group MGN412 ( 300 words section) critically analyse incident models theories levels organisational behaviour ( individual, group organisation) show understandings gained group experience draw conclusions recommendations manage future recommend manage work occurrence future.
Group Incident Analysis
The following pages focus on analyzing an incident in a company. This incident is represented by a conflict between the sales manager and the account managers in the company. The conflict is analyzed on individual level based on the hierarchy of needs model, and on organizational level based on the diversity theory.
The workplace environment and its characteristics are very important in determining employee satisfaction. The level of satisfaction of companies' employees significantly influences their performance, which affects the performance of these companies. It is important that managers understand these issues and focus on analyzing the organization behavior in their companies in order to develop workplace environment that are in accordance with employees' needs and preferences.
In such cases, it is important to successfully address conflicts within the organization. Such incidents take place in most companies, and they are sometimes considered necessary. However, they must be properly managed by leaders and managers. The incident that is analyzed in this case refers to a conflict within an advertising company. The incident is represented by a conflict developed between two of the account managers and their department manager. The account managers have frequently attacked the department manager because they consider him incompetent in numerous situations. They do not consider that the department manager has the necessary abilities and skills in managing the sales department in an important advertising company.
The reaction of the department manager was to engage in verbal abuse with the account managers and to determine the general manager to take coercive actions against these account managers. The department manager suggested that their salaries are significantly reduces, their commissions and benefits are also reduced. The department manager also suggested that the key accounts of the company are managed by other employees.
The conflict between them increased as a result of this reaction. The account managers also suggested that the general manager takes action against the sales department manager. Therefore, the general manager had difficulties in managing this conflict in order to satisfy the account managers, the sales department manager, and the company.
In order to analyze this conflict, it is important to understand the reasons that determined it and the context in which it took place. The workplace environment in this company is friendly and is based on helping employees develop friendships within the company in order to better collaborate and to reduce tension levels determine by the pressure of working with important customers.
The general manager is a democratic leader that is interested in the participation of subordinates in the decision making process. This is intended to help subordinates feel important, and to be able to express their ideas and creativity. The hierarchical relationships in the company are informal. This strategy seems to be successful, because customers are satisfied with the company's performance. The company has a high customer loyalty level.
This situation can also be attributed to the activity of the account managers involved in the company. They are important professionals in this business that have the abilities and skills required by understanding the needs of customers, addressing them in order to increase satisfaction, and identifying market needs that the company must address. They are doing a great job at what they do. This is the opinion of the general managers, customers, and employees within the company (Rahim, 2001). They are friendly with their colleagues and do not usually involve in conflicts with them. However, they seem to have a problem with authority.
The sales department manager is known as a less professional employee in comparison with the general manager and these account managers. He is an authoritarian leader and wants his team members submitted to his orders. He does not like informal relationships with employees. In addition to this, the sales department manager does not like to include team members in the decision making process. However, the general manager is interested in his connections in this business field. Therefore, the differences between the sales department manager and the account managers lead to conflicts on different issues.
Regarding the analysis of this incident, it is important to understand the motivations that determined the individual behavior of the people involved in this conflict. In this case, the participants to the conflict had internal and external motivations that determined their behavior. The hierarchy of needs theory developed by Maslow is used in order to analyze these issues. In accordance with this theory, the motivational levels that determine human behavior are represented by physiological, safety, belongingness, esteem, and self-actualization needs. Physiological needs are represented b food, water, sleep, and other similar needs. This represents the most important level of needs that people initially try to reach. Safety needs are represented by personal and financial security, health, well being, and safety. This type of needs can be observed in individuals that are interested in the security of their house, instead of the furniture or other issues of comfort.
The belongingness needs refer to the sense of acceptance. In other words, people with such needs are interested in being accepted by certain groups. Several studies have revealed the fact that these needs are so important, that people want to feel accepted by groups of individuals they dislike. Self-esteem needs are very important and refer to confidence, achievement, respect, and others. The importance of self-esteem and its influence on people's activity has been revealed by numerous studies. The self-actualization level of needs refers to creativity, spontaneity, problem solving, reduced prejudice, potential, and others.
The conflict between the sales department manager and the account managers in the company was determined by the differences in the levels of hierarchy of needs of these people. The behavior of the sales department manager was determined by self-esteem needs. In other words, the sales manager wanted the respect of others. In his opinion, it is very important that a leader is respected by subordinates (Chapman, 2010). This is characteristic to authoritarian leaders like the sales manager in this company. In such cases, it is important that team members respect the leader and the formal hierarchy within the team.
These needs cannot be reached by the sales manager in this case because of his relationship with the account managers involved in the conflict. In his opinion, they do not show respect for the sales manager and the general manager. However, the general manager seems to have a different opinion on the respect of the account managers. The fact that the general manager is a participative leader with preferences of informal relationships, he considers that respect is revealed by the support of the account managers. In his opinion, he is respected by the account managers. As it can be observed, the people involved in the conflict have different opinions on respect.
The behavior of the account managers was determined by self-actualization needs. In their opinion, the creativity, spontaneity, and problem solving skills are very important in their job. They consider that the sales manager has a reduced level of such skills, which affects the company's performance. In their opinion, they cannot respect the sales manager because his performance is lower in comparison with their performance. In addition to this, the sales manager does not seem to consider that the creativity of the account manager. Therefore, he insists on the fact that the account managers must organize their job and business relationships based on formal issues. This is in contradiction with the account managers' opinion that consider creativity to be very important in developing successful relationships with business partners, and in satisfying the company's customers. These differences of opinions have determined the conflict in this company.
Regarding the organization level of organizational behavior, the conflict in this company can be analyzed from the point-of-view of the diversity theory. This theory refers to developing a culturally diverse environment in the company in order to be able to reach the objectives established by the company (Lieberman, 2002). In this case, the general manager intended to develop such an environment because of the advantages it provides. Creativity is very important in the business field of the company. Therefore, the creativity of employees must be stimulated in numerous situations.
The development of a workplace environment characterized by cultural diversity is intended to improve the performance of employees and to increase their motivation. In this case, the recruitment and selection process is oriented towards identifying different types of employees. This workplace environment based on diversity is intended to help employees develop friendships at work. This leads to increased levels of satisfaction, loyalty, and efficiency.
In addition to this, the company's customers are also characterized by diversity. It is important that employees are able to successfully address the different types of customers. However, environments based on diversity can also have disadvantages like the conflict developed between the sales…