Running Head Brussels and Bradshaw
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Transcript of Running Head Brussels and Bradshaw
Behavior issues 1
Running head: Key organizational behavior issues
Brussels and Bradshaw
Behavior issues 2
Abstract
Identification and summarize of the key organizational behavior issues evident in the
case.
Reflection on the identified issues along with recommendations or potential solutions to
identified issues.
Behavior issues 3
Organizational Behavior Moment
The way we have viewed organizations historically is that they are social structure or
architectural forms that are characterized by tasks, specialization, hierarchy, power, and
endurance. Current organizational theory, however, has focused on other attributes, such as
culture and social learning. Increased organizational size has important implications for
management it can limit the flexibility of individual work, affect how much authority can be
delegated, and lead to an emphasis on results rather than how the work is actually performed.
Key organizational behavior issues evident in the Locke/Brussels & Bradshaw case include
the organizational design of the firm, employees' span of control, job requirements and the work
environment. Kelly Richards is responsible for reviews, employee placement, and some of the
tasks of a human resource employee, yet she does not have the training or stature of a formal
human resource representative. She doesn’t have any authority to enforce behavioral change or
punishment for poor treatment of subordinates. In addition, she is sloppy and haphazard in
completing tasks that fall within her responsibility, for instance, introducing Locke to her mentor
and following up on employee issues.
Employees must know their responsibilities and take action. The environment of the firm is
also a key issue. Hazing employees, misstating deadlines, abusing interns, etc. are neither
professional nor productive. High-involvement organizations require that associates be engaged
and motivated to perform at high levels and that their individual capabilities be used in the most
efficient manner. By these actions lowers motivation, creates dissatisfaction and lowers job
performance with the lower associates. These items do not appear to be a problem at the New
York or Chicago offices based on Locke's experience. A trained professional must take charge
and set company standards for the branch. Expectations must be outlined, reviewed, and met, or
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consequences must occur. In this manner, the Toronto office of Brussels & Bradshaw will be
better run and a more efficient operation that can hold on to talent and excel in business.
Behavior issues 5
References
Hitt, M. A., Miller, C. C., & Colella, A. (2011). Organizational Behavior. Hoboken, NJ: John
Wiley & Sons, Inc