Organizational Behaviour - Case Study

4200 Words Jan 30th, 2012 17 Pages
Consider the case: “Job satisfaction at Omega Technical Services Ltd” by D. Adam-Smith and L. Littlewood. In Adam-Smith, D. and Peacock, A. (Eds), Cases in organisational behaviour (pp. 151-162). London: Pitman and Prepare a report that addresses (i.e., explains) the situation in the case (i.e., high job turnover among professional staff) taking the perspective of work motivation and employee attitudes.

Word count: 3000

Module: Organizational Behavior

Introduction to Omega Technical Services Ltd.
A labor intensive medium sized firm “Omega Technical Services Ltd” was established in mid 1950s. The main focus of Omega was to provide technical services to the different clients mostly from engineering sector. Omega consists of 180 full
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Table 1: Why knowledge sharing is essential to the survival of almost all businesses Intangible products | Ideas, processes, information are taking a growing share of global trade from the traditional, tangible goods of the manufacturing economy. | Sustainable competitive advantage | Increasingly the only sustainable competitive advantage is continuous innovation is the application of new knowledge | Increasing turnover of staff | People don’t take a job for life any more. When someone leaves an organization their knowledge walks out of the door with them. | Accelerating change | Technology, business and social. As things change so does our knowledge base erode – in some businesses, as much of 50% of what you knew 5 years ago is probably obsolete today |
Source: adapted from Gurteen, G, (Feb 1999) Creating a Knowledge Sharing Culture, Knowledge Management Magazine, 2(5), www.gurteen.com/gurteen/gurteen.nsf/id/ksculture

Culture is important in shaping assumptions about what knowledge is worth exchanging; when we are creating an environment for the knowledge sharing in Omega, making it means that knowledge sharing the norm and it also motivates the people to work in the team, provides such sort of knowledge which will be fruitful for the organization and employees.
Hansen and Oetinger (2001) explain a new T shaped management where a new kind of executives