Organizational Behavior Case Study
ORGANIZATIONAL BEHAVIOUR
Residential care facility's staff plays an important role in the daily lives of residents; unfortunately these facilities are usually faced with organizational obstacles and lack of information that prevents them from taking proper care of residents (Smith, 1998). This organizational behavioral case study is about a residential care facility which is part of a parent company that runs six different residential care facilities. The management of the company observed, this residential care facility facing serious problems. Turnover rate was high, performance was poor and economic losses were high.
In order to diagnose and solve the problem; parent company conducted a culture survey in all of its residential care facilities in which each member was bound to participate. The results were satisfactory for all residential care facilities except this care facility which showed totally negative results.
Looking at this serious situation; management hired a new manager in April 2012 which was the third entry in same year. However, this time the management did not bring someone with nursing residential management background. In contrast, they hired a person with pure management background in the health and community centre. This new manager was assigned with the responsibility of bringing a positive change in the culture of residential care facility; and improving its performance and economic condition.
Organizational Culture before Change
The new manager worked to find out the cultural problems of the residential care facility. She observed that the environment of the facility was not friendly at all. Staff members, leaders and residents including their family members were facing lot of problems. Following is the list of the cultural problems that were noticed by the new manager:
Employees Satisfaction Level: Employees were highly dissatisfied, had lot of complaints and were working with a very low morale.
High Turnover: The turnover rate was very high at all levels of the facility; that included nurses, team leaders, senior levels and also management.
Low Quality Care: Continuous changing of staff members, team leaders and managers had badly affected the quality of clinical care and they didn't know what type and stage of clinical care was required for residents.
Absenteeism and Frequent Sick Leaves: Absenteeism was very high and taking sick leaves was very common. Surprisingly, the staff was not responsible enough to call and inform that they will not be performing their duty. Agency staff was highly used but there no system for brokering staff so other organizations were approached for solving the problem.
Community: A pastoral service was available for staff, family and residents but was only used by residents on referral base.
Lack of Reporting and Monitoring: There was no proper monitoring system for looking at the contractors from podiatrists, pathologists, dieticians and others. Moreover, in contrast to other residential care facilities, this facility did not have any culture of reporting facts, despite the fact that there was system to report everything.
Irresponsible Attitude: No, notes were made in the files of the residents regarding regular activities so there was no history of any problems or clinical issues for which they were treated.
Low Occupancy: Due to poor performance, unhygienic conditions, irresponsible staff and lack of quality of care; residential facility suffered low occupancy and 10% beds remained vacant.
Management/Leadership Styles within the Organization
Looking at the various problems and worst condition of the facility; new manager decided to bring an appropriate change in the culture of the organization. She realized that the staff members, team leads, residents including their family members; all needed proper attention and monitoring. She came up with new strategies and worked hard to change the culture of the facility so that the behavior of the employees can be altered.
In order to do so, she used the participative style change management strategies and formulated new management style for the facility. Literature also supports the idea of using participative style in order bring a successful change (Nakata and Saylor, 1994)
According to Atchison (1998); the staff structures at residential care facilities are usually hierarchical which prevents the staff members from providing quality care to the residents. Therefore, the first and most important step taken by the new manager was the removal of restrictions and barriers that prevented the staff, leads, residents and others from approaching managers.
Unlike before, when managers were not approached and complaints were taken to the Department of Health and Ageing (DHA); she invited everyone to openly communicate with her and share their concerns, problems and issues. Moreover, in order to create good and frank relationships between the people of the facility; she started the family and staff fun days. This gave the room to staff members, residents and their family members...
Most retail environments are plagued by high turnover. While some of this has to do with a lack of motivation, much of the problem lies in the company's inability to create high-performance teams capable of taking on challenges and making decisions with peers to help solve problems within the company (Janis, 1972). In any environment, when a successful team is lacking, so too is motivation and consistency of performance.
The IG decided to apply a uniform approach to all investigation and audit planning so that all independent regional procedures and organization would mirror one another the same way they did anytime they participated in IG-assigned work. Organizational Problem #2 -- Regional Leadership Style and Organizational Culture The problem in Trenton was resolved by the direct intervention of the Region II RIG. Specifically, he identified the problem as being caused by
Abilities are also a primary area of concern given the captain's indication that officers lacked the relative familiarity or education in this area as opposed to the aspects of street-level enforcement which constituted the larger part of their training. This may even mean that many officers do not know how to adequately compose written reports. Role Perception would also seem to be a product of training, as the failure
Moreover, Bartlett (cited in Churchwell, 2003) underlined that, in the past, managing diversity was rather synonymous with giving equal opportunities to people of different gender or race. Nowadays, he emphasized that diversity meant "legitimizing diverse views in an organization, including those based in cultural differences." In addition to his remark, one could say that managing diversity under contemporary circumstances doesn't exclusively consist of providing equal treatment to different people. It also
Job Satisfaction Case Study There remains a gap between what many human resource professionals see as practice and actual quantitative/qualitative research in the HR area. On numerous topics there is debate about facts -- what is hearsay and common knowledge, and what is provable and scholarly. In a recent research study, authors Saari and Judge (2004) identified three major gaps between HR practice and scientific research, specifically in the area of
Organizational Behavior Case This case is interesting because it portrays the cultural variances that an employee might find in different cultures from a first person perspective. First, an American employee shares his perspective about his experience working on a project in Germany. He finds that the employees are extraordinarily methodological during the planning phase of the project; then rather autonomous throughout the duration of the project. In his experience American firms
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now