Values exist within individuals and reflect their behaviour in the workplace where they hold shared values. O’Grady values TriVac and its independence deeply. His values are not congruent with the organization. TriVac is now owned by Rohrtech and their values are being passed onto them. Devine tries his best to enforce these values of unity, and working on achieving the benefits by integrating with Rohrtech but TriVac employees, especially Weston and O’Grady are stubborn and want to keep independence. Devine values a joined workplace and wants to resolve conflicts to create a stronger value system between the two companies but O’Grady does not allow him to do. O’Grady has very low moral sensitivity. This means he is not able to recognize the
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83). O’Grady has a strong negative attitude towards Devine. He believes he is not the right fit for the job, when in fact Devine has demonstrated ability in resolving conflicts between two groups. He feels deep resentment towards Devine. He tells Devine very candidly that just because the two are working together, does not mean he has to like him. This is terrible because it is unprofessional and judgemental behaviour towards Devine who is not at fault. His intentions towards Devine are to get him out as soon as possible. He tells TriVac employees about his problems with Devine and encouraged them to tell the president about their concerns. He kept Devine in the dark when he needed information and O’Grady would provide him with incorrect information to make Devine look bad and show the company that he is not the right fit for this …show more content…
For O’Grady, that valued outcome is not having Devine working at TriVac and retaining the company’s independence. Another valued outcome is taking more control of TriVac and replacing Devine with himself. This decision can only be made by the board so he encouraged staff to share their concerns about the problems Devine and O’Grady were having. Since O’Grady had been a loyal employee and had been working since the early years of operations, the staff like and respect him. This means O’Grady knew they would listen to him and share their concerns with the board. Once he got more control of the company, he would try even harder to retain the company’s
83). O’Grady has a strong negative attitude towards Devine. He believes he is not the right fit for the job, when in fact Devine has demonstrated ability in resolving conflicts between two groups. He feels deep resentment towards Devine. He tells Devine very candidly that just because the two are working together, does not mean he has to like him. This is terrible because it is unprofessional and judgemental behaviour towards Devine who is not at fault. His intentions towards Devine are to get him out as soon as possible. He tells TriVac employees about his problems with Devine and encouraged them to tell the president about their concerns. He kept Devine in the dark when he needed information and O’Grady would provide him with incorrect information to make Devine look bad and show the company that he is not the right fit for this …show more content…
For O’Grady, that valued outcome is not having Devine working at TriVac and retaining the company’s independence. Another valued outcome is taking more control of TriVac and replacing Devine with himself. This decision can only be made by the board so he encouraged staff to share their concerns about the problems Devine and O’Grady were having. Since O’Grady had been a loyal employee and had been working since the early years of operations, the staff like and respect him. This means O’Grady knew they would listen to him and share their concerns with the board. Once he got more control of the company, he would try even harder to retain the company’s