Organizational Behavior Case Study

3346 Words Oct 4th, 2009 14 Pages
Question 2:

Several symptoms indicating the problems exist in Lacrosse Inc have been stated in the previous analysis. We have identified three sources of the problem which are: - Changing in leadership style - Differentiation - Commnication -
In this part we will try to analyze the underlying cause of the problems using two leadership theories, namely path-goal leadership theory and competencies perspectives of leadership.

Moreover, we will try to relate this case with other Organizational Behavior theory. We have identified that this problems create a kind of conflict in the organization. So, we decide to approach this case with theory of conflict. Here, we will only use two sources of conflict, namely differentiation
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He taught the new apprentices how exactly to make a handcrafted wood-framed window, understanding what are the characteristics of good wood, the best tools to use, and how to choose the best glass from local suppliers. This is considered directive style. However, this style is suitable for new apprentices. Since they had no skills and experiences, it is necessesary to give them direction about what tasks they have to do, how exactly to do the task, what method should be used, and what goal wanted to be achieved. As the company were getting bigger and the numbers of employees were increasing significantly, Lacrosse delegated the task to train the apprentice to his master carpenters and other craftspeople.

2. Supportive

The second style that he used is supportive. In the early years, when he still taught the apprentices directly, he will not be reluctant and sincerely applauded the apprentice for their accomplishment. It would give some sort of motivation to the apprentices to maintain their good works. Moreover, he is willing to spend most of his time in the production shop to be with his employees, learn their needs, listen to them and motivate them to perform their best.

When the headquarter was moved due to expansion, he would still chat with the plant and office employee several times each week. He kept his supportive style. He would show up during evening break with coffee and boxes of doughnuts to discuss how the business
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