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1. CASE: I Pushing Paper Can Be Fun
Q1. What performance problem is the captain trying to correct?
I’ve got a real problem with my officers. They come on the force as young, inexperienced
rookies, and we send them out on the street, either in cars or on a beat. They seem to like the
contact they have with the public, the action involved in crime prevention, and the apprehension
of criminals. They also like helping people out at fires, accidents, and other emergencies.
The problem occurs when they get back to the station. They hate to do the paperwork, and
because they dislike it, the job is frequently put off or done inadequately. This lack of attention
hurts us later on when we get to court. We need clear, factual reports. They must be highly
detailed and unambiguous. As soon as one part of a report is shown to be inadequate or incorrect,
the rest of the report is suspect. Poor reporting probably causes us to lose more cases than any
other factor.
This shows that the captain is trying to demonstrate the problems he faced, during the seminar to
have a remedy in return. Moreover, he thinks that the hiring of inexperienced young ones who do
not have sufficient role perception and neither are competent is the gist cause of problem, which
leads to avoiding the paperwork or recording the history of whole day working for further
processing. This poor reporting creates problem in court where there is always need of
unambiguous and highly detailed reporting. In overhaul, employees are not motivated neither
aware of the job they have to perform nor that's what captain is trying to correct.
Q2. Use the MARS model of individual behavior and performance to diagnose the possible
causes of the unacceptable behavior.
Following may be involved in possible causes of unacceptable behavior:
1. hiring of inexperienced recruits
2. insufficient training programs

2. 3. no "Person-Job Matching" criteria is followed
4. no Role Perception in minds of officers
5. low motivation or Morale Level
1. hiring of inexperienced recruits:
The individual behaviors and performances have a direct impact on the level of
experience a person has. Similarly, when young in experienced recruits who are not
exposed to the work experience before, are hired in force and are expected to perform
practical and written work so delicately, then this perception is totally wrong.
2. Insufficient training programs:
Insufficient training programs are even a factor leading to insufficient performance made
by officers. If there had been a training session in which every officer was told and
exercised that he had to pen down what he had done the whole day, in an accurate
reporting way, the problem of disliking of paperwork would not been possible.
3. No "Person-Job Matching" criteria is followed:
The officers in this case study are hired neglecting to the fact that whether the person's
abilities are matching with the job requirements or not.
4. No Role Perception in minds of officers:
The main problem is that the officers when get back to station after attempting practical
performance, do not do the paper work because they do not like it. This clearly states that
these officers do not have a clear cut Role Perception in their minds neither
acknowledgment about the job description. It’s not in their perception or belief that if
they won’t do the paper works their organization and ultimately them is going to suffer.
5. Low motivation or Morale Level:

3. Motivation is an insight driving force. If this driving force isn't there in an employee, he
is not going to drive towards the main motive of his organization. Same is the case with
this case study, officers here are not motivated might be due to unawareness of
organizational or personal goals.
Q3. Has the captain considered all possible solutions to the problem? If not, what else
might be done?
In the given scenario the major problem under discussion is the lack of determination and
interest of the officers towards the written description and documentation of the crimes. Officers
are termed as “Rookies” here as they are quite young, immature, inexperienced and seemed a bit
irresponsible for their work of reporting the crimes, antisocial behaviors, corruption, misconducts
etc. Rather they are sent to streets, on police cars or on beat with a trust to work and they rather
seemed satisfy and happy with their duties to contact public in different matters, to face difficult
situations i.e. crime preventions, apprehensions of criminals, save people from fires, accidents
and other emergencies.
But still the real problem arises with their attitudes when they come to contact with the written
recording of their crimes. They appeared rather discriminate against the paperwork of reports
against criminals despite of the fact that if any one part of the report is incomplete or
misinterpreted due to any ignorance, the whole case can become spoiled or distorted.
The ultimate solution reorganized in the scenario to this problem is to motivate the officers to
bring clear detailed, factual and unambiguous reports with them. But at the same time there is a
problem that how to motivate them i.e. it requires finances to reward them on their performances,
conducts performance appraisals etc. He could not recognize how to make job interesting for
them. So the ultimate solution to this problem might be to conduct surveys, seminars, discussion
meetings etc to develop their interest towards the literature. This can be done with minimum cost
and finance i.e. they can trained officers through the high authorities by giving lectures through
them. Highly skilled officers can motivate them to do their job effectively and efficiently through
motivation, their abilities, competencies, person job matching and role perception i.e. he have to

4. built courage and determination to employees to use their skills, knowledge, abilities and
aptitude and other characteristics in the execution of paperwork. They have to just urge them or
polish their characteristics.
Similarly they have to match individual’s competencies with job requirements. There are three
approaches to matching individual competencies with job requirements. One strategy to select
applicants whose existing competencies best fit the required task. Or the 2nd strategy is to provide
training so the employees develop required skills and knowledge and the third strategy might use
is to redesign jobs so employees are given only tasks within their capabilities. Every matter
needs detailed analysis and should be based on facts and figures conducted from nature and all
the possible consequences.
The captain could follow the strategy to redesign the job so that the employees are given tasks
within their capabilities. The captain has to identify the officers that have strong written
communication for the job of the paper work. The officers right on the streets performing face to
face interactions with public, keep providing continuous reporting information to the
officers sitting in the office by walky-talky or any other communication device possible. These
officers after obtaining information write accurate reports in order to avoid losing more cases
than another factor.
CASE: III The Shipping Industry Accounting Team

5. 1. What type of team was formed here? Was it necessary, in your opinion?
In my opinion, it was necessary because all three firms made an agreement to not centralize the
business around one office. Employees from the different areas of the country were put into
teams and needed a way to communicate with each other.
2. Use the team effectiveness model in Chapter 9 and related information in this
chapter to identify the strengths and weaknesses of this team’s environment, design,
and processes.
A team is called effective when it achieves its objectives, helps individual team members to
fulfill their needs, and is able to maintain the commitment of its members so the team does not
fall apart (p. 187).
STRENGHTS:
1. Environment: no strengths
2. Design: The group is small and consists of other people with similar positions in the company.
3. Processes: no strengths
WEAKNESSES:
1. Environment: Employees are not rewarded for team performance. The team has not
established a mode of communication that they all agree upon.
2. Design: The team consists of four members which may not be productive as it is easier for
employees to choose “sides” during a disagreement. The members of this team are in similar
positions in the company which does not contribute any team diversity. The tasks assigned to the
team are difficult as the accounting processes have not yet been unified by all of the companies
across the country and causes time to be wasted collaborating information.
3. Processes: The stages of team development were not properly established-the team has never
had a chance to meet face-to-face to be able to get to know each other and to know the other
members’ boundaries and agree on their objectives and establish their roles. There is little
TEAM COHESION (p. 195) because the members have a difficult time reflecting their social

6. identity with the group. There is little interaction between the team members. Team cohesion is
reduced as team success declines.
3. Assuming that these four people must continue to work as a team, recommend ways
to improve the team’s effectiveness.
First, the team should establish how they will continuously communicate with each other. They
should decide on certain virtual meeting times during the week to decrease the frustration of
missing each other due to time zones and different work schedules.
They need to choose a “team leader” who will coordinate the team and the team objectives. They
should get the chance to meet in person so that they can have a chance to establish their norms,
and work out their disagreements properly. Each person should have assigned roles in regards to
the strategic plan, and they should establish a certain time of day when they will go over their
new inputs together.
CASE: IV Conflict in Close Quarters

7. 1. Identify the different conflict episodes that exist in this case. Who was in conflict
with whom?
There are three different conflicts that can be noticed from the study and these are as under:
First, conflict between two Russian cosmonauts, who generally did not get along and got into a
fistfight that left blood splattered on the chamber walls.
Second, conflict between Judith Lapierre, one of three international researchers and Russian
commander who try to kiss her, regarded as sexual harassment.
Third, conflict between international crews and The Russian Institute for Biomedical Problems
(IBMP), caused by IBMP’s respond toward international crews’ complain about the unpleasant
behavior of the Russian cosmonauts.
2. What are the sources of conflict for these conflict incidents?
The two Russian, who generally did not get along, are under alcohol. It makes them not clearly
think about what they do or say which probably cause a fight between them. The Russian space
agency should not allow them to drink.
 The Russian commander did a sexual harassment to Judith Lapierre. He grabbed and
dragged her out of view of the television monitoring cameras, so there will be no one to
see, he kissed her aggressively – twice. Even when Lapierre had fought him off, he still
tried to kiss her again.
 IBMP’s response due to international crew’s complain about the Russian cosmonauts
behavior are displeased. Instead of giving a solution, IBMP replied that the incidents
were part of the experiment and they should solve their personal problem by themselves
while it never been inform in the first place of recruitment.

8. 3. What conflict management style(s) did Lapierre, the international team, and Gushin
use to resolve these conflicts? What style(s) would have worked best in the
situation?
Judith Lapierre defense herself by fought The Russian Commander off. It was known by
competing when the conflict is seen as a win-lose situation and the will to win dominates.
Conflicts are resolved by one person winning and one person losing. In this case, Judith Lapierre
was losing when the Russian Commander still tried to kiss her again the next morning.
 The international team use avoidance to solve their problem. After complaining to IBMP
and did not get a satisfied response, one of the international team from Japan quit. The
person sacrifices their personal goal and stay away from the issues over which the
conflict is taking place and from the people they are in conflict with. He prefers to
withdraw (physically and psychologically) from a conflict than to face it.
 Gushin was accommodating the conflict by giving comment that the kissing just a
differential of cultural perception. He tries to describe that the kissing thing is not a big
deal. Gushin try to avoid conflict in order to maintain harmony, so the conflict will be
stopped.
 The style that would have worked best in these situations would have been through
compromise. They will give up part of their goals and encourage others to do the same in
order to obtain a solution to the conflict. This style encourages a common middle ground
by sacrificing parts of their goals and relationships in order to find a solution that all
parties will be satisfied with.

9. CASE: V Hillton’s Transformation
1. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.
The organization’s culture could be described as one of entitlement and comfort. Neither the
elected city council members nor the city manager bothered the department managers about their
work. There were few costs controls because rapid growth forced emphasis on keeping up with
the population expansion. The public became somewhat more critical of the city’s poor services,
including road construction at inconvenient times and the apparent lack of respect some
employees showed towards taxpayers. Moreover, in less than two years Hillton had eight senior
or departmental managers hired from other municipalities who played a key role in changing the
organization’s value system
a. Earlier Corporate Culture
 Inward Focused
 Employees treated as family
 Autonomy
 Job security
 Few Cost Controls
 Expansion
 Inside Workers
b. Emerging Corporate Culture
 Outward Focused
 Save money
 Employees treated as employees

10.  Hire the best people for the job regardless of background or whether they are in the
company or not
2. Considering the difficulty in changing organizational culture, why did Hillton’s
management seem to be successful at this transformation?
One of the most significant changes was that the outside departments no longer held dominant
positions in city management. Most of the professional managers had worked exclusively in
administrative and related inside jobs. Two had Master of Business Administration degrees. This
led to some tension between the professional managers and the older outside managers.
Therefore, by replacing the top management with people whose backgrounds are congruent with
the new corporate culture they are practicing “drasting unlearning” a form of cultural change
known as coercion. By cutting out the driving force behind the old values the management team
has new room to expand and change the old culture to fit their desired outcome. In essence the
managers are practicing “deculturation” as seen in mergers to change the culture of a company
that has been acquired. The company’s new view is focused on creating an “Adaptive culture”
where their focus is on the people of the city. This “citizens needs first” approach is one that will
help the company continue to build and grow because it is the citizen’s opinions and needs that
will direct their change.
3. Identify two other strategies that the city might consider to reinforce the new set of
corporate values.
Two other strategies that the city might consider to reinforce the new set of corporate values are:
1. Team Building
 Team Building

11.  Team Cohesion
2. Increased Employee Involvement
 Employee Involvement
 Employee Engagement
 Tall and Flat Organizational Structure