Organizational Behavior Program: MBA

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Subject:Organizational BehaviorProgram: MBAProfessor: Basma NagibDeadline: 10/11/2020Kindly note that:-All points are to be discussed in 2000 words.-Plagiarism (copy and paste from the internet or other resources) should not exceed 20%.-All assignments are to be in Word form, and Font Size is 12.-No PDFs will be accepted.Organizational behavior examRubrics of Evaluation:25% Understanding the concepts25% Critical thinking25% Search skills.25% Answer and recommendation.Question1:Read the cases and answer the questions.Case #1: Differing Perceptions at Clarkston IndustriesSusan Harrington continued to drum her fingers on her desk. She had a realProblem and wasn’t sure what to do next. She had a lot of confidence in JackReed, but she suspected she was about the last person in the office who did.Perhaps if she ran through the entire story again in her mind she would seeThe solution.Susan had been distribution manager for Clarkston Industries for almostTwenty years. An early brush with the law and a short stay in prison hadMade her realize the importance of honesty and hard work. Henry ClarkstonHad given her a chance despite her record, and Susan had made the most ofIt. She now was one of the most respected managers in the company. FewPeople knew her background.Susan had hired Jack Reed fresh out of prison six months ago. SusanUnderstood how Jack felt when Jack tried to explain his past and asked for
Another chance. Susan decided to give him that chance just as HenryClarkston had given her one. Jack eagerly accepted a job on the loadingDocks and could soon load a truck as fast as anyone in the crew.Things had gone well at first. Everyone seemed to like Jack, and he madeSeveral new friends. Susan had been vaguely disturbed about two monthsAgo, however, when another dock worker reported his wallet missing. SheConfronted Jack about this and was reassured when Jack understood herConcern and earnestly but calmly asserted his innocence. Susan wasEspecially relieved when the wallet was found a few days later.The events of last week, however, had caused serious trouble. First, a newPersonnel clerk had come across records about Jack’s past while updatingEmployee files. Assuming that the information was common knowledge, theClerk had mentioned to several employees what a good thing it was to giveEx-convicts like Jack a chance. The next day, someone in bookkeepingDiscovered some money missing from petty cash. Another worker claimed toHave seen Jack in the area around the office strongbox, which was openDuring working hours, earlier that same day.Most people assumed Jack was the thief. Even the worker whose wallet hadBeen misplaced suggested that perhaps Jack had indeed stolen it but hadReturned it when questioned. Several employees had approached Susan andRequested that Jack be fired. Meanwhile, when Susan had discussed theProblem with Jack, Jack had been defensive and sullen and said little aboutThe petty-cash situation other than to deny stealing the money.To her dismay, Susan found that rethinking the story did little to solve hisProblem. Should she fire Jack? The evidence, of course, was purelyCircumstantial, yet everybody else seemed to see things quite clearly. SusanFeared that if she did not fire Jack, she would lose everyone’s trust and thatSome people might even begin to question her own motives.Case QuestionsExplain the events in this case in terms of perception and attitudes.Does personality play a role?
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