Management And Organisational Behaviour For Rational Forestry

Problem Identification

Discuss about the Management and Organisational Behaviour for Rational Forestry.

It is essential for the employees to manage their work according to the workplace environment and situation so that better responses and effective results from the colleagues will be received. In this, the consideration of organisational behaviour concept helps the employees to develop their behaviour and attitude according to the organisational environment. Due to this, the employees are also enabled to manage their activities that support them to achieve a greater position in the organisation (Robbins, Cenzo and Coulter, 2013). In this way, this report is based on the case study of Barbara’s new job. This report analyses the issues and problem in this case. Along with this, it also recommends some ways to minimise these issues for the firm ‘Matalvi Engineering’.

In the given case of Barbara Shure, the main problem, which is faced by Barbara, related to the seniors’ behaviour and attitude. It is found that the behaviour of Barbara’s boss, Peter Broome, was not so effective that created issues for Barbara to perform her duties as well as create fun in the working. Most of the employee considers Peter as moody nature in his work that negatively affects their relationship with the other employees and colleagues in the firm. At the same time, it also affects the workplace emotions of Barbara towards Peter. It is because, from the first day of joining, Barbara experienced anger towards the tasks and her boss as well (McShane, Olekalns &Travaglione, 2010). In this, Barbara did not find any joy to take and complete the tasks. It is because, in the firm, the given tasks were not satisfied her education and experience that develop the anger of Barbara as a workplace emotion.

In the given case study, another problem is related to the firm as the chief accountant communicated the wrong job position to Barbara. It is found from the case study that at the time of joining Barbara, there is no such job or vacancy in the cost accounting. This situation may be come due to lack of communication between senior management executives and employees. It created the issue of trust on the firm as well as senior management executives of Matalvi Engineering Company (McShane, Olekalns &Travaglione, 2010). It also created the problems for Barbara in terms of exploring her skills and knowledge appropriately in the organisation.

From the given case study, it is analysed that workplace emotions play an important role in deciding the attitude and behaviour of an employee. In the views of Osborne, Smith and Huo (2012), workplace emotions influence the thoughts and behaviour of an employee. It is because, at the workplace, emotional side of attitude develops the perception of the employee towards his/her colleagues and seniors. At the time of receiving sensory information, the emotional centre of an employee quickly evaluates whether the information support of threat the work life (Glaso and Notelaers, 2012). In the case of Barbara, the information provided by her colleague Mike created a negative impact on the work life and influence the behaviour of Barbara towards her boss.

Analysis

As per the conflict theory of emotion, it is analysed that at the workplace, the conflicts with the other employees or senior management interrupt the positive behaviour of employee that negatively affect the attitude and the relationship within the organisation. In a similar way, the conflict between Barbara and Peter affect the attitude of Barbara and develop the fear that negatively impact on the behaviour and attitude and develop negative emotions at the workplace (Buijs and Lawrence, 2013). But, in contrast to this, Oatley and Johnson-Laird (2014) exhibit that according to conflict theory of emotion, both positive and negative emotions follow interruption, which generates different emotional states and influence the individual’s behaviour and attitude towards the situation.

At the same time, it is also analysed that the negative behaviour or emotions of the upper management executives negatively affects the attitude and behaviour of lower employees at the workplace. It is because the attitude and behaviour of lower level employees depend upon the emotion, attitude and behaviour of upper-level employees (Parker, et al., 2013). From the case of Barbara, it is also analysed that Barbara has different beliefs and feelings for the different employees and colleagues that affect her attitude and emotions within the firm. It is also supported by the attitude theory as it stated that at the workplace, feeling, beliefs, and behavioural tendencies direct an employee towards specific individual, group of individuals, ideas, philosophies, issues and objects (McShane, Olekalns &Travaglione, 2010). Due to this, in the organisation, an employee has different viewpoints and attitude about the various co-workers and supervisors.

At the same time, it is analysed that in the organisation, executives unable to describe the right job position to the applicants. Due to this, applicants and employees are discouraged to enhance their positive attitude and behaviour within the organisation (McShane, Olekalns &Travaglione, 2010). It is because working on such job position, which is different from the skills and knowledge generates the negative emotions and behaviour among the employees and develop the anger in the employee. It is supported by the job involvement theory of attitude, which describes that employees with positive behaviour and attitude effectively identify with their job, actively participate in it and consider job performance as an opportunity to enhance the self-worth within the organisation (Fernandez and Moldogaziev, 2013). But, the insufficient skills in management to define job reduces the positive attitude and behaviour among the employees that negatively affect their performance.

Recommendations

In the context of this case study, it is important for Matalvi Engineering Ltd, it should have a list of the possible solution in the workplace. For this, management of the company should be aware of the problems and issues in the workplace. For it, the company should be ensured that job designation is cleared in the organization. Employer behavior plays a significant role in the workplace and it is important to make coordination with the employees (Miner, 2015). Hence, the behavior of the employer and employee must be ethical and justified. It will be helpful for the company to maintain working environment happy and satisfied. In order to minimize problems in the workplace, Matalvi Engineering Ltd can set a workplace conflict guideline to provide awareness of the rules and regulation at the working place (Colquitt, et al., 2011). 

The management of the Matalvi Engineering Ltd can arrange the training program at for Bob Nash (Chief accountant), Vernon Sarte (Chief cost accountant) and Peter Broome (Management accountant) to effectively handle the issues at the workplace (Robbins and Judge, 2012). The company can prepare a report on consequences of the problem that faced by company. It will be helpful to the employees to understand the impact of the issues on the performance. Along with this, employees at the high designation should listen to subordinators that will help to understand style and behavior of each other.

The company can reduce problems in the organization by developing effective communication system. To avoid the misunderstanding of the job task in the organization, the communication between the senior employees and junior employees should be cleared and effective. It is also necessary to achieve the firm’s goal and objective. It will also effective in terms of developing positive work relationship among the employees. At the same time, management of the company should be closed issues topic at the starting time as soon as possible. It will be helpful to reduce the impact of the problem on the organization (Pinder, 2014). In additional, an employee should also ensure about its job designation, role and responsibility. It will be beneficial to understand the task of the job. At the time of transfer from the one department to another department, employees should complete the necessary requirementd and should also inform the superior.

Reference

Buijs, A. and Lawrence, A. (2013) Emotional conflicts in rational forestry: towards a research agenda for understanding emotions in environmental conflicts. Forest Policy and Economics, 33, pp. 104-111.

Colquitt, J., Lepine, J.A. and Wesson, M.J. (2011) Organizational behavior: Improving performance and commitment in the workplace. USA: McGraw-Hill Irwin.

Fernandez, S. and Moldogaziev, T. (2013) Employee empowerment, employee attitudes, and performance: Testing a causal model. Public Administration Review, 73(3), pp. 490-506.

Glaso, L. and Notelaers, G. (2012) Workplace bullying, emotions, and outcomes. Violence and victims, 27(3), pp. 360-377.

McShane, S., Olekalns, M. &Travaglione, T. (2010) Organisational Behaviour on the Pacific Rim. Australia: McGraw Hill.

Miner, J.B. (2015) Organizational behavior 1: Essential theories of motivation and leadership. UK: Routledge.

Oatley, K. and Johnson-Laird, P. N. (2014) Cognitive approaches to emotions. Trends in cognitive sciences, 18(3), pp. 134-140.

Osborne, D., Smith, H. J. and Huo, Y. J. (2012) More Than a Feeling Discrete Emotions Mediate the Relationship Between Relative Deprivation and Reactions to Workplace Furloughs. Personality and Social Psychology Bulletin, 38(5), pp. 628-641.

Parker, S. K., Johnson, A., Collins, C. and Nguyen, H. (2013) Making the most of structural support: Moderating influence of employees’ clarity and negative affect. Academy of Management Journal, 56(3), pp. 867-892.

Pinder, C.C., (2014) Work motivation in organizational behavior. USA: Psychology Press.

Robbins, S., Cenzo, D. D. and Coulter, M. (2013) Management: the Essentials. Australia: Pearson Higher Education.

Robbins, S.P. and Judge, T. (2012) Essentials of organizational behavior. Boston: Pearson.