Ob : All the Wrong Moves

ORGANIZATIONAL BEHAVIOR-I role ANALYSIS All the Wrong Moves Submitted to Dr. Saleena caravanserai Asst. Professor, OB & HRM Area IMT, Nagpur Submitted By GROUP-1, SECTION-A Aakanksha Garg 2012001 Abhinav Aggarwal 2012007 Abhishek Gupta 2012013 Abinash Dash 2012015 Aditya Mohan 2012022 Akash Agrawal 2012029 Anant Kr Ajmera 2012040 Ankita Pandey 2012051 Introduction This vitrine is ab unwrap a beau monde Nutrorim which was founded in 1986 by an thoroughgoing farmer and his wife.Nutrorim manufactures heterogeneous lines of vitamins and nutritional supplements. The case is about the f polices in final examity qualification transition of the caller-out. scram Rifkin is the main character of the case who tries to purify the ends move over by the caller-out at the time of crisis or oppositewise. The employees of the club touch mixed and different reviews over the aforesaid(prenominal) words. Don the CEO of the alliance tested to find out the feedbacks with the help of consultants. tour going through the case we well- move to find out the main reasons for miserable last making of the follow and tried to find the solutions for the same.Background Nutrorim which was founded in 1986 by an organic farmer and his wife had been at the conduce of its field. Nutrorim s overlaps had gained national attention and the companys organic, performance-enhancing supplement powder iron heel Up had g iodin through the jacket crown due to an endorsement by a famous Olympic athlete. This lead the Nutrorim to take away hundreds of new employees, expand its returnion facilities and acquire two vitamin firms. Nutrorim went human race in the division 1997 and by 2002 Changeup was the better(p)-selling performance-enhancing sports powder on the market.Don Rifkin who joined Nutrorim as CEO in 1989 had tried hard to foster a happy, participatory, democratic culture at Nutrorim. Steve fording was the head of the R&D section of Nutrorim. But during the historical nonpareil year, Nutrorim had suffered from a spate of bad closes. A consultant was hired to review the companys decision making affectes that had various(prenominal) interviews with senior coachs. Objectives * Understanding the importance of nonsubjective analysis and oversight at strategic level decision making in an organisation Necessity to feel a firm and clear hierarchy indoors an organisation for rough-and-ready decision making in face of crisis. * Understand adopt for a Leader to identify the expertness that his subordinates watch and dish outing them responsibilities accordingly for test an organisation effectively. * Understanding the ineffectiveness arising out of decision making process in an organisation if it is too democratic at strategic level. Analysis The said company was presented with an accusation that their product was making populate sick.The companys options were to keep the potentially dangerous product on the shelves, which could tur n into a law suit, or to accept the costs and do a recall. In concussion of the carrousel managers there were huge disagreements on who should relieve oneself the most power in the decision-making process and there was little organized discussion and non all the voices were being heard. in that location was a lack of centralized lead that was able to weigh all the voices and sacrifice a more discerning decision. The military commission members were non unified on what should truly be do.Employees in positions of power did not ask the right motilitys to make sophisticated decision. The decision to recall Charge Up was made under a deal out of uncertainty and was the facts were not analyzed soundly in the first place taking decision. The company knew the consequences of recalling or leaving the product on the shelves. This decision was a non-programmed decision that should be made by top managers. The situation was brought to a local radio station and the company began to panic that the information would go public ruining the companys reputation. on that point are too more good deal giving their inputs and many took the accusations in soul which limited objective, productive discussions on what was the best action for the company to take. The company inescapably to shape a person or a small group of people that are able to take wake up in times of crisis in effect to manage discussions better and make the ultimate decision. The leadership should be able to question or conduct research of cases ring their dilemma. The Leadership here wasnt effective in identifying the expertise of its members which at times created conflicts within the team.Solutions * Nutrorim lacked a definite image for taking actions when decisions are to be interpreted especially when a time was a constraint. * Don was correct when he wished to consider a little democratic court to taking decisions but relying completely on consensus resulted in beating around the pubic hair too often and wasting a lot of time. Taking triune perspectives of sounding at a problem and decision its solution can be done systematically by the process of one by one feedback but the final decision must rest on the C. E.O and the concerning department head as a decision taken by a majority vote may not be correct as the public expertise of employees participating in the meeting shall be vivid (It depends on the athletic field where the problem is arising). * In this case when Nutrorim was incriminate of causing gastric problems to its customers a well-timed(a) action was imperative as the name of the brand was at stake. Calling multiple meetings was a waste of time and actions should have been taken by Don as a leader himself after earreach to every ones views. He should have instructed PR Director to immediately revert to the calls she got from the media person (radio station) to let the public know that since such an investigation is taking place the comp any gives maximum priority to its customers health and it shall even consider a recall till the time the investigations were undefiled by the health department. This action would make the public aware that the company was not trying to hide something under the carpeting and it was cooperating with the health department. A decision has to be taken with all the facts and perspectives in thinker and not just taken because its to every ones taste. Ones the rationale is clear tail assembly the plan of action for addressing the problem at hand, the chair shall immediately ensure its timely execution. * Corporate culture was not sound. Steves behaviour towards Nora was inappropriate and his behaviour should have been condemned and sorted out by Don. Its very essential for employees to work cordially for healthy functioning of an organisation. Presence of a Knowledge department in the company keeps a record of effective level of actions taken by other companies at the time of similar crisis in the past helps to take timely measures effectively. Learning from others helps in decision making. Theoretical Relations * jump rationality He could perceive that recalling the product is the only plan of action. He didnt explore other options. * Rational decision making He measured the options, took feedbacks from the other employees, and did a thorough study before taking a decision. Pro-active personality He takes initiatives, has decision making abilities. * Employee engagement He engages all the employees of the company in decision making process. * Workforce diversity in that location is diverse workforce in the company. managerial learning * A manger should image skills of each team member and assign them responsibilities according to their areas of expertise. * Controlling power A manager should have firm laterality over the decision making process in the organization and should also be an effective team leader. Coordination A manager should be able to establis h coordination among the employees. There should not be conflicts among the employees if any consequently manager should intervene and resolve the same. * counterpoise between democratic and dictatorial approach path A manager should not be too democratic as well as dictatorial in decision making. REFERENCES United States Edition , entitled organizational Behavior, 14th Edition, ISBN 9780136124016 by Robbins, Stephen P. , Judge, Timothy A. , print by Pearson Education Inc. , publishing as Prentice Hall 2011