MGT430

INTRODUCTION TO ORGANISATIONAL BEHAVIOUR

INDIVIDUAL ASSIGNMENT 1
(CASE STUDY)

FACULTY & PROGRAMME:

BACHELOR OF ACCOUNTANCY (Hons.)

PREPARED BY:
MUHAMMAD AMMAR BIN KHAIRUL RIZAN

GROUP:
TAC2205E

PREPARED FOR:
MADAM KARTINI BINTI MAT RASHID

SUBMISSION DATE:
18/11/2022
 INDIVIDUAL ASSIGNMENT 1 (MGT430)

Case Study – Chapter 2

Q1 Apply the MARS model to explain how Mother Parkers improve safety in the
workplace.

MARS model of Individual Behavior stands for motivation, ability, role perceptions and
situational factors indicates the knowledge of individual behavior in a working environment.
This model presents a good personality, values, and a good perception among employees. From
the articles of ‘Promoting Safe Behavior at Mother Parkers’ by Steven McShane, MARS model
will be applied to explain how Mother Parkers improves safety in the workplace.

First, employee motivation. This factor has been applied by Mother Parks to increase the
employees’ performance. She supports safe behavior by investing in employee training which
can motivate the employee behavior in the workplace. Staff learn safety procedures before they
are allowed to enter the production floor. Besides, they learn about new safety technology and
practices from community experts at special health and safety day events. This action will
affect a person’s voluntary choice in terms of direction and persistence. Not only that, but
employees will also feel valued and motivated towards the priorities of Mother Parks. Thus,
the goal of the organization can be achieved.

Second, employee ability factor. Employee ability can be defined as aptitudes and learned
capabilities required to successfully complete a task. This can be seen in what Khan says, “We
wanted to empower the operators to recognize hazards in their work area”. Mother Parks also
prioritize the employee involvement in safety issues, so decisions are based on a full
complement of knowledge from employees, not just from management and outside experts.
Furthermore, she held numerous “ergonomic blitzes” whereby an external consultant and
production staff conduct an intensive review of health and safety concerns in their workplace.
So, the knowledge and skills from outsiders are important for developing employee behavior.
 Moreover, role perceptions understand the job duties assigned and expected of us. As an
example, this factor can be clearer when we understand our tasks or accountable consequences,
task/performance priorities and task/performance priorities. By applying to Mother Park’s
situation, she developed a special cross-functional team from “ergo blitzes” to serve as role
model for safety behavior and as valuable sources of safety knowledge. This action can make
the role perceptions of the individual more accurate and efficient in job performance. It also
can give better coordination with others as well as improve their motivation.

Finally, the situational factor. This can be defined as environmental conditions beyond the
individual’s short-term control that constrain or facilitate behavior. Contractors must stay
focused on completing the safety training program before their project begins. Mother Parkers
and the contractors have been cooperating to go through the education. So, as the time arrives
contractors understand the risk, bring protective equipment, and understand what they need to
make the workplace safe for them. The key in this factor is about safety that has been applied
by Mother Parks in the workplace.

In a nutshell, MARS model can influence individual behavior as well as improve employee
performance in the workplace.

Q2 Referring to Schwartz’s model, which values that this company practices. Justify your
answer.

By referring to Schwartz’s Values model, the value that the company practices are
openness to change and self-transcendence. For the first one, openness to change is defined as
motivation to pursue innovative ways. This can be seen when the staff learn about new safety
technology and practices from community experts at special health and safety day events. Besides,
employees participate in safety issues, so decisions are based on a full complement of knowledge
from employees. This will educate them to change their motivation to pursue innovative ways.
Moreover, the situation done by Mother Parks shows conformity of the external parties as the
employee obey their standards, rules, and laws in the workplace.
 Self-transcendence from Schwartz’s Values model has been practiced by Mother Parks
when she reminds everyone that safety is an important part of everyone’s job. Self-transcendence
is a motivation to promote the welfare of others and nature. She said that their production meetings
and shift handovers will begin by talking about safety. Furthermore, they must understand the risk,
bring protective equipment, and understand what they need to make the workplace safe. This
situation shows self-transcendence in the Schwartz’s Values model as they are protecting the
welfare of other people and nature.
Case Study – Chapter 3

Q1 What symptoms in this case suggest that something has gone wrong?

The symptoms in this case suggest that something has gone wrong are the employees
appeared to be concentrating on their jobs without noticing the new manager in the corporation.
They should show their respect to the new employee. Besides, no one from the shop floor was
invited to the meeting, unless there was a specific problem. Superior should care about employee’s
voice as it is important too. Next, the management had separate washrooms, separate lunchrooms,
as well as other perks that floor employees did not have. This shows that the management had
bridged the gap between the superior and employee. Moreover, Tony who worked at the machine
next to John’s, then cursed and said that the office guys only care about schedules, not about the
people down the floor. This is not a good behavior as they must balance between the work and the
people down the floor. Not only that, but the manager also became the messenger for the office to
floor shop communication. Sometimes, office guys must join the floor shop to get better
communication between superior and employee. Last but not the least, George, the vice president,
only communicates with floor staff via memos to avoid direct confrontation. The atmosphere at
work is quite unhealthy.

Q2 Explain in this causes of these symptoms using your knowledge of self-concept and
perceptions concepts and theories. Analyze the case facts separately for each theory and refer
to the symptom(s) that the theory explains from the facts.

Symptoms above have their own self-concept and perceptions. First, the symptom on the
noticed of the new manager by the employee. This is related to the theory of perception which is
the process of receiving information about and making sense of the world around us. It will
determine which information gets noticed. The specific perceptual process for this symptom is
about self-fulfilling prophecy in which can be defined as the perceptual process in which our
expectations about another person cause that person to act more consistently with those
expectations. Employee’s behavior did not match with supervisor expectation. That is why the
manager did not feel valued by their employees.
 Besides, the symptom of not including the shop floor on the meeting unless there was a
specific problem can be related to the self-evaluation. This shows that the management is low in
self-esteem as they do not respect and care about their employees’ voices. Their complexity,
consistency, and clarity are their defining traits. The management has undergone the social self-
processes by which they identify themselves in the business as outstanding management capable
of handling every situation alone, without assistance from the workforce.

Finally, the perception of stereotype can be seen in the symptom of the management had
separate washrooms, separate lunchrooms, as well as other perks that floor employees did not
have. Stereotyping is Assigning traits to people based on their membership in a social category.
They considered themselves to be superior and deserving of greater treatment. Stereotyping,
however, merely overgeneralizes because not all members of the category are represented.

Q3 Would you recommend to the manager and company overall to improve the situation
(reduce or remove the symptoms) in the future. Provide recommendations for both
immediate and longer-term actions.

I recommend the manager and company improve the situation for both immediate and
longer-term actions to participate all employees especially in the meeting. This is because the
management can hear out everyone’s voices on all issues that are related to the company. They
can share their own ideas and knowledge to improve performance in the working environment.
The problems and obstacles can be solved by discussion between all employees and superiors.

Besides, the management can close the gap between the office guys and office floor by
taking good care of their employees rather than the schedule. Not only that, but the company can
also combine the separate lunchroom, washroom as well as other perks that floor employees did
not have. This can prevent a negative perception between them as well as strengthen friendships
in the working environment. To get to know one another, the management should all eat lunch
together. The corporation can organize yearly activities for the employees' camaraderie, such as a
staff party or a family day.

Finally, the company should educate all the workers to not make quick assumptions of
others. For instance, neither the management nor the floor staff should assume that the other will
engage in direct conflict. Both parties should assume that they have something to learn from the
other. Missed signals and hastily made assumptions are two of the largest barriers to effective
communication in the workplace. Don't assume that an employee is a slacker right away if they
aren't performing as well as they should in an area. Instead, offer a non-aggressive setting where
you can explore the issues and inquire with the employee about how things are going.