Organizational Behavior | Gap of Communication Issue

RUNNING HEAD: ORGANISATIONAL BEHAVIOUR
Organisational Behaviour
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1ORGANISATIIONAL BEHAVIOUR
The case study, as presented, consists the issue of a gap of communication among the leader and
the team and a lack of proper leadership qualities that affected the production of the company.
With the constant indulgence of the supervisors, the old employees started to develop a sense of
disgust towards the supervisors. Moreover, the constant nagging and the loss of authority that the
old employees enjoyed previously were also seen as an insult. For the new employees it was a
problem since they did not get a chance of being trained practically. Both the situations
combined, created a mess in the company. The following part will analyse for possible solutions
from the problem and will justify the same.
Solution 1: Training.
The new supervisors now have been recruited based on the news paper advertised and we are not
sure about their trainings or experiences on this role. John, then, needs to first train his
supervisors in developing a proper leadership approach and a solid understanding of the work
culture that he had established. John can give them on job trainings by giving them practical
situations to handle or giving them demonstrations o dealing with employees
Justification:
The new supervisors seems to adopt a authoritative and Theory Y type of leadership
where they were being authoritative regarding the ways of working (Giltinane, 2013). The old
employees being acquainted with flexible working time thus found it de motivating. Proper
training on the culture and communication skill will be able to resolve this conflict (McShane,
Olekalns, Newman & Martin, 2018). For the new workers, the supervisors need to take a more
coaching style or situational leadership style. Since most of them are unaware about the
handlings of the stuffs, a proper guidance should be given to them. A group of employees, if

2ORGANISATIIONAL BEHAVIOUR
have no guidance, no goals fixed for them, but only have a set of rules to follow, it is quite
natural that they will lose motivation (Coccia, 2015).
Training is needed for the employees as well. For the old employees, they need to learn
that not all organisations will render them a flexible atmosphere with the personal touch. They
must be given proper attitude training and time management training in order to cope up with the
time restraints formatted for the company (Nanjundeswaraswamy, & Swamy, 2014). The new
workers also need a proper induction in order to understand their role in the organisation and on-
job trainings will help them to grasp the proper competencies required to be able to perform a
given responsibility.
Solution 2- Ice breaking session.
A proper communication and ice breaker situation is required for both the conflicting
parties in order to understand the demand of each other. Only when there is a proper engagement
and communication among the leader and his team, the organisation can increase productivity
(Wood, Zeffane, Fromholtz, Wiesner, et al. 2016)
Justification:
The old employees were accustomed with a kind of leader who was friendly, supportive
and allowed individual authority for his employees. Thus, he exhibited a coaching style and
democratic leadership where he himself guided his employees and at the same time valued the
innovations brought in by the employees. Moreover, he gave them flexible working environment
that motivated them. Since the new supervisors are not interacting with them, they have not been
able to create an inter personal relationship which is required to understand the needs or vision of
a leader.

3ORGANISATIIONAL BEHAVIOUR

4ORGANISATIIONAL BEHAVIOUR
Reference List:
Coccia, M. (2015). Structure and organisational behaviour of public research institutions under
unstable growth of human resources. Coccia, M.(2014)‘Structure and organisational
behaviour of public research institutions under unstable growth of human resources’, Int.
J. Services Technology and Management, 20(4/5), 6.
Giltinane, C. L. (2013). Leadership styles and theories. Nursing standard, 27(41).
McShane, S., Olekalns, M., Newman, A., & Martin, A. (2018). Organisational behaviour.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in
management, 7(2), 57.
Wood, J. M., Zeffane, R. M., Fromholtz, M., Wiesner, R., Morrison, R., Factor, A., ... & Osborn,
R. N. (2016). Organisational behaviour: core concepts and applications. John Wiley &
Sons Australia, Ltd..