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    Ogl 220 Behavioral Dynamics in Organizations

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    The document describes a performance issue where some coworkers were not carrying their weight equally during assembly line work. Specifically, the respondent noticed they often had to do more counting, recording, and physical work when consolidating inventory at the end of the day, while some teammates worked slowly and socialized. The possible root causes were a lack of motivation from some coworkers when tasks were mundane, as well as a lack of incentives and consistent enforcement of rules. Reconceptualizing tasks, providing more responsibility, appropriate challenges and rewards, and encouraging collaboration and accountability could help improve individual and group performance.

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    Ogl 220 Behavioral Dynamics in Organizations

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    api-545456362
    240 views4 pages
    The document describes a performance issue where some coworkers were not carrying their weight equally during assembly line work. Specifically, the respondent noticed they often had to do more counting, recording, and physical work when consolidating inventory at the end of the day, while some teammates worked slowly and socialized. The possible root causes were a lack of motivation from some coworkers when tasks were mundane, as well as a lack of incentives and consistent enforcement of rules. Reconceptualizing tasks, providing more responsibility, appropriate challenges and rewards, and encouraging collaboration and accountability could help improve individual and group performance.

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    ogl 220 behavioral dynamics in organizations

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    The document describes a performance issue where some coworkers were not carrying their weight equally during assembly line work. Specifically, the respondent noticed they often had to do more counting, recording, and physical work when consolidating inventory at the end of the day, while some teammates worked slowly and socialized. The possible root causes were a lack of motivation from some coworkers when tasks were mundane, as well as a lack of incentives and consistent enforcement of rules. Reconceptualizing tasks, providing more responsibility, appropriate challenges and rewards, and encouraging collaboration and accountability could help improve individual and group performance.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    240 views4 pages

    Ogl 220 Behavioral Dynamics in Organizations

    Uploaded by

    api-545456362
    The document describes a performance issue where some coworkers were not carrying their weight equally during assembly line work. Specifically, the respondent noticed they often had to do more counting, recording, and physical work when consolidating inventory at the end of the day, while some teammates worked slowly and socialized. The possible root causes were a lack of motivation from some coworkers when tasks were mundane, as well as a lack of incentives and consistent enforcement of rules. Reconceptualizing tasks, providing more responsibility, appropriate challenges and rewards, and encouraging collaboration and accountability could help improve individual and group performance.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 4

    OGL 220 Behavioral Dynamics in Organizations

    Score for this survey: 20 out of 20


    Submitted Apr 23, 2019 at 10:07pm
    This attempt took 29 minutes.
     
    Question 1
    Performance-related problems are problems where someone fails to accomplish some
    particular objective in an effective manner (failing grades, missed performance targets
    such as sales quotas, productivity goals, or poor performance in just about any context).
    Think of a specific performance-related problem that you know something about - either
    a performance-related issue that you experienced, or that of a family member, friend, or
    colleague.  Keep that situation in mind as you respond to the next several questions:
    What’s the situation? What was the context in which the performance problem took
    place?  Where and when was the problem observed?  What expectations or goals were
    being impacted by the poor performance?
    Your Answer:
    Coworkers not carrying their weight equally during assembly, with labor or intellectually
    intensive duties & improper rotation. Noticed by me, in the last few weeks - during busy
    or even slow points in the day. Not many negative results from this behavior except my
    own dissatisfaction, I picked up the slack as do many other material handlers or
    operators in the vicinity. However, more cohesion and better rotation of duties may
    result in above standard results.
     
     
     
     
     
     
     
    Question 2
    With respect to the specific performance-related problem you have in mind:
    Describe the exact problem as specifically as possible.  Be objective; Avoid making
    judgments - state only the observable facts. Use examples to illustrate the specifics of
    the problem and the performance-related behaviors.
    Your Answer:
    While trying to consolidate items at the end of the work day for an inventory count, I
    often find myself doing more of the counting work, all of the scribe work and definitely a
    majority of the foot work up and down the warehouse.
    I organize the information and I find the appropriate person to give it to. Some team
    members are slow, lose count and socialize while doing their part.
    I understand they do not feel urgency at times when there is a lot of time left and not
    much to do however when you finish your work and are waiting on that of another it can
    reflect just as poorly on you as it does her.
     
    Question 3
    With respect to the specific performance-related problem you have in mind:
    Diagnose the possible root cause(s) of the performance problem (i.e., communication,
    knowledge, motivation, resources/support).  Are multiple factors responsible?  If so,
    how do they relate to each other?
    Your Answer:
    In this specific instance it would seem that the participants who display this behavior
    exhibit a need for rewards at the end of a  task well done. They need an incentive to do
    a job that is not easy and mundane.
    When it comes to heavy lifting, being quick, meeting goals - this is where they lack the
    motivation to excel past mediocre. I feel that not enough implementation of the rules is
    one root of the problem as well as lack of incentives for the unable or unwilling.
     
    Question 4
    Task Dimension

     How can specific tasks/goals be re conceptualized to improve performance?

    Make the goals matter, make the workers apart of the process, keep them informed of
    stats, give them incentives to d better. Make the workplace more fun to be involved in.

     Is the task/goal specific and are outcomes measurable?

    Yes

     Is the task/goal broken down into appropriate sub-goals / process steps?


    Does the employee understand these steps and the measurement criteria
    associated with each?

    Yes
     Is the task appropriately challenging?

    Some are and some are not that is why there has been an unfair hogging of certain
    duties over others.

     Can tasks be made more interesting/ stimulating/varied?

    Yes with better incentives to do them

     Is a multidimensional task required to engage the individual with varying


    levels of competence?

    yes

     Has the task been presented with enthusiasm?

    yes
    Authority Dimension

     What are the opportunities for people to use their own initiative?

    Once you are properly trained you are encouraged to participate in the proper rotation
    on your own with some too little communication depending on your group.

     How can people be given more responsibility for their own learning?

    Incentives

     Are people supported in solving their own problems, or is the environment


    more controlling?

    It isn’t controlling and is very supportive of this. However it is also supportive of asking
    when one is unsure.

    Recognition Dimension

     What kinds of formal and informal rewards and incentives are appropriate?

    Longer breaks, early out on the weekends, an extra day off, a raise upon evaluation,
    free product (legally whats allowed to be given away) etc.
    Grouping Dimension

     Can individuals work together more effectively?


    yes

     Consider strategies that foster positive interdependence / effective


    interactions / individual accountability / collaborative skills / group processing.

    Evaluation Dimension

     Are evaluations competitive / threatening?

    Not where I work now but I have experienced work places where they were.

     Can evaluations be based on personal improvement, progress toward goals,


    participation, and/or effort?

    Yes at times they can be and especially in the beginning when people are still learning.
    Time dimension

     Is there more of an interest in quantity or quality?

    Both equally

     Does the person feel in control of their work schedule or time?

    Yes and no

    Survey Score: 20 out of 20

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