Organisational Behaviour in an Engineering Company Case Study

Organisational Behaviour in an Engineering Company - Case Study ExampleIn 2009, Ronald retired and Christine took over as Managing Director. The company had gone through rough weather with an impact on profits though there had been no reduction of staff. Markets had stagnated and accepted conditions had reduced the need for new grain silos.Christines vision was one of economic survival through expansion and diversification based on the vivacious competencies of the company. Existing resources may be made available for diversification projects without an increase in the outlay of the company.An understanding of Christine from the standpoint of Maslows model brings out the detail that she is keen to prove her capabilities. Recognition from colleagues and her peer group, she is keen to show her individual ability to manage new important projects without consulting employees who can add value to her decisions. She tries to capture involved in projects that will bring her into the lim elight and feed her need for prestige and status. She is at the Ego stage of the hierarchy. This is the reason she prefers to take independent decisions and shares randomness on a piecemeal basis.She has adopted a Directive style of leadership with the expectation that output will be produced on the strength of her communication. She derives great power from her status of leader and expects staff behaviour to mould itself on the strength of monetary incentives that she introduces to enthuse the staff.There has been a shared sense of pride in the objective of the company. This is brought out by, Dobsons statement of pride in producing silos for farmers of the country. Dobson is upset that nobody asked about his willingness to manage a new scrap since he is used to being involved in key decisions about the company. Dobson is conscious of his seniority and is used to being consulted as brought out in the comment about his age andexperience with the company.