55781080 case-study-pa-213

The Case of the Work Oriented Subordinate Under an Uncompromising Superior

An Actual Case Study

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Submitted toProf. Girlie Miguel

Faculty, College of Public AffairsMindanao State University

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In partial fulfillment of the requirements for theCourse PA 213

Human Behavior in Organization (HBO)

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Submitted by:

Sittie Shahani A. Macalimbon

March 2011

I. The Case

II. Analysis of Problem

1. Identification of Priority Problems

2. Identification of Problem Level and Theoretical Framework

3. Alternative Courses of Action

III. Conclusion

IV. Recommendations

References

I. The Case of the Work Oriented Subordinate Under an Uncompromising Superior

The case presented in this dissertation is an actual scenario. It is based

on the real life work situation of an individual and the underlying factors that

evidently affected his work performance. This particular person has

experiences with his perfectionist Superior and his experiences have effects

on his performance in work. Further, the attitude of his Superior towards him

greatly affect his emotion, thus he is not working satisfactorily.

This paper also contains the different concepts and theories that

explain the attitude of the worker in his work as affected by his Superior’s

attitude towards him.

This case study is realistic given the fact that it is based on the actual

situation of a particular person. This is also experienced by most if not all of

the people who are working under a rigid and stickler Superior.

II. Analysis of Problem

1. Priority Problems

1.1 Repeated Emotional distress of the Technical Staff due to the

strictness and insensitiveness of his Superior which led to the

ineffectiveness and ineptness of his work performance and

conflict between him and his Superior.

1.2 The multiple tasks assigned by the Superior to his Technical

Staff which is one of the reasons why the Technical Staff could

not finish the assigned task to him on the time provided by his

Superior.

1.3 The Technical Staff sluggish performance on the work

assigned to him which is considered as one cause of the

attitude of his Superior towards him.

1.4 The high standards and high expectations of the Superior to

his Technical Staff which resulted to the Superior’s consistent

disappointment on the performance of his Technical Staff.

1.5 The arrogance and harshness of the Superior towards his

Technical Staff.

1.6 The unresolved personal conflict between the Technical Staff

and his Superior.

1.7 The absence of open work rapport and solidarity between the

Technical Staff and the Superior which lessens if not

diminishes the interpersonal relationship between the two.

2. Identification of Problem Level and Theoretical Framework

The problem identified in 1.1, 1.2, 1.3, 1.4, 1.5 and 1.6 are

categorized as individual levels while the problem identified in 1.7 is

categorized as organizational level.

The following theoretical frameworks support the problems

identified:

The Five Levels of Maslow's Hierarchy of Needs which

suggests that people are motivated to fulfill basic needs before moving

on to other needs. Maslow’s hierarchy of needs is most often displayed

as a pyramid. The lowest levels of the pyramid are made up of the

most basic needs, while the more complex needs are located at the

top of the pyramid. Needs at the bottom of the pyramid are basic

physical requirements including the need for food, water, sleep and

warmth. Once these lower-level needs have been met, people can

move on to the next level of needs, which are for safety and security.

As people progress up the pyramid, needs become increasingly

psychological and social. Soon, the need for love, friendship and

intimacy become important. Further up the pyramid, the need for

personal esteem and feelings of accomplishment take priority. Maslow

emphasized the importance of self-actualization, which is a process of

growing and developing as a person to achieve individual potential.

Maslow believed that these needs are similar to instincts and play a

major role in motivating behavior. Physiological, security, social, and

esteem needs are deficiency needs, meaning that these needs arise

due to deprivation. Satisfying these lower-level needs is important in

order to avoid unpleasant feelings or consequences. Maslow termed

the highest-level of the pyramid as growth needs. These needs do not

stem from a lack of something, but rather from a desire to grow as a

person.

Reinforcement Theory is the process of shaping behavior by

controlling the consequences of the behavior. In reinforcement theory

a combination of rewards and/or punishments is used to reinforce

desired behavior or extinguish unwanted behavior. Any behavior that

elicits a consequence is called operant behavior, because the

individual operates on his or her environment. Reinforcement theory

concentrates on the relationship between the operant behavior and

the associated consequences, and is sometimes referred to as operant

conditioning.

Expectancy Theory which proposes that a person will decide to

behave or act in a certain way because they are motivated to select a

specific behavior over other behaviors due to what they expect the

result of that selected behavior will be. In essence, the motivation of

the behavior selection is determined by the desirability of the

outcome. However, at the core of the theory is the cognitive process

of how an individual processes the different motivational elements.

This is done before making the ultimate choice. The outcome is not

the sole determining factor in making the decision of how to behave.

The two-factor theory (also known as Herzberg's motivation-

hygiene theory) states that there are certain factors in the workplace

that cause job satisfaction, while a separate set of factors cause

dissatisfaction. It was developed by Frederick Herzberg, a

psychologist, who theorized that job satisfaction and job

dissatisfaction act independently of each other. According to

Herzberg, individuals are not content with the satisfaction of lower-

order needs at work, for example, those associated with minimum

salary levels or safe and pleasant working conditions. Rather,

individuals look for the gratification of higher-level psychological

needs having to do with achievement, recognition, responsibility,

advancement, and the nature of the work itself.

Conflict theories are perspectives in social science which

emphasize the social, political or material inequality of a social group,

which critique the broad socio-political system, or which otherwise

detract from structural functionalism and ideological conservativism.

Karl Marx was the founder of conflict theory, which argues that the

competition of individuals and groups for wealth and power is the

fundamental process shaping social structure. For conflict theories,

basic questions about a social structure are "Who gets what and

why?" Conflict theories draw attention to power differentials, such as

class conflict, and generally contrast historically dominant ideologies.

3. Alternative Courses of Action

ProblemAlternative Course of

Action Advantages Disadvantages

Repeated Emotional distress of the Technical Staff due to the strictness and insensitiveness of his Superior which led to the ineffectiveness and ineptness of his work performance and conflict between him and his Superior.

Counseling: The Superior could have a friendly, frank, and heart to heart talk with his Technical Staff.

The Superior could realize his approach towards his technical staff and could open up to his Technical Staff on the things that he doesn’t want his staff to do. Same is true with the Technical Staff. He could tell his Superior how he feels like when always reprimanded by his Superior in a not so good way.

This course of action could have resulted to over emphasis on the feelings of the parties involved. However, this approach is more advantageous than disadvantageous.



The multiple tasks assigned by the Superior to his Technical Staff which is one of the reasons why

Discipline and time management on both parties involved: The Superior as well as the Technical Staff could discipline themselves in the

There will be a prioritization of the tasks. Therefore, the Technical staff could perform the task accordingly.

Discipline and Time Management are advantageous courses of Action. Therefore,

the Technical Staff could not finish the assigned task to him on the time provided by his Superior.

manner that they should know what work is to be prioritized and the Superior must consider the capacity of his Technical Staff. The ability of the Technical Staff to work on the assigned task must be taken into account by the Superior.

Time Management could also lessen the burden of the Technical Staff in terms of performing the task on time and accurately.

there are no disadvantages of these approaches. However, if not delivered well, the result will be of disadvantage.



The Technical Staff sluggish performance on the work assigned to him which is considered as one cause of the attitude of his Superior towards him.

Discipline: The Technical Staff should discipline himself in the sense that he should work faster yet he should not compromise the good outcome of his work.

Stress Management: The

The Technical Staff could deliver and perform his task well if he will discipline himself to work faster than his usual work time and if he knows how to

Discipline is an advantageous course of Action. Therefore, there is no disadvantage of this approach. However, if not delivered

Technical Staff could read and practice the ways on how to manage stress and how to deal with it.

manage stress.

well, the result will be of disadvantage.



The high standards and high expectations of the Superior to his Technical Staff which resulted to the Superior’s consistent disappointment on the performance of his Technical Staff.

Counseling: The Superior could have a friendly, frank, and heart to heart talk with his Technical Staff.

Through counseling and conversation between the Superior and Technical Staff, The Superior could clearly evaluate and identify the ability of his Technical Staff as to his work.

This approach is advantageous yet if used exaggeratedly, this may turn out to the misunderstanding of both.



The arrogance and harshness of the Superior towards his Technical Staff.

Immersion in Human Relation Skill Upgrading Program, Survey Feedback and Suggestion Program Participative Management.

Effective Leadership follows the situational Leadership theory, which advocates that maturity is a factor influencing behavior and relationship of leader and member. The more managers adapt their style to the particular situation and needs of the followers the more effective is her leadership.

This approach is advantageous yet if used exaggeratedly, this may turn out to the misunderstanding of both.



The unresolved personal conflict between the Technical Staff and his Superior.

Open Communication: The conflict between the Superior and the Technical Staff could be resolved through open communication and if it would not be resolved at this level, it must be brought to HRMO.

One of the parties must take the steps to evaluate the nature and cause of the conflict and initiate discussion.

Open Communication could help resolve the conflict between the two parties. This will not exacerbate the situation and the personal hurting of both parties may be healed.

This approach is advantageous and there must be a mediating party in order to effectively resolve the conflict.



The absence of open work rapport and solidarity between the Technical Staff and the Superior which lessens if not diminishes the interpersonal relationship between the two.

Involve the Superior and the Technical Staff in a behavioral process workshop like encounter groups, sensitivity training and problem solving.

Humanistic methods are in effect very positive ways of redefining conditions in an organization. They are effective in self renewing and they provide bases on how to resolve dysfunctional climates through open communication, interpersonal trust shared power and constructive confrontation.

Results could be more advantageous, only it may not be cost effective.

III.Conclusion

If there is any one characteristic of people which is universally valid and

important, it is that they differ. To say that all persons are created equal is a

statement of human rights under the Jaw. It communicates nothing at all

about human nature. As a matter of fact, people differ greatly in intelligence,

aptitudes, physical strength, manual dexterity, knowledge, skill, interests,

personality traits, motivation, and many other attributes which potentially

influence behavior and productivity. We are rational? but only to a point. We

plan, set goals, think, reason, and live by creeds and values. But we also

become frustrated and behave in ways that can be perceived as rational only

http://www.megaessays.com/essay_search/human_nature.html

by someone who understands all our deeply embedded, sometimes

conflicting needs, aspirations, and perceptions. In many situations our

motivation is unconscious so that not even we understand our own actions.

One’s environment could also affect his behavior towards his peers. Thus,

there must be a healthy environment of every individual for him to work

effectively.

Human behavior in an organization determines the quality of work,

progress and success of the organization. No machine and no computer can

work by itself. No product is developed and manufactured by itself. It's the

workforce or rather the human resources of an organization who develop

ideas, create new products and services and then deliver them to the

markets. Thus, it is important for the management of an organization to

analyze the behavior of its entire work force.

To resolve problems 1.1, 1.2, 1.3, 1.4, 1.5, 1.6, and 1.7 which are as

follow:

1.1 Repeated Emotional distress of the Technical Staff due to the

strictness and insensitiveness of his Superior which led to the

ineffectiveness and ineptness of his work performance and

conflict between him and his Superior.

1.2 The multiple tasks assigned by the Superior to his Technical

Staff which is one of the reasons why the Technical Staff could

not finish the assigned task to him on the time provided by his

Superior.

1.3 The Technical Staff sluggish performance on the work

assigned to him which is considered as one cause of the

attitude of his Superior towards him.

1.4 The high standards and high expectations of the Superior to

his Technical Staff which resulted to the Superior’s consistent

disappointment on the performance of his Technical Staff.

1.5 The arrogance and harshness of the Superior towards his

Technical Staff.

1.6 The unresolved personal conflict between the Technical Staff

and his Superior.

1.7 The absence of open work rapport and solidarity between the

Technical Staff and the Superior which lessens if not

diminishes the interpersonal relationship between the two.

The courses of action provided under the alternative courses of action must

be considered. These alternative courses of action are as follow:

Counseling: The Superior could have a friendly, frank, and heart to heart

talk with his Technical Staff.

Discipline and time management on both parties involved: The Superior

as well as the Technical Staff could discipline themselves in the manner

that they should know what work is to be prioritized and the Superior

must consider the capacity of his Technical Staff. The ability of the

Technical Staff to work on the assigned task must be taken into account

by the Superior.

Stress Management: The Technical Staff could read and practice the

ways on how to manage stress and how to deal with it.

Discipline: The Technical Staff should discipline himself in the sense that

he should work faster yet he should not compromise the good outcome

of his work.

Immersion in Human Relation Skill Upgrading Program, Survey Feedback

and Suggestion Program Participative Management.

Open Communication: The conflict between the Superior and the

Technical Staff could be resolved through open communication and if it

would not be resolved at this level, it must be brought to HRMO. One of

the parties must take the steps to evaluate the nature and cause of the

conflict and initiate discussion.

Involve the Superior and the Technical Staff in a behavioral process

workshop like encounter groups, sensitivity training and problem solving.

IV. Recommendations

It is recommended in this case study that a careful evaluation of the

case must be taken into account. Providing the priority problems and the

alternative courses of action presented by the researcher, a careful and

effective application of the said courses of action must be looked into.

An open communication and trainings between the Superior and the

Technical Staff must be applied for the resolution of the problems

presented.

References

Book Sources:

Hersey, P. and K.H. Blanchard. Management of Organizational Behavior. 3rd ed., Prentice-Hall, Inc., Englewood Cliffs, New Jersey. 1997.

Herzberg, "The Motivation-Hygiene Concept and Problems of Manpower", Personnel Administration (January-February 1964), pp. 3–7

Online Sources:

Maslow's Hierarchy of Needs: Available at: http://psychology.about.com/od/theoriesofpersonality/.html. Date of Access: March 23, 2011.

Reinforcement Theory: Available at: http://www.enotes.com/management-encyclopedia/reinforcement-theory. Date of Access: March 23, 2011.

Expectancy Theory: Available at: http://en.wikipedia.org/wiki/Expectancy_theory . Date of Access: March 23, 2011.

The Two-factor Theory: Available at: http://en.wikipedia.org/wiki/Two-factor_theory. Date of Access: March 23, 2011.

Dissertation Source:

Ala, R. A., Caballes, L. S., Manquiquis, B. S., Del Rosario, A. S. and Tiin, L. S. The Case of the Absentee Subordinate. March 1999.

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