ORGANIZATIONAL ANALYSIS

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ORGANIZATIONAL ANALYSIS

• APPLICATION OF OB THEORY/RESEARCH TO COMPANY
• DIAGNOSE PROBLEM
• RECOMMEND SOLUTION
• GUIDELINES
• Course Data Files

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Guidelines

• Identify a Problem in an Organization
• Select Organizational Behavior Theory
• Provide a Potential Explanation of Why Problem
  Exists
• Theory May Furnish Incomplete Interpretation
• Where to Find Theory
• Any Theory in Textbook
• Can Be Theory Not Covered by Book

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Guidelines

• Choose Company to Apply Theory
• Can be Firm from Personal Experience
• Can be Subunit (e.g., Department)
• Can be Firm Examined in Business Press
• Motorola Experience with Self-Managing Work Teams
• Can be Student Organization
• Academic Survival of ASU Student Athletes
• Can be Nonprofit or Community Organizations
• Problems of Particular Subgroups
• Glass Ceiling for Asian-American Engineers

4
Information SourcesUse Multiple Varied Sources

• Personal Experiences
• Self-Reports as Job Incumbent
• Observations of Others
• Interviews with Employees and Managers
• Surveys of Employees
• Written Sources
• Magazines, Newspapers, Trade Journals
• Organizational Documents

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Previous Examples

• Leadership Profiles
• Compare Leadership Styles of Politicians,
  Executives, and University Administrators
• How They Differ Across Occupations
• Post Office Survey of Abusive Supervisors
• Pervasiveness and Impact on Employee Morale
• Leadership Failures When Family Members Take Over
  Fathers Restaurant
• How Individual Sales Incentives Undermine
  Teamwork at Cellular Phone Center
• Dysfunctional Hiring Practices at Anderson
  Consulting
• The Wall between Pharmacy and Other Retail Side
  in Walgreen Stores

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Other Projects

• Excessive Employee Turnover at Pizzeria
• Apply Theories of Organizational Commitment and
  Job Satisfaction to Explain Quits
• Propose Remedies for Solution
• Motivational Problems among Prison Laborers
• How Telemarketer Struggles to Motivate Prisoners
• How Impossible Organizational Goals Impact
  Employee Performance and Morale
• Luxury Car Dealership

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Potential Projects

• Coping Strategies
• Laid Off Workers (Angelo Kinicki)
• Employees Surviving Downsizing
• Working Parents
• Part-time Students
• Comparing Leadership Styles between Effective and
  Ineffective Student Leaders or Working Managers
• Trait or Behavioral Differences

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ASU ATHLETIC DEPARTMENT

• KELLEE BOOTH

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REDUCE ATTRITION AMONG STUDENT-ATHLETES

• LEAVING ASU BEFORE GRADUATION
• ATTRITION HURTS TEAM PERFORMANCE
• MORALE
• LOSING STREAK

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EXIT INTERVIEWS
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When Student-Athletes Quit

• Danger Zone
• 58 Leavers Exit during Freshman and Sophomore
  Years
• Why Early Attrition?
• Unmet Expectations for Sufficient Attention
• If Dont Get Recognized During First 2 Years
• Shrinking Time Left In Eligibility to Show Your
  Stuff
• Homesickness
• Swedish golfer nearly quit after first semester
• Golf Team helped her cope
• She Lead Team to Three NCAA Championships

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Revamp Orientation Socialization using
Feldmans Theory

• Anticipatory Socialization
• Provide Realistic Preview of Campus Life for
  Athletes and Family
• Special Cultural Orientation for International
  Students
• Encounter Stage
• Formal Orientation Class for All Freshmen
• Making Transition to Class
• Maintaining Eligibility Requirements
• Develop Graduation Plan
• How to Balance School-Athletic Responsibilities
• Professional and Ethical Conduct

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Revamp Orientation

• Change and Acquisition Stage
• Rely on Other Team Members and Coaches
• Develop Athletic Skills
• Learn to Internalize Team ID
• Rely on Academic Advisors
• Develop Academic Skills to Study while Working
  Full time

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Employee Turnover at Dilliards

• Company History
• Organizational Structure
• Description of Pay and Bonuses
• Hourly Pay
• Meet Sales Goals to Earn Pay Raises
• Special Challenge for Womens Fragrances
• 58 Quit Rate at Fiesta Mall
• Mostly Concentrated in Cosmetic Department

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Analysis of Why Turnover is Excessive

• Inadequate Training
• Limited Product Training on New Perfumes
• Unmet Expectations
• Unclear Job Expectations
• Unrealistic Goal Attainment
• Time spent off the Floor
• Stock Work
• Poor Group Cohesion
• Employees Work Alone to Meet Sales Goals
• Inadequate Help for Newcomers from Experienced
  Co-Workers

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Proposed Solutions

• Training
• Sales Skills
• Product Knowledge
• Register Training
• Met Expectations
• Realistic Job Preview
• Group Cohesion
• Monthly Group Goals for Whole Department
• Posted
• Group Bonus
• Evaluate Employees on Teamwork

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Group TAGTheGroup
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Group TAG

• Clyde Wang - Introduction
• Steven Bausman - History/Jobs Leadership
• Clarisa Velez - Models and Recommendations
• Clyde Wang - Conclusion

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Introduction

• Leadership Turmoil
• Steven Paul Jobs
• Format
• History
• Return of Jobs
• Models
• Leadership Problem
• Conclusion

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History of Apple Leadership

• Steves Garage 1976-77
• Apple II
• Several Thousand / 25 Mill.
• Board of Directors
• John Sculley CEO
• Fights With Sculley
• Macintosh

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History Continued

• Jobs failed Coup 1985
• Apple is Rich! 1989
• Apple is poor 1993
• Sculley Quits 1993
• Spindler Quits 1996
• Amelio gets screwed by Jobs. July, 1997
• Jobs expanded Role

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Jobs is a Slave Driver

• Could you hate this guy??
• Testimonials
• Charismatic yet cruel?
• Motivated yet Over-Aggressive?
• Follower self-sacrifice
• Performance Above the
• Call of Duty

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Job(s) Satisfaction and Goal Setting
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Recommendations and Conclusion

• Buffers
• Social Support
• Training
• Final Caveat

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Thank You

• Any Questions??