Organizational Behavior: Agrigreen, Inc.

Decent Essays
James Olinger
Ms. Gold
Organizational Behavior – MGMT 362
10 May 2015
“Week 7 - Case Study #3”
Synopsis:
An engineering company, Agrigreen, Inc. manufactures various agricultural fertilizers in several plants in the western United States and Canada. This company is structured in such a way that it is able to have multiple projects occurring at the same time. A flowchart would reflect a hierarchy of, in order from top-down, a: Plant Manager who oversees managers in manufacturing, engineering and other managers unspecified. Tad Pierson, Manager of Engineering is now assigned, Project Engineer, surveying group belonging to Agrigreen, Inc., however will be faced with known performance problems and conflicts within the group and contemplates; action,
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He will have helpers assigned because of poor work performance and have several supervisors throughout his career. Other employees will know him as confrontational regardless of positional authorities, taking excessive breaks, sleeping on the job, arriving and leaving work not within prescribed times and slow and stupid. His lack of integrity in the workplace has jeopardized his credibility, worth in salary and his lack of inabilities have begun to rub off onto the group’s newest member who is just out of high school.
Animosity sets the stage not just with Howard but also throughout the group of managers, engineers, and surveyor’s. Unless one yearns for Howard’s ineptitudes, no one will want to work for him, with him, or wants to have him work for him or her. Pierson now faces a managers most dislike: to fire or not to fire a person like Howard but not before taking into consideration the letters and documentation required and his family, which ultimately makes Tad Pierson
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Do not promise what the organization cannot deliver.
• Encourage input from throughout the organization regarding appropriate values and ethical practices for implementing the culture. Choose values that represent the views of both employees and leaders.
• Opt for a strong culture that encourages and rewards diversity and principled dissent, such as grievance or complaint mechanisms or other internal review procedures.
• Provide training programs for leaders and teams on adopting and implementing the organization’s ethical values. These programs should stress the underlying ethical and legal principles and cover the practical aspects of carrying out ethical procedural guidelines.” (Hellriegel, 496)

Once this occurs, it establishes the organizational socialization, which is, “the systematic process by which an organization brings new employees into its culture.” (Hellriegel, 499) Howard Lineberry was not the issue, it was the company’s inabilities to create and sustain a model of hierarchy with the tools required to onboard new employees and the future tools to provide the right guidance in times of

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