Organizational Behavior and Change Reception in Wing It:

Organizational Behavior and Change Reception in Wing It:

Abstract

The core matter of this case study gets based on the satisfaction of employees as well as the employees’ engagement in Wing It, a food franchise that focuses on only selling chicken wings as a fast food commodity. The case rests on a conflict of interest between the supervisory manager and the employees under him, as brought forward as a key concern by the general manager. The low and very negative approaches and apparent attitude displayed by the supervisory manager affects the employees by forming a negative point of view in them, thus translating to a shoddy work’s ethic. The performance of the employees has hit rock bottom in the recent past, bringing the franchise’s revenue outcome to meagre returns. The employees seem to underperform, well influenced by the discord between them and the supervisory manager. The case of utter dissatisfaction gets seen as employees lag on their work. The supervisory manager is corrupt and bullies most employees as he also shows less concern for their welfare. They are not satisfied in their work environment due to the missing rapport between them and the supervisory manager. The case also tackles the resultant effects of this unhealthy relationship where the employees become adamant and reluctant to changes made by this manager.

Introduction

Wing It, got established in May 2016. The business quickly rose to an established franchise with over 25 outlets. The revenues have been tremendous over time, until a situation that seemed to tell otherwise occurred. The sales went down when a new batch of employees got brought on board. The same supervisory manager was still present when the franchise recorded high sales, but the ill conduct of this manager also dissatisfied the then employees. Most of them, who due to their resilience, brought the commendable business profits, resigned. The new employees, together with the ones that remained continue with the same dissatisfaction spree to date, with no relevant action taken against the supervisory manager. The subordinate is in constant grumbles as they feel demotivated since most of them lack any motivation, be it minor promotions or tokens of appreciation. The study is essential as it will act as direct feedback to the senior management causing them to take urgent action on the supervisory manager’s conduct in a move to realize more sales, thus higher profits. A key concern, however, is how the employees’ participation will be rejuvenated and reinstated to a results-based performance. Focusing on the problem, the satisfaction of these employees have to get availed regardless.

Methodology

The data received is based on a substantive research procedure where employees who had earlier resigned got interviewed, and the feedback obtained was in line with what the current situation among the employees. The qualitative method gave almost accurate data since statistics cannot lie, unless the former employees were biased, which is very unlikely. Another technique that has gotten used to arrive at the data at hand is the use of computer simulation. The method focuses on an individual. With valuable data concerning the workforce, the psychology of the body of employees is majorly concentrated on (Robins & Judge, 2019). The method has enabled the general manager incorporation with the IT manager to study the micro-level in-depth coming up with a clear picture of how particular human behaviours work, in terms of their thought process and active conduct and resultant performance. The negative revisions on the determinants of personality, as argued, are embedded on methodologically and conceptually limited research (Weiss & Adler, 1984). The concept of organizational culture has also helped as the business has been studied as a whole. The conclusive data about the effects of employees’ laxity then get collected at a macro-level.

Findings

Throughout the case study analysis, various outcomes have gotten identified. As identified earlier, the employees have not in a proper working environment due to the direct influence of the negative attitude shown by the supervisory manager. In digging deeper, research showed that more coating was lying beneath this surface reality. More was at play. The employees are in a continuous frenzy of abusive supervision where the employees rarely get the space to be themselves in the workplace. As stated earlier, bullying is also prevalent as the supervisory manager frequently allocates duties of other departments to non-members and put huge workloads on the employees working on a very short deadline.

Discussions

Behaviour gets easily influenced. Organizational behaviour tends to unearth characteristics of san an individual’s behaviour and its direct influence in matters surrounding the individual in the workplace, whether positively or negatively. Be it positive or negative; the effects affect the organization directly as is the case of Wing It. Motivation in an organization does influence the outcome of an individual. His/ her attitude towards work, whether individually or as a group. When a negative atmosphere is present in the workplace, the mutuality of working as a team gets thwarted. Such attitude acts as a barrier to openness and a close relationship between the involved parties.

Job satisfaction is frequently, a state that develops in mind and later yearns to get acted upon in action. The mental and psychological ideology of being comfortable at what one does drives one to crave for the satisfaction, and if denied, a negative outcome gets expected.  With job satisfaction, the employee receives the ability to speak freely and honestly about the state of their jobs and put much effort as the conditions of work both directly and indirectly are conducive. A positive job performance goes hand-in-hand with job satisfaction.

In the case study, the Supervisory manager is well qualified for his job. His domineering actions get seen when he took increments from most employees, even slashing their bonuses by half. The move angered many employees as they could hardly support themselves and had no support team who would air their issues to the senior management. Most of them threatened to resign or all the same leave the job for another. The franchise’s reputation had started being tainted in the public as word had spread of the harsh treatment of the employees by the supervisory manager. The workers were working under pressure. In retrospect, laxity was eminent as the workers often went on a go-slow, delaying their services to the customers. Complaints by customers had started streaming in, and this led the manager to be more stringent on work matters as he ensured a timely attendance to duties by the employees, failure to which more bonuses would get slashed and conditions made harder. The move, however, did not change the volume of sales, as the bruised workers were no guarantee to successful purchases as no motivation whatsoever was present.

As evidenced above, differences between the subordinate staff and the superiors can significantly cause discomfort in business. The situation gets at times uncontainable, where the workers argue with the supervisory manager. The discord arises due to the behaviours portrayed as well as objecting opinions on various work-related issues. It becomes very uncomfortable as both parties use their feelings to handle such issues, thus causing a more escalated discord. With the position that the supervisory manager holds, he uses the power cum freedom to let out his ill behavior onto the employees, hurting their moods and invading their space. The vertical communication in the franchise corrupted as appears, and the subordinate staff cannot freely present their issues to the senior management as a barrier is ever-present.  The unhealthy relationship between them and the uncaring manager cannot allow them to confront him.

The situation gets worsened as the supervisory manager thinks that he oughts to get no questions and that he is ever right, even when he is mishandling his position to his advantage. The mood at the end of the day usually is sombre among the employees as they rarely get positive remarks on work done, unless the general manager by chance happens to engage with them directly. The employees feel as though what they do is in vain and unrecognized. Yet they invest much of their effort and time to ensure cash flow in the franchise. With thee high esteem of his qualifications, he frequently limits the employees in terms of decision making and bringing their suggestions to the table, as he deems them as less educated and uncreative, often lacking the high-end innovation needed. The operations are, at times, derailed as the mistakes committed by the employees remain among them with no word reaching the supervisor. If word reaches him, the positions held by the workers are at stake as he would terminate them instantly, as he gives no room for mistakes in the line of work.

The personal behaviours of this one individual affect those of the employees who act as a response to negative energy poured on to them. The whole scenario then translates to poor sales as most, if not all employees are utterly demotivated and lack a reason to work, other than for the fixed paycheck. The workers waste a lot of time as they lack the morale to work and always have the common thought of leaving the job but the fear of lack and a reason to have security on a paycheck keep them in the position. Not only do they work under constant hostility, but also have their characters smeared as they turn out to hate the supervisory manager and are not allowed to be themselves. They often portray another self at the workplace, even forcing emotions by smiling at customers in a move to create an impression as they make the sales.

The solution to the problem is engaging the general manager in the franchise operations once in a while.  The senior management also ought to consider replacing the current supervisory manager. One of the employees has to gunner courage and air the affairs of the other workers to the top floor offices in a move to get liberation from the constant mistreatment by the supervisory manager.

Wing It, has been in a rebranding of late, and the employees have well received the idea of change. Change brings about anxiety among employees as their job security may be in jeopardy. However, in this study, the step seems as though a saviour to a dying flock. Workers are optimistic towards it in the hope of getting a better working environment. The dissatisfaction with the supervisory manager has long made them, uncomfortable with the current state of their jobs. They would instead choose the fear of the unknown to come rather than remain in the same rat race of work under pressure and constant supervision with negative influence. Few employees, despite the harsh conditions, still resist the change as they would instead remain in their comfort zones as they get fully embedded in the current routines. A change seems a doom proclamation for them, despite them having discomfort in their current status.

Conclusion

In conclusion, managers who tend to use their positions and portray harmful ideologies and attitudes tend to create a wall between them and the employees who get directly affected, leading to their dissatisfaction at the workplace. Such employees get limited from sharing their ideas and contributing to any matter. The result often translates to poor performance and low sales and profit margins, at times losses, are realized. The preconceived thoughts by such managers hinder them from noticing the value of the employees and demotivation follows suit. As leaders, acceptable behaviour has to portray in a move to retain the well-able employees and attain the set organizational goals. They ought to purport positive thinking and engage the employees, motivating them and giving them a sense of importance.

References

Weiss, Howard M, and Seymour Adler. “Personality and organizational behaviour.” Research in organizational behaviour (1984). Retrieved from https://psycnet.apa.org/record/1984-30230-001

Robins, S. P. & Judge, T. A. (2019). Organizational behaviour (18th edition). New York: Pearson.