1. AKLAN CATHOLIC COLLEGE
MASTERS IN BUSINESS ADMINISTRATION
NIRVANA ART GALLERY
An Organizational Behavior Case Study Presented to the
Faculty of Masters in Business Administration
Aklan Catholic College
Archbishop Gabriel M. Reyes St.
Kalibo, Aklan
In Partial Fulfillment
of the Requirements for the Degree of
Master’s in Business Administration
FRESHY JOY I. SERAPIO
OCTOBER 2015

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i – Cover Page……………………….………………………………………………………………….…………………….……….1
ii – Table of Contents……………………………………………………………….……………………………………….2
I – Title………………………………………………………………………………..…………………………………………………………3
A. Nirvana Art Gallery Case Study Article…………………………………………….3
II – Synthesis………………………………………………………………………………………………………………………………11
III – Questions………………………………...………………………………………………………………………………….12
A. Positive Questions……………………………………………………………………………………………..12
B. Negative Questions……………………………………………………………………………………………..12
IV – Answers……….……………………………………………………………………………………………………………………….13
A. Positive Answers…………………………………………………………………………………………………..13
B. Negative Answers…………………………………………………………………………………………..…….14
V - Key Concerns, issues, dilemmas……………………………………………………………………..16
A. Root Causes of Concerns……………………………………………………………………………………..16
VI – References……………………………………………………………………………………………………………………...17

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I – Title
NIRVANA ART GALLERY
A – Case Study Article
It was an irony not lost on many of the employees of Nirvana Art
Gallery. This gallery was far from being a place of harmony and
joy. In fact, some of the employees preferred to refer to
management using the acronym “NAG” in a derogatory manner.
Nirvana was regarded as one of the leading art museums in
Australia. The collection of Australian art was one of the
oldest and best known in the country. This museum also housed an
enviable aboriginal collection and an international collection
of considerable breadth and depth.
Jason was the assistant curator for the curatorial unit. Despite
his job title, his time was divided between the curatorial and
research units because there was not enough work in the former
to keep him occupied from week to week. It was agreed between
the managers of the two units that he works Mondays through
Wednesdays at curatorial and then the remaining days at
research. Although Jason would have preferred to work solely for
curatorial because that was where his interests lay, he was in

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no position to argue with either manager. He hoped that when he
finished his PhD in art history he would be employed full-time
in curatorial, where he could fully use his specialized
knowledge and meet his aspiration to be a curator. Jason did not
particularly enjoy coming to work on Thursdays.
The research he was asked to do was okay. It was not that
stimulating, but he convinced himself that it was useful to
understand the functions of the different units in the gallery
and not restrict himself to purely curatorial issues. The
research unit was quite small, and the staffs were very serious.
Because they were located within close proximity to each other,
he tried initially to be friendly to them while they worked.
When he kept getting frowns and annoyed looks from his
colleagues, it became obvious that they did not like being
interrupted. Further, they assumed he did not have enough work
to do, so they kept giving him more tasks. Jason found himself
falling behind and having to ask for permission to stay late to
finish his work. Because the gallery housed expensive art works,
security was tight. All staff members were expected to leave by
5 p.m. and not return until the following morning after 8 a.m.
Managers were strict about granting this special permission
because security had to be notified so that alarm systems could

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be adjusted and monitored accordingly. Because the research
manager, Julie, often stayed late she did not mind granting
Jason permission as well.
On Friday morning Jason met with Julie to give her the report he
had written about business plans. “Thanks Jason, it looks good,”
said Julie, as she flipped through the document. “You’re still
working on that draft document on the current spending and
budget allocation for this year, aren’t you? Andrew can help you
with this.” Jason hesitated. “Oh, I think I have all the
necessary information, and I’m sure Andrew is busy anyway. If I
stay late tonight, I might be able to give it to you before I
leave work.” “What’s wrong?” asked Julie. “It’s nothing. I just
always get the impression that I’m disturbing everyone in
research. They seem really busy all the time and don’t seem to
have time for anything else. I’m more of a sociable and friendly
person, and I like to talk with others while I work.” Julie gave
him a look that Jason did not know how to decipher. I hope she
does not think I am complaining about my job or my colleagues,
Jason thought to himself as he walked out of her office. He
liked the fact that no one was breathing down his neck all the
time. And the last thing he needed was to create animosity
between him and the rest of research. It was bad enough that

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they always went out for lunch together and never invited him.
But at least they could say hello whenever he was there. The
following Thursday, when Julie came into the research area to
talk to one of the researchers, she came by his desk to say that
she had read both his reports that he finished last week,
thanked him for his hard work, and asked how his work was going.
He appreciated the attention.
Over the following weeks when he was in research, she would come
by and talk to him. This sometimes included complimenting him on
his appearance. How his shirt color emphasized his eyes or his
new stylish haircut made him look more handsome. At least
someone was talking to me, thought Jason. He did not think her
comments were appropriate, but he accepted them graciously with
a smile, making sure he kept his comments professional. He also
tried to minimize how often he had to stay late at work so as
not to give the wrong impression. But usually that was not
possible given his workload. It was not long before the other
researchers noticed the attention she gave him. He started
noticing the surreptitious looks and frowns he received whenever
she spoke to him. Jason thought he was being paranoid.

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A couple of times when he had walked into the research area,
some of the researchers were talking in low voices, but they
would stop when they noticed him. Jason wondered what was going
on. It was not like he was not pulling his own weight around
here. He got the projects done on time even though he worked
only two days each week in research, and Julie had told him
numerous times that he was doing a good job. Jason put his
thoughts aside and focused on his day’s tasks. He went home that
weekend pleased for once that he did not have to work late. He
arrived at work on Monday in good spirits. He had studied all
weekend and nearly completed his final draft of his PhD thesis.
He always enjoyed working in the curatorial unit. He found his
work preparing upcoming exhibitions interesting.
Further, he liked the curatorial team. His manager, Rosie, was
approachable; and despite his being the most junior team member,
his colleagues regularly asked for his input during the weekly
Monday meetings. The team was friendly, and he found he had a
lot in common with many of them. Sometimes he would be invited
to lunch when he was there on one of his curatorial days.
Working in curatorial also meant that he was not in research. He
would not have to put up with Julie’s comments, which were
beginning to really make him feel uncomfortable, and he did not

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have to put up with the whispers or silent stares he got from
his research colleagues. Jason was looking forward to working on
a catalog for an aboriginal exhibition the gallery was to host
next month when Julie walked in. “Jason, you’re looking sexy
today. Andrew is away sick. Can you come and work in research
today?” she asked. “Um, I can’t, Julie. I’m supposed to work in
curatorial today, and it’s really busy at the moment. We’ve got
this exhibition coming up and we’re behind. Claire is on
maternity leave, and two others in curatorial are sick as well
with that flu that’s going around at the moment. Sorry, but I
can’t.” Julie frowned and left without a backward glance. I’ll
be at research soon enough on Thursday anyway, thought Jason.
Later that day Jason received an e-mail message from Julie:
Jason, There has been a change in your work arrangement to start
this week. The assistant director and I have decided that
instead of working in curatorial three days and research two
days, you will now work in curatorial only two days, and then on
Wednesday switch over to research for the rest of the week.
Julie. Jason began to feel panicky.
The whole point of this job was to gain curatorial experience,
which was why he had changed his PhD status to part-time. He
went to see Rosie to see if she could get his work days changed

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back. Unfortunately Rosie just confirmed the arrangement.
“There’s nothing I can do about this, Jason. I wish I could, but
Julie helped me get this job. You’re a valuable member of
curatorial, and we both know everyone on the team is flat out
with the others away sick or on leave. Julie has more authority
than me and is good friends with the assistant director.” When
Jason arrived in research on Wednesday, Julie told him that the
desk arrangements were to be changed around. His desk was now
visible from her office at all times. Other things began to
change in research as well. Julie rarely spoke to him except to
pass on job assignments. And because he was there an extra day
each week, he was able to complete his tasks without having to
stay after hours. Jason was pleased about that. However, as the
weeks passed, there were not enough tasks to keep him occupied,
and he was told to find something to do. He felt as if he was
wasting his time, especially because curatorial continued to be
short-staffed and research was now brimming with staff and
limited work. Jason hated that sometimes he had to pretend to be
busy.
To make matters worse, when he would arrive at work Julie had
started to remark, “So now you’ve decided to turn up to work” or
“Getting your beauty sleep, were we?” His fellow researchers

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began to chime in with similar snide remarks, like “While you’ve
been having your coffee, we’ve been at work since 8 a.m.” It was
getting unbearable in research for Jason. Even though his
colleagues were talking to him now, he much preferred it when
they were not. Jason was unhappy. He was at lunch with some of
the curatorial staff and told them about the e-mail message.
“You’ll just have to do the time with research and hope that you
get back on the good side of Julie. She may eventually change
things back so that you can work more in curatorial. She’s a NAG
who likes to use her power over others. It’s happened before.”

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II – Synthesis
The case of N.A.G illustrates an employee, Jason who is
attempting to gain experience in the curatorial department of an
art gallery for his PHD. Jason begins experiencing issues with
the management. Because there is not enough work in the
curatorial department, he is forced to split his weekly hours
between the curatorial department and the research department.
Although he does not desire to do research and finds he is far
more experienced in the curatorial side of things, he decides to
cooperate with management and work in both departments. Jason
begins his research work and finds himself in a very mundane and
unpleasant atmosphere and asks the Research Manager, Julie, why
the employees in this department were not courteous. Julie then
begins making advances at Jason which causes him to feel
uncomfortable. She abuses her power to make changes in Jason’s
schedule so that he works the majority of the week in her
department. Jason is caught in a situation which reflects low
morale and poor leadership.

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III – Questions
A. Positive Questions
1. What motivates Jason to stay at Nirvana Art Gallery?
2. How Jason manages to adapt the work environment in research,
allowing minimal communications and disrespectful attitudes
from employees towards others while in curatorial department
is totally the opposite?
3. In what way did Jason manage his work load in both
departments?
B. Negative Questions
1. What happened to Jason’s perception upon the compliments
Julie gave him in the research department, and in what way
it affects his work environment and his job duties towards
it?
2. Upon receiving an e-mail from Julie regarding the new
schedule of his work, how did Jason response to it, and how
did it affect Jason’s work?
3. Jason’s values and attitudes affect his job satisfaction and
his organizational commitment, how?

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IV – Answers
A. Positive Answers
1. Jason’s motivation in staying at Nirvana Art Gallery is
because he wants to gain experience in the curatorial
department of an art gallery for his PHD.
2. He is always in good spirits from Mondays to Wednesdays
because he works at curatorial unit, and he enjoys the work
environment of his curatorial team, despite his twice a week
in research. He manages to adapt the work environment in
research, allowing minimal communications and disrespectful
attitudes from colleagues is because motivates himself that
he only works at research twice a week and he still has a lot
of time in curatorial department. Although he does not desire
to do research and finds he it is far more experienced in the
curatorial side of things, he decides to cooperate with the
management and work in both departments.
3. He used time management by asking permission to the research
management to stay late or to have overtime because he wanted
to finish his work right away, also because he is falling
behind others due to colleagues gave him tons of workloads.

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B. Negative Answers
1. Jason’s perception upon the compliments Julie gave him in
the research department, at first, he appreciated it because
at least someone is talking to him now unlike before and
because he appreciated the attention by the management.
Though, the following days after, he notices that Julie
complimented his appearance inappropriately and it made him
uncomfortable. It affects his work environment because it
leads to the wrong impressions of colleagues due to he also
works late at night and consistently praised by Julie.
Jason’s work continued to be done on time the following days
meaning he doesn’t have to work late anymore, meaning he did
not to put up with whispers or silent stares he got from his
research colleagues and to limit the controversies between
him and Julie created by his colleagues due to Julie’s
inappropriate comments.
2. Upon receiving an e-mail from Julie regarding the new
schedule of his work, Jason began to feel panicky because the
whole point of the job was to gain curatorial experience, and
it affect Jason’s work because he was unhappy in the research
department especially when he felt as if he was wasting his
time, especially because curatorial continued to be short-

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staffed and research was now brimming with staff and limited
work which lead to, Jason hated that sometimes he had to
pretend to be busy. In addition, it made it worse than what
he expected it to be, when he arrived at work late, Julie
commented about it harshly and fellow researchers began to
chime in with similar snide remarks, like as if he has less
work done rather than them. It was getting unbearable for
Jason even though his colleagues were talking to him right
now; he much preferred it when they were not.
3. Jason’s values and attitudes affect his job satisfaction and
his organizational commitment, because of different work
environment, unequal workloads, poorly managed management
structure, lack of communication towards the authority from
both departments; research and curatorial, low morale and
poor leadership too. Like for example, Rosie couldn’t do
anything about it because Julie has more authority than hers,
and because of Julie, Rosie is in that position. In addition,
a staff from curatorial also said that, “Julie likes to use
her power over others. It’s happened before.”

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V - Key Concerns, issues, dilemmas
1. Work load in different departments
2. Influential relationships between upper management
3. Inappropriate comments from the Research Manager to her
employee
4. Power abuse
5. Disrespect from co-workers
6. Attitude/culture of research department
7. Employee is not happy in his split position, but will
compromise to gain the necessary experience for his PhD
A. Root Causes of Concerns
1. Poorly managed management structure
2. Unequal power distribution between managers in different
departments
3. Restricted communication pathways
4. Poor communication from manager to employee in regards to
the department atmosphere
5. Sour culture and background of department atmosphere
6. Lack of enforced policies and a clear reporting system
7. Manager allowing minimal communications and disrespectful
attitudes from employees towards others
8. Overtime at work

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V – References
McShane, Steven L. and Glinow, Mary Von., Human Behavior in
Organization, 4th
Edition.
McShane, Steven L. and Glinow, Mary Von., Organizational
Behavior, McGraw-Hill, 2005.
Ph.D. Medina, Roberto G., Human Behavior in Organization, REX
Bookstore