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OB(Case Study)

OB(Case Study)

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Published by abdulhadiqureshi
What is Organizational behaviour/.
this assignment is given to our group by Sir Mumtaz ali Jonejo
What is Organizational behaviour/.
this assignment is given to our group by Sir Mumtaz ali Jonejo

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Published by: abdulhadiqureshi on Dec 13, 2008
Copyright:Attribution Non-commercial


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Do Corporate Leaders Have It All WrongWhen It Comes to People?
Gallup’s Marcus Buckingham thinks that corporate leaders have it allwrong when it comes to fostering talent within their organizations. Itmay sound like common sense, Buckingham says, but if you are goingto succeed, you have to play to your strengths. “It is intriguing,” hesays. “All of the best managers we have studied say focus on yourstrengths and manage your weaknesses. It seems so crushinglyobvious. And yet all of the companies we’ve looked at say theopposite. It’s not like they are slightly wrong—they are totally off. Theysay maintain a person’s strengths and focus all of your time on fixingthe weaknesses.”For the past 15 years, the 35-year-old Buckingham has studied theconnection between workplace performance and bottom-line results formany of Gallup’s clients, including Toyota, Wells Fargo, and Disney.Recently, Buckingham completed a Gallup study that helps corporateAmerica measure a culture’s impact on company performance. For thestudy, Buckingham first identified 12 core traits of a healthy workatmosphere (dubbed “Q12”) such as workers feeling actively engagedin their work or whether workers have had the opportunity to learn andgrow. Then, using more than 30 years of corporate data collected atGallup, Buckingham measured how these factor contributed to acompany’s success. So far, corporate America is failing the test.On average there is an inverse correlation between length of serviceand a positive Q12 score, according to the study. “What it means is thelonger you stay in your job with a company, the less engaged youbecome,” Buckingham says. “So [this study] makes it very specific.Despite all of the money that we are spending on leadership andmanagement development, we actually depreciate our human capital.“We all say that human capital is one of the few assets that a companyhas that can generally appreciate,” he says. “And yet, according to thehumans within that human capital, over time they actually becomeless clear about their expectations, less cared about, less well-cast intheir job.Corporate America is founded on three flawed assumptions, saysBuckingham. First: Everyone who excels at a particular job does it inthe same way. A good example of how this assumption is wrong, saysBuckingham, is the founding fathers of America, each with their ownpersonal style. “It would have been ludicrous to say, ‘John Adams, youneed to be less belligerent and calmer like Thomas Jefferson. Thomas Jefferson, you are a terrible public speaker; you need to become like John Adams,’ ” he says. “The only thing those leaders had in commonwas they created the same outcome. People followed them.”
 The second flawed assumption: Everything can be learned. “If youthink about it, one of the reasons that current performancemanagement systems are so popular is because of the success of process improvement initiatives like Six Sigma,” Buckingham says.And if you play this out, Six Sigma has a very good reputation becauseyou can take a process and endlessly rework it until all of the kinks aregone. Because a process is endlessly malleable, you can keep playingaround with it. The problem is we have become so enamored with that,we’ve applied it wholesale to people. And we have forgotten thatpeople and process are made of different things. You aren’t endlesslymalleable. There are some things about you that you can change, butthere are some things about you that you are never going to change.” The third flawed assumption is that corporate America believes fixingweaknesses will lead to success. “Fixing weaknesses will preventfailure,” Buckingham says, “but that’s a different thing; it’s damagecontrol, not development. It gets you from minus six to zero.”Buckingham hopes that his projects will be a call to arms for CEOs tobegin actively measuring what really matters. “What we are givingCEOs is a way for them to shine an accurate light within their companyto say, ‘How strong is our culture? Where is it getting stronger? Whereis it getting weaker? What’s the range?’ Buckingham says, “If you want to build a stronger culture, you hadbetter answer one question right: What is the best way to improve oneperson’s performance? If you can answer that question, it will informeverything that you do.”
Case Summary
Buckingham says, but if you are going to succeed,
you have to playto your strengths
. It means that you have to go to your strengthsrather than fixing just weakness. Normally it is said that focus on yourstrengths and maintain your weaknesses but what is practiced is thatcompanies do opposite to it by maintaining their strengths & givingtheir all focus on fixing weaknesses 35 year old Buckingham observedthe impact of the culture on the performance of corporate America bystudying the performance and bottom-line results for many of Galup’sclients, like Toyota, wells forge, Disney.
What is the Q12?
 The Gallup Q12 is a survey designed to measure employeeengagement. The instrument was the result of hundreds of focusgroups and interviews. Researchers found that there were 12 keyexpectations, that when satisfied, form the foundation of strongfeelings of engagement. So far 87,000 work units and 1.5 millionemployees have participated in the Q12 instrument. Comparisons of engagement scores reveal that those with high Q12 scores exhibitlower turnover, higher sales growth, better productivity, bettercustomer loyalty and other manifestations of superior performance.
 The Gallup organization also uses the Q12 as a semi-annual employeeengagement Index a random sampling of employee across thecountry.
The engagement index slots people into one of threecategories.
employees work with passion and feel a profoundconnection to their company. They drive innovation and move theorganization forward.
employees are essentially “checked out.” They aresleepwalking through their workday. They are putting in time, but notenough energy or passion into their work.
Actively Disengaged
employees aren’t just unhappy at work;they’re busy acting out their unhappiness. Every day, these workersundermine what their engaged co-workers accomplish.
The Q12 Index
1. Do I know what is expected of me at work?2. Do I have the materials and equipment that I need in order todo my work right?What do Iget?3. At work, do I have the opportunity to do what I do best everyday?4. In the past 7 days, have I received recognition or praise fordoing good work?5. Does my supervisor, or someone at work, seem to care aboutme as a person?6. Is there someone at work who encourages my development?What do Igive?7. At work, do my opinions seem to count?8. Does the mission or purpose of my company make me feelthat my job is important?9. Are my coworkers committed to doing quality work?10. Do I have a best friend at work?Do I belonghere?11. In the past six months, has someone at work talked to meabout my progress?12. This past year, have I had opportunities at work to learn andgrow?How do we allgrow?
Study reveals that there is inverse relationship between length of service and Q12 score, means longer you stay less you are engaged.According to Buckingham he does not want to invest more onleadership and management, and says that length of service makes ahuman careless about a job. The corporate America is based on threeAssumptions these are:1.Everyone who excels at a particular job does it in a same way.

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