Organisational Behaviour Case Study
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- Category: Other
- Date Submitted: 04/15/2016 02:42 AM
- Pages: 8
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Introduction
Many theories have been proposed to explain what affects the attitudes, values and behaviour in the work place. Although the literature covers a wide variety of such theories, this review will focus on five major themes which emerge repeatedly throughout the literature reviewed. These themes are: Attitudes and Values, Emotions and Work Engagement, Value Congruence and Culture Difference, Role Theory, and Schwartz’s value model.
Although the literature presents these themes in a variety of contexts, this review will primarily focus on discussing the impact of integration model by Big Energy on the overall attitudes, values and behaviours of the remaining XYZ staff members. Recommended strategies for dealing with the identified issues will also be provided to Big Energy.
Background
XYZ Energy was a successful energy company which was government-owned that had established strong, efficient and robust processes and systems to manage its business and risks. It had also innovated new processes in areas, which gave it significant competitive advantage. The company had a loyal staff with relatively low turnover. The XYA Energy management team was well respected by employees. Sally Johnson is a member of the management team of XYZ Energy who managed the strategy department and was well respected by juniors.
A merger took place; XYZ Energy was bought over by one of its private-sector competitors, Big Energy. There was resemblance of core business structure for both companies which resulted in redundancy. This resulted in the dismissal of XYZ Energy’s core management team. However, Sally Johnson was retained post sale to facilitate parts of the integration or operations. It became clear that Big Energy wished to remove the majority of the remaining staff as rapidly as possible once the essential integration of core operations was completed. Instantly the morale with the remaining XYZ Energy staff plummeted as they realised that, like the management team...
Many theories have been proposed to explain what affects the attitudes, values and behaviour in the work place. Although the literature covers a wide variety of such theories, this review will focus on five major themes which emerge repeatedly throughout the literature reviewed. These themes are: Attitudes and Values, Emotions and Work Engagement, Value Congruence and Culture Difference, Role Theory, and Schwartz’s value model.
Although the literature presents these themes in a variety of contexts, this review will primarily focus on discussing the impact of integration model by Big Energy on the overall attitudes, values and behaviours of the remaining XYZ staff members. Recommended strategies for dealing with the identified issues will also be provided to Big Energy.
Background
XYZ Energy was a successful energy company which was government-owned that had established strong, efficient and robust processes and systems to manage its business and risks. It had also innovated new processes in areas, which gave it significant competitive advantage. The company had a loyal staff with relatively low turnover. The XYA Energy management team was well respected by employees. Sally Johnson is a member of the management team of XYZ Energy who managed the strategy department and was well respected by juniors.
A merger took place; XYZ Energy was bought over by one of its private-sector competitors, Big Energy. There was resemblance of core business structure for both companies which resulted in redundancy. This resulted in the dismissal of XYZ Energy’s core management team. However, Sally Johnson was retained post sale to facilitate parts of the integration or operations. It became clear that Big Energy wished to remove the majority of the remaining staff as rapidly as possible once the essential integration of core operations was completed. Instantly the morale with the remaining XYZ Energy staff plummeted as they realised that, like the management team...