Organisation behavior Essay

1. What performance problems is the skipper arduous to correct? Ans. 1. In the precondition scenario the problem projected by the natural law captain is that the young pointrs who come to the constabulary force ar non at both told good at doing paper wager, they detect it deadening and hate it. They are over such(prenominal) interested to stay out on the streets, either in cars or on a beat kind of of doing paper turn over while sitting in the office. They frequently localise off the job or do it inadequately which results in ill-defined and ambiguous root words which ca call the police department to lose court cases. opposite problem is that the captain is finding it difficult to figure out the mathematical shipway to motivate them to do the paper ferment effectively and efficiently. in that respect are various problems related to the employee motivation, ability of officers to perform task, lack of section perception and different situational factors. 2. Us e the MARS baffle of individual fashion and performance to diagnose the practicable causes of the unacceptable behavior. Ans. According to the MARS model of individual behaviour there are quartet factors that directly regularise voluntary individual behaviour and performance.Those factors are Motivation, Ability, Role perceptions and Situational factors. We can use the mars model to diagnose the causes responsible for different problems in the given scenario. The causes are as follows 1. Lack of motivation Motivation is the force inside the person that affects his or her direction, intensity and persistence of voluntary behaviour. As the captain has stated in the scenario that he is facing problem to find ways to motivate the employees. He doesnt have any financial rewards at his disposal and since the nature of job is very boring and none of the employees find it interesting.It clearly shows that there is a lack of motivation amongst the employees 2. Ability in that locatio n is rationalnesss that led to the poor perception of not taking paper throw seriously by the young and inexperienced police officer. The main reason would be their perception of the role as law enforcers who should be heterogeneous in crime prevention, apprehension criminals and serving the community. As well as a lack of proper training on paper work when entering the work force. 3. Role Perceptions Role perceptions are also weak, because the police officers were not properly deft for all of the tasks required in their role.During the training, they were trained to do the job they do out on the street sort of of doing paperwork. 4. Situational Factors Due to the budget crunch, the police officers might not have plenteous time or appropriate tool to facilitate in report committal to writing i. e. only one computer for the entire department which whitethorn cause delay in delivering the paper work. 3. Has the captain considered all possible solutions to the problem? If not, w hat else might be done? Ans. Yes,captain considered all possible solutions to earn the problems.To help to motivate the officers, police squad oppositions were established. These were establish on the excellence of the reports. The competition provided no reward. An idea suggested to the Captain is to include financial rewards as incentives, based on the number of conviction records.Accounting TeamFor the past quint years I have been working at McKay, Sanderson, and Smith Associates, a mid-sized history strong in Boston that specializes in commercial accounting and audits. My particular specialty in accounting practices for shipping companies, ranging from small sportfishing fleets to a couple of the big firms with ships along the East Coast. About 18 months agone McKay, Sanderson, and Smith Associates became part of a large optical fusion involving cardinal other accounting firms. These firms have offices in Miami, Seattle, Baton Rouge, and Los Angeles.Although the other i i accounting firms were much larger than McKay, all deuce-ace firms scored to avert centralizing the business around one office in Los Angeles. preferably the new firmcalled Goldberg, Choo, and McKay Associateswould rely on police squads across the country to supplement the synergies of our collective subsistledge (an often-cited statement from the managing mate soon after the merger). The merger affected me a year ago when my boss (a senior partner and vice president of the merger) announced that I would be working more than closely with three people from the other two firms to become the firms new shipping industry accounting squad.The other team members were Elias in Miami, Susan in Seattle, and secure in Los Angeles. I had met Elias briefly at a contacting in New York City during the merger just now had never met Susan or fix, although I knew that they were shipping accounting professionals at the other firms. Initially the shipping team activities involved e-maili ng each other active new contracts and prospective clients. Later we were asked to submit joint monthly reports on accounting statements and issues. Normally I submitted my testify monthly reports to summarize activities involving my own clients.Coordinating the monthly report with three other people took much more time, particularly because different accounting documentation procedures across the three firms were still being resolved. It took numerous e-mail messages an a few resound calls to work out a reasonable monthly report style. During this exasperating process it became apparentto me at leastthat this team business was be me more time than it was worth. Moreover, Brad in Los Angeles didnt have a clue about how to communicate with the rest of us. He rarely replied to e-mail. kind of he often used the telephone tag. Brad arrived at work at 930 a. m. in Los Angeles (and was often late), which is early afternoon in Boston. I typically have a flexible work schedule from 73 0 a. m. to 330 p. m. so I can chauffeur my kids after school to sports and music lessons. So Brad and I have a window of less than three hours to role information. The biggest nuisance with the shipping specialist accounting team started two weeks ago when the firm asked the four of us to develop a new dodge for attracting more shipping firm business.This new strategic plan is a messy business. Somehow we have to share our thoughts on various approaches, agree on a new plan, and write a unified resignation to the managing partner. Already the project is taking most of my time just writing and responding to e-mail and talking in conference calls (which none of us did much before the team formed). Susan and Brad have already had two or three mis conceiveings via e-mail about their different perspectives on delicate matters in the strategic plan. The worst of these disagreements required a conference call with all of us to resolve.Except for the most basic matters, it seems that we c ant understand each other, let alone agree on key issues. I have come to the conclusion that I would never want Brad to work in my Boston office (thanks goodness hes on the other side of the country). Although Elias and I seem to agree on most points, the overall team cant form a common vision or strategy. I dont know how Elias, Susan, or Brad feel, but I would be quite skilful to work somewhere that did not require any of these long-distance team headaches. Question 1. What type of team was formed here?Was it necessary, in your assessment? Ans. * Virtual team * Virtual teams are teams whose members operate across space, time, and organisational boundaries and are linked together through information technologies to achieve organizational tasks. This mean that the members of the realistic teams usually do not work in the same physical area, but only primarily depend on information technologies to communicate and coordinate their works. * I think it was necessary because all the f irms were trying to avoid centralizing the business around one office in Toronto.Also employees are from the different cities of the country they need the parley technologies to combine them into one team. 2. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this teams environment, design, and processes. Ans. a. Strengths * Environment no strengths * Design small groups, Virtual team * Processes no strengths b. WEAKNESSES * Environment there is no reward for team. * Design The members of this team are in similar positions in the company which may hard to choose a leader.ProcessesVirtual team may have little team cohesion. In addition, Virtual team may also cause clog on informal communication because they never meet face to face, so there is little interaction between the team members 3. Assuming that these four people must continue to work as a team, root on ways to improve the teams effectiveness. Ans. They should have certain virtual face-to face meeting times during each week. * They need to have a team leader who will coordinate the team. They should get the line up to meet in person so that they can have a chance to establish their norms, and work out their disagreements properly.s