Organizational Behaviour Report: Fiona's Leadership Impact at XYZ

This report examines the impact of Fiona's leadership on the organizational behavior of XYZ Training Consultants, a Malaysia-based company. The analysis focuses on the shift from an open and transparent management style under Fiona's father to a more structured and hierarchical approach implemented by Fiona. The report identifies several ethical issues, including favoritism and a toxic workplace culture, which led to high employee turnover. Social concerns, such as employee isolation due to changes in office structure and the elimination of regular meetings, are also discussed. Furthermore, the report highlights cultural problems, including top-down communication and over-supervision by department heads, contributing to a negative work environment and decreased employee morale. The study concludes that Fiona's autocratic leadership style was unsuitable for the company, leading to reduced effectiveness and various negative consequences for the organization and its employees, as referenced by Kitchin (2017), Burrell and Morgan (2017), and Chinomona and Dhurup (2016).

ORGANISATIONAL
BEHAVIOUR

EXECUTIVE SUMMARY
This assignment is based on the changed behaviour of employees in an organisation due
to changed policies and and structure at workplace. This report is based on a case study in which
based on Fiona and her father Tim Redkin. In earlier times, employees were happy within
organisation due to transparency and open communication but when Fiona overtakes the position
of CEO issues take place due to changed structure and policies which impacts organisation
negatively. This assignment is going to reflect on instances in which leadership of Fiona is not
suitable for company and limit effectiveness of her leadership style.

Table of Contents
TASK 3............................................................................................................................................1
Reflect on situations in which Fiona's leadership is unsuitable for organisation and discuss
some ethical, social and cultural concerns limiting effectiveness of leadership style............1
REFERENCES................................................................................................................................3

TASK 3
Reflect on situations in which Fiona's leadership is unsuitable for organisation and discuss some
ethical, social and cultural concerns limiting effectiveness of leadership style
Fiona is CEO of Malaysia based medium sized company XYZ training consultants which
offers leadership and management training services to customers. When Fiona take over the
company, situation of company faces drastic changes. Fiona considers that due to change in
legislative policies and enhanced competitions, organisation requires restructuring. In this
context, she formulate three separate department which is headed by respective head of
departments. Fiona stopped Friday meeting with training consultants and set work schedules for
them in accordance to her bond and relation.
There exist some social, ethical and cultural concerns which are faced by the employees
while following the structure and rules formulated by Fiona. These concerns and issues has
reduced the effectiveness of her leadership style. One of the Ethical issues faced by employees in
XYZ training consultants due to Fiona's leadership was unethical leadership in which she favours
those persons which are in her good books rather than those people which works hard.
Workplace culture was toxic as no flexibility is given to employees and little time is given to
them to professionally develop themselves (Kitchin, 2017). Due to harassment and
discrimination among training consultants, resigning rate of tenured consultant enhance to 50%
and more than 60% new recruits give resignations in first year. In case of social concerns,
biggest issue faced by employees is isolation. When Fiona's father started this firm, open
management style was promoted in which employees are free to share their issues with boss
anytime as all individuals of company works on the same floor. But Fiona change this sitting
structure, now office of Fiona and head of departments were on ground floor and all experienced
and new trainees work on third floor. Due to this, a social distance has maintained and all
training consultants feel isolated within organisation (Burrell and Morgan, 2017).
Previously every Friday morning, meetings take place so that progress on training can be
acknowledged. Training consultants were working very happily and organisation is gaining high
revenues and profits. But now social interaction reduces very much and only HOD's were
allowed to have meeting with CEO Fiona. Instances of cultural issues can be seen in firm by the
fact that communication flows only down, not up due to this training consultants feels
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invaluable. Another cultural problem is that HOD's of firm were under-equipped due to which
they over-supervise. Due to this, employees feel very sick and tired which reduces their working
morale. Due to unhappiness of employees, culture of company became very negative and
leadership of Fiona fails miserably (Chinomona and Dhurup, 2016). People which were in good
books of Fiona were given easy work, and less working schedule which leads to high turnover
rate of staff members which are not leaving a comfortable life. Due to this, Autocratic leadership
of Fiona was not suitable for XYZ training consultants.
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REFERENCES
Books and Journals
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A
group and multicultural approach. Routledge.
Burrell, G. and Morgan, G., 2017. Sociological paradigms and organisational analysis:
Elements of the sociology of corporate life. Routledge.
Chinomona, E. and Dhurup, M., 2016. The effects of organisational commitment and employee
perceptions of equity on organisational citizenship behaviour in Zimbabwean SMEs.
South African Journal of Labour Relations. 40(2). pp.77-98.
Balmer, J. M. and Burghausen, M., 2015. Introducing organisational heritage: Linking corporate
heritage, organisational identity and organisational memory. Journal of Brand
Management. 22(5). pp.385-411.
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