Organizational Behavior - Case Study

Organizational Behavior - Case Study Questions Self-fulfilling prophecy - There is ample evidence throughout this case study that the Container Store takes advantage of the theory of "self-fulfilling" prophecy, or the idea that what you expect will happen will if you put enough energy into your thoughts and actions (Wittke, 1994). In this case study, the Container Store fulfills their predictions that they will remain a leader in the industry by providing the best possible customer service to external (customers) and internal (employees) individuals.

The store's managers predict an empowered workforce, one that allows employees to freely express their idealisms and expectations, is much more likely to commit to the organization in the long-term. This is certainly the case as the Container Store ranks #1 as a place to work among many a-list magazines including Fortune according to the case study. Vroom's expectancy theory - This theory presents a measure of motivation that enables those involved to create expectations about the occurrences in the future.

If we believe or expect something to happen so it will (Vroom, 1964). It combines the concepts of valence which is the individual's ideas about what the outcome will be and how it will affect them (Vroom 1964), the idea of instrumentality, meaning a belief that if someone completes X action they will achieve Y result (Vroom, 1964), and the ideal of expectancy, where one believes they have the capacity to carry out and fulfill the expectations placed on them (Vroom, 1964).

The Container store adopts this model as it expects that "customers will immediately notice" the "great products and happy employees" that are available at the store. If the Container Store did not use this theory, then they would likely not remain on the "top-five" lists of the companies that operate the most efficiently and productively. Many believe in fact the store ranks #1, including Fortune Magazine as so stated in the article.

Extrinsic and intrinsic rewards - These terms refer to external rewards to employees for completing a job above and beyond the call of duty, and the internal motivations or rewards an employee receives by working with a specific company (Weiner, 1986; Wittke, 1994). The article states many tools are in place to externally and intrinsically motivate employees.

Managers according to the article "have applied several theories of motivation to develop a culture where jobs are interesting." The store also works to engage employees in a way that prevents fear or risk taking or failure, because such actions may prove beneficial to the store and its employees (Wittke, 1994). The article also notes the company tends to adopt Maslow's theory of motivation which accounts for external and intrinsic rewards.

For example, the company may provide the employees with greater wages which in turn satisfy the employee's "physiological needs" and then create an internal environment in which people are "emotionally secure" because the store focuses on creating an honest environment where integrity is upheld to the greatest extend possible.

Groupthink (Janis's term) - Ahlfinger & Esser (2001) apply Janis's model of groupthink, defining as according to Janis (1972) something that happens when a group makes the wrong decisions because there exists pressure within the group that do not allow moral and mental efficiency or judgment (9). The Container Store does not promote groupthink, as this would not allow the store to realize its true potential. If the store were to support groupthink, the employees working at the store would not share the empowered practices they currently engage in.

The store works or operates in a more humanized manner and welcomes a culture that is capable of accepting individuals from all walks of life. Store employees are encouraged to engage with managers and other employees regardless of their status so no one group becomes "insulated" or protected from outside ideas or suggestions (Janis, 1972, p. 9). High-performance team - the container store also adopts this philosophy.

The Container Store's co-founder reveals this in the article stating "this recognition (of the store's #1 status) is a result of hiring great people." This habit is one of six principles the store adopts to help create a high-performance team oriented culture, which is more likely to result in improved motivation. If the store were not to create a high performance team, the chances of much higher turnover are likely (Weiner, 1986). Most retail environments are plagued by high turnover.

While some of this has to do with a lack of motivation, much of the problem lies in the company's inability to create high-performance teams capable of taking on challenges and making decisions with peers to help solve problems within the company (Janis, 1972). In any environment, when a successful team is lacking, so too is motivation and consistency of performance. None of these traits are evident however, within the Container Store's case study.

Escalation of commitment - the Container store adopts the ideal of escalation of commitment as stated by the store's managers who follow the McGregor Theory Y This theory suggests that employees are not by nature "lazy" and will often perform in the best manner possible and commit to the company if given an opportunity to feel empowered to make decisions without the need to "check in" with members of the management first.

Employees at the Container Store also receive cross-training so they are able to understand other people's jobs so that jobs "become more interesting." If managers at the store did not work to engage employees in a way that escalated their level of commitment, they would likely face much greater turnover and conflict within the corporate culture. They may even experience a lack of culture because no one person would devote their work or time to realizing group and organizational goals as much as personal goals (Wittke, 1994).

Personality conflicts - There is not much in the way of evidence suggesting there is any personality conflict within the Container store. Quite the opposite is true. According to the case study, all members of the store, including employees of varying ranks, are encouraged to work with each other to develop long-term solutions and create an environment that welcomes customers in a warm and caring manner. If the store did not promote the ideals of empowerment and open-channels of communication, personality conflicts would likely arise.

Formal and informal communication channels - There are formal and informal communication channels at the Container Store. According to the vice president of logistics at the Container Store, employees receive daily coaching thus are continually learning. Managers must work daily and weekly with employees so they are able to develop their skills and "enhance strengths" through direct communication in both formal and informal ways. The president and CEO also supports this supposition, stating one of the.