Bloomberg

GM is described as an organization with a dysfunctional company culture that somehow still manages to have amazing results in its work, on a global scale. The key attributes of GM, were primarily in the changes initiated by Mary Barra after the GM ignition switch recall crisis. Some of those attributes include her willingness to openly acknowledge the undesirable aspects of the GM culture and her efforts to take action towards a resolution. There are also several noticeable strengths and weaknesses within the organization. One of the biggest weaknesses is the company’s repeated inability to acknowledge that, lack of functional culture and leadership are truly the root cause of the company’s issues. Based on my reading I would describe the current behavioral organizational model as a Custodial Model. I chose this model because the managerial orientation is money, employee orientation is security and benefits and performance results are passive cooperation. All of these attributes were described in the reading.

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what

Publix operates within the United States are approximately 193, 000 in number (Corporate.publix.com, n.d.). Overall, the performance of the company’s employees is good despite their being some level of inefficiency. The employees are fast paced, a factor which makes Publix one of the most convenient supermarkets for customers who are in a hurry. High levels of cooperation are witnessed among the employees. Despite employees having a specific job assignments, they help each other to get the work done. As such, they work with great enthusiasm as most of them enjoy their work environment.

Basic Underlying Assumptions are the beliefs that employees have about the everyday operation of a company. Chrysler’s employees began to believe that sales, market shares, and the awards were the most important aspect of their company; simply because that was what management kept pushing on them, probably in sales meetings (Kreitner & Kinicki, 2013). Their employees were so driven to get the quota to become sales person of the month and get a plaque with their name on it, and hung on the wall so everyone could see; that they got blind sided of what was really important (Kreitner & Kinicki, 2013). By striving to get this behavior down right, it is hard to begin to change back into what it was supposed to be or something new altogether because it has become a part of these employees belief of how things are to operate (Kinicki, 2013, slide 14).

• Starbucks establishes a well-developed system to keep good relationship between managers and employees. At first, the leaders of a retail shops use the same title “partner” as a basic level worker to narrow the gap of bureaucracy. Furthermore, they co-work in the first line to eliminate the distance between different statuses.

When it comes to the failure of managers, chad believes that manager’s inability to listen, being self-centered, not a team player, and failing to take responsibility most often contributes to their failure. “I remember a time when a colleague of mine was leading a project on the development of a new customer interaction system. His biggest downfall was he did not listen to his frontline employees, when it came to some of the inadequacies of the new system. This ultimately led to him being removed from the project and he never really came back form that.” (C. D. Cerkoney, Personal Communication, February 27, 2012).

At a time when many companies experience a difficult economic situation, they have to cut costs by laying off workers, and worse if your employees decided to leave for other competitors. Losing a talented worker is costly and to replace your top employee’s knowledge, experience and customer relationships is not something as simple as ones might think. So why do good employees quit? Even with high wages or great benefit, employees can still depart from the company if they do not get along well with their managers. So in order to keep good employees on board, the managers play an important role in knowing and matching their workers’ needs. In what follows, I going to analyze the case study: “Why are we losing all our good people?” which is about a fictional firm called “Sambian Partners”; what's really the reasons that is driving talented people out of the company and offering some solution to help Sambian stop the talent drain.

Specifically, Billy Riggan is experiencing a “free-rider” problem with his fellow research scientists. Moreover, Billy is dealing with a sense of responsibility due to the fact that he is the one in charge of making the choices on product innovations and technological developments. However, the other research scientists are counting on his sense of responsibility for him to actively work to ensure the success of the company. Furthermore, Billy could be experiencing some low confidence in his management abilities due to the lack of involvement from these research scientists. In any case, there could be a possible risk of derailment with his job if he were to take this problem to higher management, which could look as if he is not management material and the upper-management could demote him.

Never on a Sunday is a case study that discusses the philosophy carried out by companies like McCoy’s Building Supply and Chick Fil-A. Both of these organizations are perfect examples of “Organizational or Corporate culture” defined as a system of shared actions, values, and beliefs that develop within an organization that guides the behavior of its members (Schermerhom, Osborn, Uhl- bien, Hunt, 2012, p. 348). At McCoy’s for example “Managers are asked to concentrate on service related issues” Managers focus more on the items in store and customer service and the majority of their administrative workload is handled through headquarters (Schermerhom, Osborn, Uhl- bien, Hunt, 2012, p. 353). Working as a manager myself that really sounds like a great method of management. There are many times where my boss and the rest of the management team where I work struggles. Keeping up with all the administrative duties and the store at the same time can be really trying and is a never ending workload. This makes neither one of them get the attention they require and more often than not we find ourselves trying to do just enough administrative work and just enough floor work to get through the day. Additionally, the management teams meet regularly to discuss products and other important aspects that impact the stores. Sometimes in my line of work we wish that we had the opportunity to meet and discuss new ideas and products that could improve our stores.

Managers within the Trader Joe organization have to identify whether the technique, skills or training for the crewmembers are impactful to the continued success of the business. Trader Joe’s has a Leadership Development Program where employees are “allowed to make their own decisions about store operations, including product mix and in-store displays” (Lewis, 2005, para. 33). A crewmember who is responsible, knowledgeable, and friendly is what makes the company excel over other like businesses such as Whole Foods or Albertson’s. Trader Joe’s is utilizing contingency thinking because the business has incorporated an environment where employee opinions are respected, and with the employees’ happy the customer is also happy.

THE ORGANIZATIONAL BEHAVIOR OF FOOD RETAILER TRADER JOE’S IS UNIQUE IN MANY WAYS. FROM OWNER, JOE COULOMBE, TO A STORE CLERK, THEY ALL HAVE THE SAME VISION IN MIND- TO SET THEMSELVES APART FROM THE REST. NOT FALLING INTO STEREOTYPICAL FOOD CHAINS, TRADER JOE’S DOES BUSINESS THEIR WAY. THIS MAKES THEM PERFECT AT BEING THEM. FROM INTERVIEW QUESTIONS TO JOB DESIGN, THEY ARE NOT YOUR STANDARD FOOD MARKET. THE SOCIAL CAPITAL IN WHICH MANAGEMENT IS CHOSEN, TO THE STORE’S ATMOSPHERE AND POSITIVE REINFORCEMENT FOR ALL EMPLOYEES ARE HAVE A PROVEN TRACK RECORD OF SUCCESS. ADDED WITH IMPECCABLE CUSTOMER SERVICE, THE ORGANIZATIONAL BEHAVIOR OF

In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to

“Enron: The Smartest Guys in the Room” shows us how basic human nature does not change, whether it is firing as a means to resolve disputes, or in the

NASDAQ Inc. is a company that specializes in finances.The main thing that NASDAQ Inc. is known for is the NASDAQ stock market. The first stock market to be entirely electronic. They have many sub companies that focus on different things. One of which is NASDAQ Composite. It is a dedicated stock market index for the NASDAQ stock

The Family Store is a chain of 10 regional convenience stores owned and managed by three brothers, Garrett, George, and Gavin VanDoer. They have been in business for over 25 years together. The entire senior executive, management team, and even store managers are all family members. The senior executive includes Garrett, the president and major shareholder, Garrett’s daughter Marielle is senior vice president of finance and Gavin’s son Frankie is senior vice president of marketing and retail sales (Sniderman, Bulmash, Nelson, & Quick, 2006, p.192). This paper will discuss the present barriers to effective communication, non-defensive feedback from employee and customer surveys to senior executives, examples of