Organizational Behavior | Tamarack Industries Case Study

ORGANIZATIONAL BEHAVIOUR
Executive Summary
In this article, we'll look at case study 1, in which Tamarack Industry, created by
Brigham Young University's David J Cherrington, is challenged with workplace
organisational behaviours. The organisation behaviours discovered in this example, as
well as theories and recommendations, will be included in the report.
Organisation behaviours discovered in this case study:
 Poor communication
 Generational difference
 There are no defined regulations and no correct conduct.
Theories and Recommendation:
 Organize a communication work shop.
 establishing a space for many forms of communication
 come up with a set of clear rules and policies – no defined regulations Instead of criticizing, report to your boss and write a nice comment. – no
correct conduct
Intro
To begin, what specifically is organisational behaviour? Organizational behaviour is
a huge factor that modern businesses must not overlook. A workplace is made up of a
diverse group of people who have had different experiences and have different personalities.
When this happens there are several issues that may arise between the employees and their
contradictory personalities. When interpersonal conflicts fester for a long period of time they
start to hinder with the productivity and motivations of the employees. In order to avoid this
and create a functional and healthy environment there are organisational behaviours that can
be used. In this report we’re going to discuss some issues that are apparent in the case study,
relate them to different organisational behaviour and recommend viable solutions. The study
and implementation of positively oriented human resource qualities and psychological
capacities that may be measured, developed, and effectively managed for performance
improvement in today's workplace is characterised as organisational behaviour (Youseef &

Luthans 2007). In organisational behaviour, the leader–member exchange (LMX) theory
states that leaders form differentiated connections with their subordinates, ranging from high-
quality socio-emotional ties with some to low-quality transactional relationships with others
(Matta, Scott, Koopmaan and Conlon, 2015). We chose this topic for our report because it
highlights how important workplace harmony is for a company to be successful. Positive
organisational behaviour is a very integral part of an effective and productive workforce.
With this report we aim to dismantle the reasons how and why the Tamarack Industries
employees are having friction and disagreements on the way work should be done.
Body
a
According to case 1, in the Tamarack industries employee disagreement, the older
employees and the Geek team workers had differing perspectives about how things
should be done, ending in a productive conflict. Relationship issues arise when people
concentrate on the qualities of others. For example, the elder Tamarack employees
resent the university team employees because they are slow and rude. A resolving
conflicts paradigm, but at the other hand, can be used to effectively resolve dispute in
any firm. This model contains numerous alternatives for coping with conflict issues
among Tamarack employees.
Tamarack Industries is a company that makes motorboats which are mostly used for
water skiing. A third production line is set up throughout the summer to meet the
additional demand. However, this has resulting in workers being assigned to all three
lines, and also the employment of college students for summer jobs to help with the
crew's difficulties. Experienced professionals, but from the other hand, have
previously expressed their dissatisfaction with dealing with university students,
alleging that they are arrogant and slow. As a result, the company's foreman, Dan
Jensen, designed a new strategy in which the third line is made up entirely of
university students (the Geek team).
Mark Allen was appointed to manage the Geek team and spent a significant amount of
time with them about their training field, leading to a rise in the output rate to the level
with low error rate. Dan Jensen then instructed the new crew to manufacture forty

identical units instead of the thirty identical units they had previously produced, since
this would help reduce errors. However, tensions developed between the Geek team
(university students) and the company's senior personnel (permanent employees). As a
result, foreman Dan Jensen changed the approach in order to shift the scenario and
rearrange the job assignments between both the two crews, but Mark Allen was never
on board. As a result, there is a conflict in the Tamarack industries that needs to be
resolved.
b
First issue in the given case study of Tamarack Industries is poor communication. The
development of effective interpersonal communication skills is a vital element to
success in today's team-oriented workplace. Effective workplace communication
requires effort commitment of employees. The parties engaging in communication
must have a common and clear understanding of the many definitions and criteria
about which information is being conveyed in order for communication to be effective
(Goutam 2013). Both older workers and Geek team do not have appropriate
communication skills, in order to establish relationship and understand each other.
Older workers do not have desire to communicate with Geek team, because they think
that university students are arrogant. On the other hand, Geek team not enough
experienced to construct proper way of communication with older staff.
Second issue is generational difference. Generation Y, born between 1982 and 2002,
sometimes referred to as Millennials, is the most recent generation to enter the labour
market. Their work attitudes differ from earlier generations in the workplace.
Generation X, born between 1961 and 1981, tend to be more independent. They also
prefer to achieve balance between work and family. Parents of Generation X, taught
them to prioritise family, thus they would like to have flexible work arrangements that
allow them to manage work and family obligations (Lyons & Kuron 2014). Two
generations university students and older workers have different point of view,
background and perspective on how work should be accomplished. Additionally, they
had different goals and each brings various characteristics to the workplace.
University students were always talking about technology and had passion in that, so