Management And Organizational Behavior For Impression Management

Background of Glasshouse Avocados

Describe about the Management and Organizational Behavior for Impression Management.

1. The successful operation of the Glasshouse Avocados on the Sunshine coast for nearly seventy years suffers a setback since 1980s. Jack’s father Errol, the founder of the firm, had intense determination in making the Sunshine coast bountiful with regard to the production of food. This determination made him engage in the immense production of the avocados, so that the need for the imports of the food crops can be easily reduced. With this intention Errol had proceeded in dealing with the local growers and had begun the initialization of a prosperous business even extending it to the other regions such as Brisbane (Baum et al. 2014).  Errol having much advanced ideas which were far ahead of his time, had aspired to make his business “Glasshouse Avocados” a milestone in the Sunshine Coast. Errol, thus through his hard work and prudent technical knowledge had laid the foundation of a sustainable business to be carried out by his son Jack who has quiet dexterously did the same since his father had handed over the responsibility to him.

However, Jack who has been quite contended with the growth of the business interests notices that their company is undergoing a decrease in the annual production rate since the year 1985. The growth of the competitors in the form of the new boutique operators who are able to provide high quality products at reasonable rates are increasingly becoming dominant in the arena and thereby affecting the profitability and growth rate of the “Glasshouse Avocados”. Such a competitive environment compelled the company to increase its supply to a large extent besides providing the yield at a very low price (Neubert et al. 2014). Such a condition is highly affecting the progress of the firm that is showing a declining trend over the recent years. The company’s yield as per the records has demonstrated dilapidation in the last four years, since 2011 to 2015. Jack has also noticed that the size and quality of the avocados is also getting lowered because of the climatic conditions. The rise in the cost of irrigation techniques and the equipments that are being used formed the other issues behind the slow rate of progress of the business (Nahavandi et al. 2013). The core factors, such as the up gradation of the irrigation techniques, better management of the nutrition of the plants and the availability of the adept avocado pickers did not get the required attention. These were the issues that raised much concern among Jack and needed immediate remedial measures.

Challenges faced by the company

2. The methodologies followed Jacqui that involved making a proper evaluation of the technologies and the factors adopted by the company and devising a better alternative plan or structure that would help in the betterment of the growth process can easily form a part of the rational decision making process and can assist in solving the issues related to the declining growth of the company (Elsbach 2014). On the other hand, the company can resolve the issues by following the alternative business structure that is suggested by Elias, Jacqui’s brother and son of Jack. In accordance with the opinions suggested by Elias, the company may adapt itself with the production of the alternatives, namely Macadamias or Kiwis, besides pursuing with the production of the avocados (Giacalone and Rosenfeld 2013).  This will keep the entire process of the organization in a well balanced form. Simultaneously, instead of dealing much with the revenue structure of the firm, they should start taking actions that are favorable for the development of the company. According to the suggestions put forth by Elias, “Glasshouse Avocados” can easily start working with the manufacturers who are involved in supplying the Avocados in tubes and packets, so that the company can maintain the quality of the product and meet the needs of the customers as the other producers are doing (Griffin 2013). Thus, introduction of innovative methods, implementation of the alternatives and the incorporation of the knowledge of the skilled personnel can help the company in realizing the aims of Errol’s organization. The rational decision-making process is very much required in order to set the aims of the company based on logic, objectivity and analysis. Thus, Jacqui and Elias, who deal with the management and administration of the “Glasshouse Avocados”, should conduct a complete review of the issues or problems affecting the company’s growth and logically reason out the reasons behind those problems. This will lead them to analyze all the data or the records related to the present condition of the firm and set forth the required objectives or the aims once again through proper analysis and logical reasoning  for the developing the position of the company in the Sunshine coast amid the tough competition.

3  The avocados form the major constituent or the core resource that is available with the organization (Altman et al. 2013). The organization has grown from the very beginning with the production of the avocados, as the very name of the company suggests. The company can adopt various means, such as upgrading the nutrition availability of the trees, appointing some of the experts or rather agricultural experts who can suggest and assist in the implementation of the appropriate technologies that are suitable for the growth of the avocados with good quality and size. The appointment of the experts in this particular field will help the company in acquiring information about the alternative means of growing the avocados of the best quality (Wood et al. 2012). Thus, the company can make the best possible use of the available resource, i. e. the avocados that form the major base of the organization.

Proposed solutions

Secondly, the company although had flourished with the production of the custard apple and passion fruit, the company has always emphasized upon the growth of the avocados because the avocados can be grow in plenty under the climatic conditions of the Sunshine Coast. However, the decrease in the production rate and profitability of the firm as well as the arrival of the new boutiques and the emergence of several new producers should make the leadership more concerned about the alternative means of up grading its business (DuBrin 2013). The company can easily take into account the fact that as the number of alternatives or the number of producers serving the customers with the avocados of best quality at quite reasonable price, it should engage itself in emphasizing the production of the other alternatives that had been steady alternative crops for the firm since many years but not paid much importance. The growth rate of the avocados that had decreased from 2300 tonnes in the year 2011-2012 to 1850 tonnes in the year 2014-2015, can be easily compensated if the company increases its production of the Passion and Custard Apple. Proper allocation of the farmers or growers of such crops, appointment of the experts who can provide the biological techniques best option and suggestions for the incorporation of the biological technologies that will help in the company in becoming the lead in producing the Custard Apple and Passion Fruit (DuBrin 2013).

The other available resource with the firm is that of technology and the availability of the skilled personnel, Jack’s sons and daughters all are much prudent enough in the tackling the management of the business roles and administration, if these resources are used properly for the growth of the business and achieving a hike in the levels of production.

4. Proper integration of the employees, providing them with better facilities, appointment of the personnel who will be able to incorporate the rational decisions for the development of the production processes, marketing and the distribution. An integrated approach is of utmost importance for the company at this stage.

Errol’s concern “Glasshouse Avocados” can follow the seven elements or the scene factors of the McKinsey 7s model. These seven factors of this model are classified as hard and soft elements. The hard element entails those that can be directly managed by the administrative department of an organization such as the organization reports, charts and other formal processes. On the other hand, the soft elements denote those intangible factors that are related to the culture and image of the organization (Ludwig and Frazier 2012).

The seven elements of the model namely, strategy, structure and systems constitute the hard elements and the shared values, skills, style and staff comprise the soft values.  All these elements are interrelated and it can be analyzed as per the following way:

Utilizing available resources

The strategy of the firm refers to the arrangement that is devised to develop and build a profitable position, thus “Glasshouse Avocados” and its administration should make a renewal of the strategy of its business interests that would suit the present need of increasing the revenue of the firm.

In accordance with the plan or the strategy defined, the company in question must structure an integrated working environment within the organization that would keep each aspect affecting the business under perfect record.

An appropriate system of maintaining daily activities and dealings is very important; it may need to develop a separate department for the complete supervision of the roles of each sector of the firm.

Shared values or the subordinate goals of the firm contribute towards making the firm most trustworthy in the opinions of the customers and the maintenance of the core ethics of the community where it is operating help in cementing a strong base for the future progress (Haslam et al. 2014).

The Style of leadership or the authority matters a lot in the progress of an organization. In the case of “Glasshouse Avocados”, Jacks and his children who form the leadership of the company should take into account the needs of the employees and maintain a proper communication with the workforce that will help in bringing loyalty and efficiency among the staff (Haslam et al. 2014).

Efficiency should be maintained while recruiting capable staff for various departments in the company, then only appropriate supervision of the entire organization becomes possible, that was carried out by Errol, Jack’s father.

Enhancing skills training and mentoring of the working staff will automatically lead to the increase in the quality and volume of production of the food crops grown by the “Glasshouse Avocados”.

References:

Giacalone, R.A. and Rosenfeld, P., 2013. Impression management in the organization. Psychology Press.

Morgeson, F.P., Aguinis, H., Waldman, D.A. and Siegel, D.S., 2013. Extending corporate social responsibility research to the human resource management and organizational behavior domains: A look to the future. Personnel Psychology, 66(4), pp.805-824.

DuBrin, A.J., 2013. Fundamentals of organizational behavior: An applied perspective. Elsevier.

Nahavandi, A., Denhardt, R.B., Denhardt, J.V. and Aristigueta, M.P., 2013. Organizational behavior. SAGE Publications.

Altman, S., Valenzi, E. and Hodgetts, R.M., 2013. Organizational behavior: Theory and practice. Elsevier.

Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L.M., 2012. Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human relations, 65(4), pp.419-445.

Baum, J.R., Frese, M. and Baron, R.A., 2014. The psychology of entrepreneurship. Psychology Press.

Griffin, R., 2013. Fundamentals of management. Cengage Learning.

Ludwig, T.D. and Frazier, C.B., 2012. Employee engagement and organizational behavior management. Journal of Organizational Behavior Management, 32(1), pp.75-82.

Elsbach, K.D., 2014. Organizational perception management. Psychology Press.

Neubert, M.J., Hunter, E.M. and Tolentino, R., 2014, January. The Influence of Servant Leadership and Organizational Structure on Employee and Patient Outcomes. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 17320). Academy of Management.

Haslam, S.A., van Knippenberg, D., Platow, M.J. and Ellemers, N. eds., 2014. Social identity at work: Developing theory for organizational practice. Psychology Press.