MGMT861 Managing Organisations: Case Study on Leadership and Control

This case study examines the challenges and dynamics within an organization, focusing on issues such as limited production, lack of training, and conflicting supervisory views within the Government Disability Workshop (GDW). It identifies key stakeholders, including investors, management, and customers, and suggests recommendations for improving organizational activities. The study further delves into organizational culture, highlighting misuses of the work environment and cultural dilemmas related to training and placement of disabled clients. It analyzes organizational changes, resistance from employees, and alterations in rules and regulations. Furthermore, the case study explores organizational communication, barriers affecting information flow, and the impact of restructuring decisions on employee morale. It also investigates organizational control, comparing objectives with results and addressing contradictions in quality control. Finally, the study discusses organizational leadership, motivation theories, and the role of supervisors in driving departmental development. Desklib provides access to similar case studies and solved assignments for students.

Running head – CASE STUDY
Case Study
Name of the student
Name of the university
Author’s note

1CASE STUDY
Identifying the problems
The problems that can be in the following case study mainly highlights that some
workshops do limited production that in turn contributes low revenue against the funding of
Government Disability Workshop.
Causes of the problems
The problems caused due to the lack of proper training that has not been provided to the
workers. It is also seen that the machines that are in use at the workshops are mostly outdated.
Problems have also raised due to the different views of the many supervisors on the working
methods of the workshops.
Stakeholders involved
It came under the knowledge of the staffs that GDW is not wholly a government-funded
organisation. Thus, it confirms the numbers of stakeholders that involves are namely the
investors, management authorities and the customers who consume the end products of the
workshops. Numerous supervisors are also expanding their ways of business to help support
them or the workshops.
Ideal solution for the Case study
Recommendations can be made by analysing the case study regarding the activities of the
management. Apex management could sustain some regulation when it comes to changes in
organisations.

2CASE STUDY
Organizational Culture
Organisational culture can be defined as the values and behaviours that can be
contributed to the social and the psychological work environment of any organisation. It focuses
on every individual and teams in an organisation, monitors the differences between cooperation
and competition.
In the undertaken case study, certain misuses of the work culture environment can be
pointed out. Theories that can be drawn to support the case states
a. Levels of organizational culture – 1. That can be seen from the level surface
2. Deeper aspects of values and understanding that
is held within the members
b. Analyzing the cultures within the organizations.
Rather than working as a whole, supervisors and deputy supervisors of the Office
Work department have different plans of conveying a paying business in their respective
department. There have been clashes between the workshop department and the
woodwork and packaging departments as they are less keen. Cultural dilemmas have also
questioned regarding the training and placement of mentally and physically disabled
clients as they cannot be placed in an environment which has altered the protocols of
GDW, which was solely formed to provide assessment and training for the people suffering
from disabilities.

3CASE STUDY
Organisational changes
Organisational changes can be further classified as a corporation’s capacity for the
adoption of new ideas and their behavioural aspects.
The theories that can be obtained –
a. Force-field analysis – which is mostly divided in between driving forces and
resistance forces.
b. John Kotter’s ways of changing a organizations.
Mostly, changes in the organisations are resisted by the employees. They could
withstand the changes because they have been accustomed to the present environments.
Self-interest could also be one of a reason. Differences in goal achieving procedures and
assessments could also be listed as a reason. According to the GDW structural employment
policy, a psychologist would be appointed to assess the degree of disability and would
provide psychotherapy. However, there would be assigning of a new organisation called
Ability-Plus by the assessment team, claims that a psychologist would have no place in the
new structure. Thus, this put forwards the alternation of rules and regulation that was
formally made in the management at GDW for their benefits.

4CASE STUDY
Organizational Communication
Organisational communication is the means to share information and understand the
process of working for an organisation. It flows a structure that revolves in between the sender
and the receiver which includes interpretation of the verbal and non-verbal symbols.
The following theories are obtained which can be aligned with the case study –
a. Barriers can affect the flow of communications in an organization which includes
misinterpretation, assumptions, differences in languages, ethnicity, and culture.
b. Crisis communication management which discusses skills such as staying calm,
listening, and being visible.
The employees have long suspected the operations of GDW as not being fully funded
by the Government of New Zealand. The major restructuring of the company was overdue.
It came as a shock when an outsider was appointed as a Change Manager to take a sneak
of the remodelling of the GDW structure. This can be classified as negative aspects which
lack communications as the moral duty of the organisation would have been informing
their employees before taking any decision in the interest of the employees. Due to the
irrespective fact that most of the supervisors of the various departments are not in proper
communication with one another, this has let the organisation to a point where it is
affecting the business.

5CASE STUDY
Organisational control
Control is said to be the organisational activities that regulate in an orderly process that
makes the expectation consistent that can be further established to plot plans, targets and
performance standards. Control can further be classified as monitoring or obtaining information
process.
The theories stated below can be compared with how regulatory changes have affected
GDW –
a. Comparing the objectives of the organization with the results helps in controlling the
standards, known as benchmarking.
b. Dividing the control between financial, budgetary, quality, and physical assets.
The original schematic working plan of the GDW consisted of assessment teams that
concluded counsellors, psychologists, placement officers, and part-time medical doctors.
Each of them had individual roles and regulations. However, a control has been changed
by the assessment teams claiming that the new organisations would not have a place for the
psychologists, and the training that was provided earlier would be cancelled. The control
within the supervisors has also contradicted the whereabouts of the company. The
Woodwork and the Packaging department have been less interested in any changes that
have lowered the quality of the products. Thus, the supervisors have kept their believes
intact that have questioned the quality control.

6CASE STUDY
Organisational Leadership
Leadership quality can be defined as the ability to influence people for the advancement
of goals of an organisation.
The theories are stated below –
a. Behavioral theory that deals with the behavioral factor of leaders that are task
oriented and people oriented.
b. Transformational leadership that portraits the capacity of a leader to motivate,
inspire, consider each individuals, and which can influence employees.
Leadership trait theories include factors such as vision, the ability for judgments,
innovativeness, humility and self-discipline. Under the leadership of the Ralph Ocker, the
organisation leadership was crafted and went it to a structural change. The supervisors of
the Office work department took on the job as a responsible leader to train public,
providing clerical training of 6 to 12 weeks.

7CASE STUDY
Organisational Motivation
Organisational motivation is partly about effort and emotions related to employees. It
should be kept in the mind that motivation cannot be compared with job satisfaction as both are
different.
Further motivation theories can be classified as extrinsic and intrinsic.
Motivation theories could be subdivided in to the following categories
a. Needs or content methods
b. Processor cognitive approaches
In the subsequent case study, there have been events that somewhat touches the
arguments. From the case study, it can be seen that Fred Chan is a decorated supervisor of
the metalwork department. This had instead created mixing features among the colleges by
supporting the decision of Susan Phelan. Many employers are motivated by the enthusiasm
of Fred as he has always been the first one to develop the metal work department.

8CASE STUDY
The comsumers of the
workshops products are the
residedents of Auckland
The financial support
comes form stakeholders,
govermnet bodies.
The organization has taken
up innovation plans that
would help them in
geberating revenue and
dexpanding the employees by
training.
The organization provides
training to its disabled
recrutees as the GDW
policies.
Missions and goals
Source – (Author)