Organizational Behavior Analysis: Deloitte's Management Approach

This report provides an in-depth analysis of Deloitte's organizational behavior, examining its management approach, hiring process, and employee development strategies. The introduction defines organizational behavior and highlights its significance in fostering a motivated work culture. The report delves into Deloitte's management approach, emphasizing its focus on continuous employee learning and development, including programs like "Teach First" and the "DCC" process. It also explores the theoretical underpinnings of Deloitte's practices through the lens of cognitive evaluation theory. The analysis further identifies the strengths and weaknesses of Deloitte's hiring program, such as the use of technological tools and personality assessments, while also considering potential drawbacks like prejudgment and communication gaps. The report concludes by summarizing Deloitte's emphasis on leadership traits and personality development, aiming to build a strong team for operational success, and provides a list of references used in the analysis.

Running head: ORGANIZATIONAL BEHAVIOR
Analyzing Organizational Behavior in Deloitte
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Table of Contents
Introduction:....................................................................................................................................3
Management Approach of Deloitte:............................................................................................3
Theoretical Interpretation:...........................................................................................................4
Strength and Weakness of Hiring Program:................................................................................5
Conclusion:......................................................................................................................................6
Reference:........................................................................................................................................7

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Introduction:
Organizational behavior can be defined as the study of the way the working personnel
interact with or within the groups in order to ensure the common intelligibility of the
organizational goal. Effective organizational behavior proposes the value of proper
understanding of the process of human resource development, organizational structure,
operational understanding and hiring of efficient candidates so as to generate a motivated work
culture of an organization. This paper illustrates the organizational practice of Deloitte, a
multinational company with more than 160,000 working personnel. With the process of
effective recruitment, the company ensures how effectively the candidates those who are hired
from different working process have been taken into certain consideration (Pinder 2014). It
needs to be noted that the organizational behavior is directed and instructed with the effective
policy making process that embodies all the working members and the external stakeholders
such as the suppliers and the logistics body with a proper and singular- linear objective.
Management Approach of Deloitte:
This paper encompasses the management approach of Deloitte through the identification
of the strength and weakness of the company’s hiring process. Such analysis is also supported by
the analysis of key personalities within the company who are held responsible for the
determination of effective organizational behavior (Luthans, Luthans and Luthans 2015). It has
to be taken into certain consideration pertaining to the effective culture of the body discussing
the matter of how the organization looks in to the process of directing the employees to
productive compatibility (Burke 2017 ).

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The most significant and positive approach that the management of Deloitte has been
undertaking throughout the years is the continuous educational and learning development of the
employees. Deloitte does not believe in eradicating the employees with lesser knowledge about
the core operational process. The company rather focuses on the process of enlightenment of the
employees that would effectively create a positive understanding of how the employees would be
developed through continuous learning (Nelson and Quick, 2013.). With the program called
Teach First, has been providing the youths with a strong platform to find out how effectively this
would focus on the basic understanding of the process. In this context it can be stated that most
of the basic understanding of the entire case has to be taken into certain consideration pertaining
to the effective lineage in the operational understanding. The DCC (the Deloitte Career
Connection) process has been taken into certain understanding as this has provided opportunity
to the younger generation to develop their career and intelligibility within the organization. The
company assesses the candidates through a strong personality test that is known as Myers Briggs.
It can thus be noted that Deloitte has strong focus on the assessment of the personality of the
applying candidates to the organization. The company paves a strong path of opportunity to the
candidates to prove their personality development process.
Theoretical Interpretation:
This can be linked through cognitive evaluation theory. According to the theory,
cognitive evaluation of an individual is processed through continuous reward program
(Stufflebeam and Coryn 2014). Deloitte has been taking into consideration the same practice
through continuous rewards and recognition process. When the newly applying candidates are
highly specific about their cognitive behavior in an organization, the management body tends to

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look into the process of developing their overall professional behavior pertaining to their
allocated job.
Strength and Weakness of Hiring Program:
Having read the case study, it can be stated that in most of the cases, Deloitte has been
using technological refuge and assistant in the process of hiring. Online assessment process and
empirical evidence based process has also been observed while studying the hiring process of
Deloitte. These processes have dual effect upon the organizational behavioral structure of the
company. It can be segmented in to the strength and weakness of the process (Miner 2015).
Strength
i) Continuous development program through educational and learning provision to the
newly attempting candidates proves to be effective towards the personality
development of the professionals in individual level.
ii) Teach First program is a strong venture of the organization to provide ample
opportunity to the employees or the candidates to develop their personal and
professional attribute while working with Deloitte.
iii) It also provides a power message to the young employees that they need to be
professionally competent and the organization itself provides that opportunity to
proceed with it.
iv) The DCC program has strong effectiveness on the process to judge how efficient an
employee would be. This does not only work as personality judgment but also works
as a brainstorming attitude of the recruiters pertaining to the psychological and
leadership study of the applicants.
v) The Deloitte Career Connection paves the path for the new comers to connect with

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the existing employees so as to create a concrete understanding of the organizational
objective.
Weakness
i) Though the recruiting process ensures the utilization of talent in various and most
cognized fields, it has certain loop holes. In fact, the loophole can be found in the
prejudgment of the process. Since the candidates are highly expectant that their
potential can be utilized through the organizational process, after some days, if they
are rejected from the core operational process of the company, there is a possibility to
shatter their confidence level.
ii) The connectivity program for both the newly applying candidates and the existing
employees who are dissatisfied with the organization, can create a gap of
communication. In this case, the new candidates can revamp the older ones thus
vacating the space that was earlier occupied by the existing workers.
iii) The continuous development process for the newly applying candidates would result
in certain loss for the organization if, after having adequate training, leaves the
organization, would be proving to certain loss.
Conclusion:
In this context Deloitte seeks a strong personality from each and every candidate who
would strive to develop their own competency through continuous working and learning process.

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In this regard it needs to be accounted that the company relates to the basic criteria of both
personal and professional development plan. The organization tends to be hiring the candidates
with leadership traits that would help build a stronger team for the operational process.