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A Case Study of Organizational Behavior in TBU Engineering

To make a footmark in the telecommunication Business & A ; Operation Support System ( BSS and OSS ) a good known luck 500 company, Olite ( name changed ) , acquired a taking package company in the charge and gross direction sector named PTL ( name changed ) in the twelvemonth 2004. Olite is a transnational company with its central offices in USA.

This acquisition was consolidated at Olite, under the Telecommunication Business Unit ( TBU ) . To use the cost advantage and the proficient expertness, Olite started its TBU division activities at the India development centre ( IDC ) . Olite besides maintained a group ( here after referred to as HQ squad ) at its headquarter, which focused on R & A ; D activities and to back up a few key clients. Most of the employees who were portion of TBU division came from PTL package. The chief duties of the IDC group were to supply support to the bing clients and supply minor sweetening to the bing merchandise.

This instance survey discusses the growing of the TBU ‘s technology division at IDC and the challenges it faced while covering with the demands of the employees, aspirations of its leaders and the effects and challenges it created to the group at its HQ division and the HQ group heads reaction to it.

As portion of this instance survey we will seek to concentrate and understand following facets:

Personality type

Conflict between persons

Organizational political relations -Divide and Conquer

Description of the Case:

This is a instance survey of the Engineering ( Product Development ) group of the TBU division. The TBU ‘s technology group was organized in a simple hierarchal construction as shown in Figure 1.

Michel ( VP )

Mahesh ( Senior Director )

Suraj ( Director )

Ashok ( Director )

Jim

Figure 1: TBU squad hierarchy

The full technology division at IDC was lead by the managers, Ashok and Suraj. Jim was taking the R & A ; D group at HQ. Both Ashok and Suraj had independent squads. These squads worked on client support activities and were responsible for the bringing of assorted characteristics of the merchandise. Under their leading, these groups delivered many client success narratives and created a good feeling and were viewed as an plus to the organisation. Both the managers were taking the client support activities.

As the IDC group achieved more and more success, the aspiration of the managers started to alter. Both the managers started demoing purpose to take the full IDC technology division. Ashok was really aggressive and ambitious. He was action-oriented and forward thought. While Suraj kept to his responsibilities and focused on the twenty-four hours to twenty-four hours client issues, nevertheless, he besides showed purpose to take the division. During this clip, the full client support activity was shifted to the IDC centre and the squad in HQ focused entirely on R & A ; D activities. As the IDC organisation grew ( in footings of sphere expertness, strength, and excellence ) , there were concern from the HQ division ( Jim ‘s squad ) about their function and hereafter. Meanwhile, the recession in USA had besides impacted the IT occupation market and occupation security was a major badgering factor for the HQ squad. As the squad in IDC successfully managed the client support activity, some of their cardinal applied scientists expressed a desire to work on R & A ; D activities. They wanted a interruption from the everyday work. Ashok encouraged the squad to show their positions on the type of work they would wish to make in the hereafter and promised to research the feasibleness of these thoughts.

Making new group

To take the IDC organisation on a farther growing way, Ashok proposed to make a focussed group within the organisation ( under his leading ) to work on new merchandise development and to join forces with the R & A ; D division in HQ. He had two primary aims:

Provide chance to his squad members to take part in R & A ; D activities.

Strengthen the part of the IDC division to the TBU, to get down playing a important function in the R & A ; D activity, and get down driving the technology determinations from IDC.

Use this chance to beef up his appreciation on the organisation and finally take the full IDC division.

This proposal shocked Suraj as Ashok had ne’er discussed this thought with him and he felt allow down. Suraj opposed this thought, as he was disbelieving about:

Making a focussed group may take to a division between the groups. And as R & A ; D is the preferable activity ( than client support/maintenance ) , applied scientists who will non be portion of R & A ; D group may acquire de-motivated.

Besides, he was worried about losing his key squad members to R & A ; D group and finally, his appreciation on the squad. His squad ‘s success was chiefly dependent upon these cardinal members.

Experienced applied scientists were needed to back up the client issues.

Besides, he felt that Ashok taking the full division will impact his standing in the group.

Ashok presented the thought of making a focussed group to the upper direction squad. Mahesh and Michel promised to look into this thought and to supply their positions on it. Michel relied on Mahesh ‘s inputs to do determinations related to the technology division, because he was a new to the division.

In the interim, jobs started cropping up between the groups headed by Ashok and Suraj. Earlier, both the squads had worked together and collaborated on client issues without any troubles. Talk about get downing a focal point group became a conflicting point between Ashok and Suraj. Even on common issues, they had different positions. This difference became rather public during squad ( directors ) meetings. This started impacting the squad morale and the twenty-four hours to twenty-four hours activities of the IDC group.

On hearing the proposal from Ashok, Mahesh started worrying about the R & A ; D squad located at HQ. The squad expressed the concern that they may lose their occupations once the R & A ; D work is offloaded to IDC. He besides started worrying about his place in the organisation as he knew Ashok was a really aggressive leader and had a good resonance within organisation.

Game Changes: Divide and Conquer

As the personal differences between Ashok and Suraj became public, Mahesh sensed an chance to split the IDC leading. Mahesh and Michel kept on detaining the determination on the new group formation at IDC. This uncertainness about the new group formation and the differences between the IDC managers was taking toll on the productiveness of the squads and finally on client satisfaction. Ashok, a practical and aggressive leader, besides had entrepreneurial accomplishments and rather frequently talked about get downing his ain venture. He ever took attention of his squad members really good. Along with the formation of the new group, he had proposed better benefits and flexibleness to his squad members to actuate them.

Ashok often reminded the higher direction about the new group formation and the troubles he was holding in co-coordinating with Suraj. The direction kept on detaining the determination and finally Ashok resigned from the company. As Suraj ‘s public presentation was non up to the grade, the upper direction decided to end his employment. The sudden going of both the managers created immense spread in the leading of the IDC organisation. Most of the squad started worrying about the hereafter of the group and some of the experient applied scientists left the company.

During this period, Mahesh reached out to a few cardinal applied scientists at IDC and assured them occupation chances at HQ ‘s R & A ; D squad. The abrasion degree went up to 60 % . This affected the client support activity. Feeling an chance, Mahesh made a pitch to the higher direction that, with current capacity and expertness at IDC, the division can no longer handles the support activities and the HQ squad needs to flip in to finish this work. Finally, the upper direction agreed and the critical client support activity was moved to the HQ division. The occupation security concern of the HQ division vanished as they started playing a cardinal function in support every bit good as in R & A ; D activities. At the terminal of all this, the IDC division was working in a lesser function and had hired a new leading squad.

Analysis:

Let ‘s analyse the above instance in footings of struggle, OB political relations and Personality type.

Conflict

Conflict can happen between persons or groups and across organisations as people compete. Some chief causes of struggles are:

aˆ? Communication failure

aˆ? Personality struggle

aˆ? Value differences

aˆ? Goal differences

aˆ? Methodological differences

aˆ? Substandard public presentation

aˆ? Lack of cooperation

aˆ? Differences sing authorization

aˆ? Differences sing duty

aˆ? Competition over resources

aˆ? Non-compliance with regulations

Here in the above instance, the struggle between Ashok and Suraj can be categorized as interpersonal struggles. Interpersonal struggles can originate due to personality clangs, different set of values, deficiency of trust, organisational alteration, and menace to position.

The chief ground for this struggle was the alterations suggested to the organisation ( Organizational alteration ) by Ashok. Suraj had different positions on the organisational construction alterations, the paths to take and their likely success, the resources to be used, and the likely results.

Scarcity of resources can besides convey approximately struggle, as all directors within an organisation seek to procure for themselves the scarce resources required for endurance. Each director acts out of self involvement. In order to procure these scarce resources, a group may barricade another group ‘s entree to the resources.

Besides, persons give importance to their societal ranking in a group. When an person ‘s societal ranking is threatened, face salvaging becomes a powerful driving force as the individual struggles to keep the coveted image. Conflict may originate between the threatened person and the individual who created a menace to the position.

Every go oning relationship requires some grade of trust-the capacity to depend on each other ‘s word and actions. Trust opens up boundaries, provides chances in which to move ; and enriches the full societal cloth of an organisation. Here Suraj was taken aback by the sudden proposal of Ashok about making a new group and he lost trust in Ashok.

Organizational political relations -Divide and Conquer

Organizational political relations can be described as self-seeking and manipulative behaviour of persons and groups to advance their ego involvements at the disbursal of others, and some times even organisational ends every bit good. Organizational political relations in a company manifests itself through the battle for resources, personal struggles, competition for power and leading and tactical influence executed by persons and groups to achieve power, constructing personal stature, commanding entree to information, non uncovering existent purposes, constructing alliances etc.

While most leaders try to accomplish organisational integrity, some do utilize dissentious tactics to keep control, or to promote public presentation by furthering competition. As per Rick Brenner ‘s article ( Devious Political Tacticss: Divide and Conquer ) , the leaders use following tactics /forms to divide-and-conquer at the work topographic point.

The three-legged race

Some supervisors assign duty jointly to two people who are already at odds. This tactic can be a simple mistake, or even a ill-conceived effort to “ give them a opportunity to work things out, ” but frequently its intent is to maintain the warriors in struggle, to protect the supervisor.

Delaying the determination

When subsidiaries contend for the same publicity or for some other desirable assignment, some supervisors delay their determinations, on the theory that competition creates superior public presentation.

Although public presentation might better before the determination, this tactic can damage relationships for good. And that could deject the public presentation for good after the determination – for the victor, for the also-ran, and for the full group.

Delegating for struggle

Delegating authorization by and large enhances effectivity, but some directors delegate to make struggle by deputing different duties to two people, in such a manner that they must collaborate to win. Since neither one is to the full responsible, the delegator is free to play one against the other.

This tactic amendss relationships and depresses organisational public presentation. Costss are high and fixs hard, because they involve both reorganisation and replacing people

Liing

One attack to spliting an confederation, or to maintaining problem alive, is to state prevarications to one or both parties. Lies – either of skip or committee – can make the feeling that one party threatens the other.

Keeping differences

When directors have promised to retain employees in amalgamations or acquisitions, maintaining organisational elements integral can be a divide-and-conquer maneuver. Directors can so consistently know apart in apportioning resources and chances. A typical end might be to drive up voluntary turnover in acquired units.

Indirect corruption of the promise to retain employees is still corruption. This tactic is unethical, and hence hazardous. If the promise to retain was sincere, overthrowing it could overthrow a cardinal scheme of the combination.

In this instance survey, to protect his ego involvement and involvement of his group, Mahesh influenced Michel to utilize “ Delaying the determination ” tactics. As the determination was deferred, it added to the defeat of Ashok and finally he took the utmost measure and resigned from company. Although, Mahesh was successful in his ends, his methodological analysis is questionable.

The leader-member exchange ( LMX ) theory argues that, because of clip and force per unit area, leader establishes a particular relationship with little group of their followings. These persons make up the in-group ; they are trusted, acquire a disproportional sum of the leader ‘s attending and are more likely to have more privileges. Here Michel ‘s behavior complies with this theory as he relied on Mahesh ‘s suggestion to do the determination. In our position, this may non be good for an organisation in the long term as it does non supply just chances to the out-group as the leader ‘s have merely a formal relation with the out-group.

Personality types

In this subdivision we talk about different personality types:

MBTI Types

Swiss head-shrinker Carl Jung developed a theory early in the twentieth century to depict basic single penchants and similarities and differences between people. Main posit of the theory is that people have inborn behavioural inclinations and penchants.

Jung ‘s theory is of import but unaccessible to the general population. Isabel Myers and Katherine Briggs ( mother-daughter squad ) expanded on Jung ‘s work by developing an instrument to assist people place their penchants.

The MBTI tool is an index of the personality type ( i.e. innate penchants ) that has proven to be unusually dependable and valid. It represents the consequence of over 50 old ages of research and is used globally in both instruction and corporate scenes.

Extraversion – Invagination

E – I Dichotomy

Where make you prefer to concentrate your attending – and acquire your energy?

Feeling – Intuition

S – N Dichotomy

How make you prefer to take in information?

Thinking – Feeling

T – F Dichotomy

How do you do determinations?

Judging – Perceiving

J – P Dichotomy

How make you cover with the outer universe?

In the above instance, Ashok was a natural leader and organisation builder. He conceptualizes and theorizes readily and translates possibilities into programs to accomplish long-run aims. He is a strategic visionary and ace at be aftering for the future demands of the people and organisation. But he made determinations excessively rapidly without understanding the options or researching other possibilities. This behaviour may be viewed as dictatorial. He failed to factor in to his programs the demands of others for support. He can be categorized as ENTJ Personality Type.

While Suraj showed strong sense of duty and great trueness to the organisation, he by and large worked entirely and showed willingness to work in a squad whenever it was necessary. The squad viewed him as composure, serious, and of a reserved personality. However, when making a group was proposed, he became stiff and critical about others and rushed into premature judgement without sing others position points. He can be categorizes as ISFJ Personality Type.

Writer ‘s position on forestalling the job:

& lt ; Need to update & gt ;

Key lesson learned:

We have learned that the construct of single differences is cardinal to organisational behaviour. Each and every one pursues jobs otherwise and acts otherwise. Employees need to accept, esteem, and larn how to utilize these differences when they arise.

When there is scarceness of resources, each group within the organisation seeks to procure for itself the scarce resources it requires for its endurance.

Based on the several articles we read during the class of fixing for this assignment we had a broad position why struggles and organisation political relations happens in the industrial universe.

A leader needs to maintain the involvement of the organisational involvement foremost and act consequently to turn the organisation. It is of import to construct a consensus within the group and acquire the committedness from group before taking any of import determination.

Organizational political relations is ineluctable. It is of import to exhibit legitimate political accomplishments along with cognition and ability.

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