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Running head: Key organizational behavior issues

Brussels and Bradshaw

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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.

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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.

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References

Hitt, M. A., Miller, C. C., & Colella, A. (2011). Organizational Behavior. Hoboken, NJ: John

Wiley & Sons, Inc