Concepts in Organizational Behavior

Management of Ability:

Choosing management has to be a primary function. In choosing Bob Lancaster as manager, they looked at his background and track record. This is how we must choose. Bob Lancaster was known for his management style and ability. He was known for not being afraid to try new approaches in management. His approach was based on several positive things that could work for us. This basis is principles of participative management, trust of production workers and respect for the individual. These are positive socially acceptable morals and he has integrated them with work and management. He not only based his management style on this, he stood by it even when he had to go lacking just to uphold his word. In other words he's not afraid to prove himself. In choosing management, you have to have someone that can precisely deliver the four principal functions or duties of management: the processes of planning, organizing, leading and controlling an organization's human, financial, material and other resources to increase its effectiveness.

Experienced management is the key to having high production and lowered costs. A team of employees is only as good as its team leader or the extent of the manager's ability to manage. In advising Dailey, the first step would be to recruit someone that's experienced and well rounded, open-minded, trustworthy, sufficiently empowered within the preceding four functions of management but on a personal level. You have to have personality to deal with people. Not just the consumer but employees. All employees are a consumer to some company so they naturally come in wanting to be accepted, happy and expect quality. If management allows shabby production, employees will loose respect for that manager. Manager will have to know how and be willing to get on the level and work with the employees. You have to be a personal manager as much as you have to be a business manager (Franklin, Nathan).

Organizational Commitment:

Dailey should put great stock into employee selection and create a great team. This stems from management. If you get a great team leader, you will have a great team. The team leader will know what it takes to be a leader and therefore, knows what to look for in a team player or employee. Just as employee selection was a rigorous process, it should be with Green River as well. Lancaster didn't try to do it all himself (this is already showing good management skills) he hired a consultant. Even though a team has not been formed yet, Lancaster knows that it takes more than one person to be a team. He chose help that specialized in decision making in order to make sure that all bases were covered. Lancaster recognized the importance of personality and morality. These skills are not trainable, they were personal (once again, this goes along with managing on a personal level).

Being in a diverse setting, everyone has different, yet basically good, morals. In order to keep a positive code of ethics, Lancaster tested possible employees under the same credo that the company would be operating under. He set particular ethical guidelines that everyone was to abide by. This would keep down confusion and elevate trust and respect. In doing this, Lancaster created organizational commitment. If everyone is comfortable and feel respected, their organizational commitment will rise. In keeping the organizational commitment level high, Lancaster tested, tested and tested again groups of peopled in search of the right moral of people. Like minded goals have high production because of the degree of agreeability.

Dailey needs to choose management that has highly elevated organizational commitment because his team will follow. Management will, in turn, choose like employees. Holding organizational commitment to be a high promoting factor of hiring, moral would be up, production would be up, costs would be down because there would be fewer turnovers.

Job Satisfaction:

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