Professional Documents
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Organizational
Behavior
Mid-Term Exam
2011
Organizational Behavior – Mid-Term Exam
Organizational Behavior
Mid-Term Exam January 3rd, 2011
Part 1
VIDSOFT TRIANGLE
Background Information
Keith Nash is the chief executive officer of Vidsoft, a charismatic person who
develop a culture to encourage the employees to speak their minds; also he
promoted the teamwork and the culture to hire people friendly and can
interact well with others and encourage his managers to hire people that
were better than them.
This attitude change until the company went public due the high demand of
resources, managers had to relax their criteria selection.
is a very hard worker and a team player and she has gained the admiration
of the rest of the engineers; also she was awarded the best team player
award for two consecutive quarters.
Alex Hsu is a Chinese descendent who grew up at the Bay Area. He has a
degree in computer engineering from Berkeley. Hsu is the first one from a
large family to graduate with a science degree even when he was not
mathematically inclined, he forced himself to thing as engineer; feeling that
thinking in a structured and logical thinking he will be climbing company
position faster. He started at Vidsoft as a technical support engineer.
Babatunde hired him with some reservations about his ability to work as a
team player but with the expectations to bring variety experiences into the
team.
Hsu is a hardworking individual, not the top performer but above customer
satisfaction scores; also very private since he did not participate in many of
the group’s non work-related activities.
Situation
Organizational Behavior – Mid-Term Exam
Babatunde decided Li should know about this and asked Hsu if he approve
this since at the end she is her manager; Hsu accepted and Babatunde
spoke with Li.
Li was surprised and shocked since Hsu never showed a hint about his
feeling on the regular meeting, during this meeting she started to cry; she
felt she had failed and she was not doing her job correctly.
Babatunde decided to have a three way meeting with Li and Hsu to expose
the differences; after several meetings during the next couple of weeks both
parties still were in the same spot: Hsu still want to be transferred to the
other support group and Li as her manager, do not want to approve Hsu be
transferred since it will be viewed negatively on the rest of the staff.
Now Babatunde need to decide what to do: accept and transfer Hsu as
requested or support Li decision to keep it on her staff.
Analysis
be a good leader, to motivate all of the team players in her staff and for that
reason Alex Hsu which he has demonstrated to be a non team player, has
not taken the hook for her abilities.
Now Babatunde has to take a decision based in one person who has not
been well qualified (due Alex it is not a team player and it is not the top
notch employee) and a good manager who her lack of experience managing
people put her on this situation since Li has not learnt yet how to handle
situations like this.
- Alex Hsu has been the only one person on the Li’s staff to
complain about her but also he has been the only one who has showed
to be a non team player. Probably the arguments he said about Li
background could be valid but it has been only one month since she
took this new task so he need to let her to settle and develop as a
manager before start judging her.
So that Babatunde should have done since the beginning is to reject Alex
Hsu request to be transferred.
Organizational Behavior – Mid-Term Exam
It is not valid for Hsu to said that he accept to work for Vidsoft because he
was expecting to work directly with Babatunde only; things change and he
has worked for Babatunde for 7 months and now the organization require a
change. Now a new reality is for Alex to have a new manager that was
assigned by the organization like it or not, with the background credentials
liked by all or not; and he needs to adapt to that…. or leave the company.
Also Babatunde should be very clear with Alex Hsu that he needs to talk first
with Jenna Li since she is his direct manager, he cannot skip the chain in
command just because she did not like it and moreover when that person is
just starting on the new position.
I will agree that a skip in the chain of command can be done when there is a
delicate subject to be treated like an ethical situation but not as this situation
is.
Babatunde also need to learn that Jennah will need his support since she is
starting fresh without any experience managing people and situation like this
one will happen again and she need to learn how to handle correctly.
Part 2
transformational leadership?
The Transactional leaders occur when leaders show to the employees what
they expect from them and the rewards they will get if they accomplish the
agreed targets. The transactional Leader motivates his employees by
rewards and they consider them as a resource to achieve the final targets.
Charisma: Provides vision and sense of mission, instills pride, gains respect
and trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts,
expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful
problem solving.
Individualized Consideration: Gives personal attention, treats each
employee individually, coaches, and advises.
expected.
The transactional leader seek to balance and resolve the problems
applying punishments when are necessaries, the control is a key factor of
his leadership and set targets establishing contracts between the leaders
and the employees putting attention to interpersonal relations.
This is the reason why the transformational leadership creates a higher level
of moral aspiration due its high relation with the human and personal needs
on the employees, self-esteem and personal development.
Bibliography
Organizational Behavior – Mid-Term Exam