scholarly journals Peppers & More1: a teaching case in organizational behavior

2020 ◽  
Vol 23 (2) ◽  
pp. 313-318
Author(s):  
Meike Rombach ◽  
Shema E. Paul ◽  
Lukas F. Niedermann ◽  
Vera Bitsch
Keyword(s):  
Organizational Behavior ◽  
Production Facility ◽  
New Production ◽  
Job Rotation ◽  
Structural Problem ◽  
Teaching Case ◽  
Organizational Challenges ◽  
Communication Problem ◽  
Rotation System ◽  
Production Manager

The teaching case discusses a number of organizational challenges faced by a German vegetable producer. Two business consultants were hired to assist and to explore the situation in the new production facility at Peppers & More. While the CEO assumed the employees were not motivated, the consultants uncovered that various employees’ behavior, as well as a structural problem contributed to the tense situation in the production facility. During the period of analysis, it becomes apparent that there is a communication problem between the production manager and the foremen. The setup of the job rotation system and conflicts between two foremen caused further irritation at the facility. At the end of each consulting day, the consultants and the readers have to link the challenges to motivation theory and provide recommendations how Peppers & More can cope with these challenges.

AmNet

2020 ◽  
Vol 16 (2) ◽  
pp. 215-226
Author(s):  
Timothy Harper ◽  
Barbara Norelli ◽  
Melanie Brandston ◽  
Mary Taber
Keyword(s):  
Organizational Behavior ◽  
Organizational Development ◽  
Organizational Design ◽  
Organizational Level ◽  
Content Type ◽  
Individual Level ◽  
Mba Students ◽  
Organizational Challenges ◽  
Academic Level ◽  
Level Of Analysis

Purpose Micro organizational behavior – an individual level of analysis (i.e. motivation, personality, attitudes, learning, etc.). Meso organizational behavior – team/group level of analysis (i.e. communication, team dynamics, power, politics, etc.). Macro organizational behavior – an organizational level of analysis (i.e. strategy, structure, culture, control, etc.). Marketplace or external environment (PESTEL analysis). Research methodology The research was conducted by a consultant in the role of a participant-observer. Case overview/synopsis The focus of the case is a disguised nonprofit organization, the American-Netherlands Foundation (AmNet), based in Chicago. The organization faced leadership and organizational challenges related to conflicting strategic and operational priorities among the board of trustees, the president and staff. An unexpected contribution of $750,000 increased the salience of these differences. The case provides students an excellent opportunity to apply their analytical skills and knowledge gained in a management and business course. Complexity academic level Organizational behavior; organizational design; organizational development; and organizational theory. Levels – upper-level undergraduate through first-year MBA students.

scholarly journals The impact study of the role of job rotation system effectiveness on work enthusiasm

2021 ◽  
Vol 34 (02) ◽  
pp. 790-806
Author(s):  
Massoud Ghaffari ◽  
Seyed Rasoul Aghadavood ◽  
Mohammad Reza Dalvi
Keyword(s):  
Human Capital ◽  
Correlation Coefficient ◽  
Pearson Correlation ◽  
Survey Method ◽  
Pearson Correlation Coefficient ◽  
Job Rotation ◽  
Statistical Population ◽  
Rotation System ◽  
Job Motivation ◽  
The Impact

In today's world, human capital is considered as the highest and most valuable asset of an organization, which affects the profits and losses of any company. The organizations that exist in these societies must be able to utilize human resources effectively. Job rotation is one of the management measures in the field of human resource management. It can create a creative, ideal, and secure organization that ensures commitment, knowledge transfer, skills acquisition, innovation, creativity, experience, job satisfaction, enthusiasm, exhaustion reduction, and human capital growth. The aim of this study is to investigate the effect of job rotation system on work motivation (studied in the region of two gas transfer operations). The present study is a correlation from the field and in terms of purpose and nature of application and in terms of descriptive-survey method and in terms of cross-sectional time. The statistical population of the study is 850 personnel (managers, experts and employees) of the region of two gas transmission operations. Using Cochran's formula, the sample size for limited communities is 285 people. The statistical population of the study consists of heterogeneous groups (formal and informal forces, managers and employees) using stratified random sampling method. In order to collect data, a researcher-made questionnaire with 20 items and a standard job motivation questionnaire with 17 items were used. The questionnaire is divided based on a five-point Likert scale. Reliability and validity were calculated and the value of 0.881 was obtained, which indicates the appropriate reliability of the questionnaires. To investigate the relationship and research hypotheses, Pearson correlation coefficient and regression, SPSS software and LISREL software were tested. The results show that the dimensions of job rotation such as human capital development and changes in human capital are related to work enthusiasm. Pearson correlation coefficient is 0.842 and 0.368, respectively, which indicates a good correlation. Also, the development and changes of human capital have a significant effect on job motivation and the standard beta value was 0.343 and 0.281, respectively, and all research hypotheses have been confirmed.

scholarly journals Our Calendar Stopped! The Organizational Change at UFPB due to COVID-19

2021 ◽  
Vol 25 (spe) ◽  
Author(s):  
Diana Lucia Teixeira-de-Carvalho ◽  
Jose Jorge Lima Dias Junior ◽  
Ana Carolina Kruta-Bispo
Keyword(s):  
Organizational Change ◽  
Organizational Behavior ◽  
Undergraduate Students ◽  
Public Management ◽  
Organizational Changes ◽  
Teaching Case ◽  
Face To Face ◽  
Use Of Data ◽  
The Face ◽  
The Impact

ABSTRACT This teaching case aims to analyze the context of the Federal University of Paraíba, which experiences the impacts of social isolation due to COVID-19, especially in conducting undergraduate classes, considering that the activities face-to-face were suspended. The case presents the facts related to the possibility of implementing a supplementary calendar, based on the concept of remote emergency teaching. Because of this scenario, the Pro-Rectory of Graduation managers needed to plan carefully to manage the uncertainties and resistance to changes that such a proposal would represent, mainly because there were no models to be based on since practically all public HEIs have suspended graduation classes. The case raises a significant dilemma: in the face of the challenges of implementing a supplementary remote calendar, is it better to follow or step back? The pedagogical objectives of this teaching case involve: analyzing the impact of COVID-19 on organizational behavior; discuss aspects related to the implementation of organizational changes; identify the use of data for decision-making and support for organizational change; and making decisions in the face of managerial dilemmas. Its analysis can be done by undergraduate students, in Administration and Public Management courses.

scholarly journals Introduction to special section on Organizational Challenges in the Knowledge Society

2016 ◽  
Vol 16 (2) ◽  
pp. 9
Author(s):  
Anne Murray
Keyword(s):  
Organizational Behavior ◽  
Knowledge Economy ◽  
Common Core ◽  
Special Section ◽  
Knowledge Society ◽  
Human Sciences ◽  
Organizational Challenges ◽  
The Core ◽  
The People

<p>The field of Organizational Behavior (OB) has been built on human sciences of psychology, sociology, and anthropology. We know that people and their emotions, motivations, prejudices, skills, temperaments, experiences, attitudes, fears, etc. are the key components of our organizations. The articles in this special section each take a different approach to the topic of furthering our understanding of OB in a knowledge economy, but all address the core need to understand culture and behavioral principles of people. This common core of understanding organizations gets us back to attending to the people who work there.</p>

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