial roles of setting strategies and defining goals of the team-workers and motivating them, along with frequent follow-ups, have been the prime focus of the case study under consideration.
Jane Epstein is beginning to settle down in her new work organisation named TechniCo. It is evident from the text that she has a considerably good team to work with, with an assortment of attitudes and skills. She provides an overview of her team members to her ex colleague Rick Lazarus and describes Caroline as having a huge social capital and the one who is the agony aunt to one and all in the organisation. Tom is a natural sales guy whereas Jack is an intellectual but somehow a shy personality. Andy Zimmerman, however, is an aggressive, bully and an ill tempered employee. He clearly lacks the qualities which a team player ought to have in todays organisations. He does not honour others ideas as well as he does not take into account the margins of human errors that may occur occasionally. Nevertheless, he is smart, efficient and a stellar performer of the organisation who is ideally indispensible to the team.
Case Objectives
Studying different behavioural patterns prevailing in an organisation. Effective management of human resources within an organisation Understanding and managing interpersonal relationships.
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Group-3, Sec-B
Andy Zimmerman the star performer of the company but is highly impatient, has a lashing tongue which demotivates his peers and he also steps over his bosss authority. Though he is not a team player, he still manages to obtain maximum business. Jane faces the crisis of not being able to handle Andy and correct his attitude towards the team.
Solutions:
1. Defining Roles and Responsibilities By defining roles and responsibilities for everyone, we can make sure no one crosses his/her line and everyone does their work efficiently.
Pros: Cons: More focus on self interest. Communication gap among employees. Less scope for interference. Clearly defined job responsibilities ensures more productivity.
2. Performance appraisal and 360 feedback Getting 360 feedback during appraisal, may impact a realization on Andy that how people are thinking about him. This may lead to change in his behaviour. Pros: May help in aligning an employees attitude. Clear about an individuals performance from everyones point of view, without targeting someone in particular. Cons: May arouse negative sentiments amongst employees. May affect an individuals performance.
3. Appreciation at social gatherings and project parties. Giving small pat on the back to Andy sometimes may help tame the lion. As the star performer he might be expecting some recognition, and while falling to get that he might be behaving rudely to peers.
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Pros: Andy may open up with other employees, which may lead to change in his attitude. By creating a competitive environment this may lead to motivating other employees. Cons: May make Andy more grandiose about himself. Initially it may demotivate other employees by the appreciation of the rudest employee. It may look like unfair to praise the most ill behaved personality, just because he is a performer.
4. Initiative needed on Janes part. Jane should tell Andy that a positive and a healthy work environment is one of the most important aspects of their organization, and his numbers are not sufficient to tag him as their star employee. Moreover Jane should realise herself that managing people is what is expected of an efficient manager. Pros: Being an effective manager will help Jane give more inputs to an organisation as an effective manager. The productivity of Janes team and herself will improve if she learns how to handle people better. Cons: Andy might feel that he is being targeted. His performance may get affected due to the demotivation that may come along with Janes attitude towards him.
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Group-3, Sec-B
CASE CONCLUSION
When it comes to studying human behaviour in organizations, there are no simple answers. For this reason, people embrace a contingency approach an orientation that recognises that behaviour in work setting is the complex result of many interacting forces. There are many reasons why certain teams fail. This is because team members are unwilling to cooperate with each other, they fail to receive support from management, some managers are unwilling to relinquish control and some team fail to coordinate their efforts effectively. To build successful teams organizations may provide training in team skills, compensate team performance, provide managerial support, promote employee support, promote cooperation within and between team and select team members based on their skills.
Managerial Learnings
To identify managerial problems and to develop healthy work relationship amongst the employees. To understand various attitudes prevalent amongst the workforce and work upon them so as to improve their performance. To learn the importance of being an effective manager and controlling dynamic situations that may arise in an organization. The attitude and temperament of an individual employee has an impact on the productivity of the team and the organization as a whole.
References
Organisation Behaviour, 14th Edition by Stephen .P Robbins, Timothy A Judge and Niharika Vohra, summary and implications for managers. Pg 81 Behaviour and organisation by Jerald Greenberg and Robert A. Baron, group dynamics & work teams. Pg 326 Introduction to organisational behaviour 8th Edition by Jerald Greenberg and Robert A Baron behaviour in organisations. Pg 9
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Group-3, Sec-B