Hrm742 Assignment 3

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Seneca College *

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Jan 9, 2024

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Hrm742 Assignment 3 wrote by Henry Ho student id:040385264 Submitted to: Prof. Jocelyn Purchase 12/31/2023 Table of Content Question 1 ......................................................................................... 3 Question 2 ......................................................................................... 4 Question3 ............................................................................................. 5 Question4 ............................................................................................. 6

Question5…………………………………………………………….7 Question6…………………………………………………………….8 Question7…………………………………………………………….9 Question8…………………………………………………………….10 Question9…………………………………………………………….11 Question10…………………………………………………………….12 Refrence……………………………………………………………….13 Q1. Organizational Design and Structure (Advantages/Disadvantages). A: A company's organizational structure establishes the division of labor, assigns roles, and controls internal communication. The organization must function effectively and efficiently in order to accomplish its goals. For instance, as part of their functional organizational approach, Wilson Bros. uses direct communication between manager John Wilson and co-

owner Bob Wilson. Similar job responsibilities are divided among employees into various departments or locations. Leaders are accountable not only to the co-owner but also to their workforce. Effective management and departmental collaboration are made possible by this. This structure's advantages include a robust and well-organized hierarchy, total owner control, and a performance-driven grouping system that encourages accountability and fosters efficient communication, security, and safety at work. There are some people who disagree with this arrangement, though. These include giving positions and talents precedence over products, services, and customer demands; delayed decision-making resulting from regulatory hierarchies and a lack of input from other departments; a lack of comprehension of organizational responsibilities; disputes between group leaders who have prejudicial preferences for particular departments; rivalry between departments; insufficient communication within the organization; and a disdain for opportunities for skill development. As the newly appointed Director of Human Resources for Wilson Bros., it is essential that owners and department supervisors proactively identify any areas of inefficiencies and conflict within the company. Working together, they can identify the most suitable structure and set up appropriate controls to improve communication and coordination between employees. In my opinion, Wilson Bros should consider a matrix structure that combines the advantages of the existing functional structure with a team-centric approach. Such a team- oriented structure would enable employees to work in an autonomous team environment, providing them with greater autonomy in their work. This approach encourages a sense of purpose and engagement, which motivates employees to perform optimally and increases productivity levels. Wilson Bros. should also organize meetings and seminars dedicated to teamwork and effective practices. It is essential for the company to consistently communicate with employees to ensure they are kept up-to-date and informed, ultimately leading to increased productivity when necessary. Q2. Job Design (Use of job design principles to impact employee motivation and employee engagement). A: Organizational design is often recognized as the process by which businesses create new jobs or assign new duties to current positions. (McShane et al, pg.169) Job design is the process of structuring tasks and/or roles. Currently, Wilson Bros. doesn’t have many key elements in place. For instance, they don’t have a job description, job reviews, or appraisal processes in place. They don’t even have policies in place that directly address employee relationships. Despite this, they've still been successful, but it's no secret that having these missing pieces in place would put the company in a much better place. This strategic move could help the company in the long run. It's also in line with the motivator-hygiene theory. Employees feel happier when they have access to growth and esteem, but unhappy when they're working in poor working conditions, have less job security, and don't have access to other things that are seen as subordinate needs. (McShane et al., p. 171)When regulations and procedures are unclear, it can be challenging for staff members to determine if they are meeting requirements. In addition, the absence of employee relations policies might make some workers uneasy, particularly regarding the stability of their jobs. Such policies must be developed by the company, and duties and responsibilities must be communicated honestly and openly. By doing this, workers may experience a reduction in anxiety and an increase in job satisfaction. The company is experiencing difficulties in obtaining essential information regarding their current roles, expectations, past successes, areas of improvement, skilled personnel, training

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methods, and more, due to the absence of adequate evaluation processes. Wilson Bros. should explore various job design strategies, such as job rotation or job enrichment, to ensure a diverse work environment and to maintain employee motivation and engagement. Furthermore, a job assessment process should be implemented to evaluate the competencies and capabilities necessary for each role, which can be used to determine the appropriate compensation rates. By conducting proper evaluations, the Wilson brothers will gain valuable insight into the organization's roles, skills requirements, salary ranges, as well as individual roles and responsibilities, allowing them to make sound business decisions and enhance employee motivation, thus creating a sense of appreciation and contributing to the company's goals. (McShaneet al., p. 144-145) Employee disengagement frequently arises from insufficient qualification standards. Nevertheless, irrespective of their department or level of seniority, it is crucial to guarantee the availability of a wide range of compensation alternatives for all employees. The result will be enhanced productivity and performance as a result of increased employee motivation. Q3. Decision Making (How decisions are made and communicated). A: Decision-making is often defined as the process of making decisions between different actions by recognizing and identifying all decision-making alternatives, performing research, collecting relevant information, and assessing alternative resolution strategies to meet organizational objectives.(UMass, 2023). With a centralized approach, the Wilson brothers are the only ones who can decide crucial matters and juggle their execution. A small team or a single leader—typically a higher-ranking member of the organization—should have complete decision-making and planning authority under this model. (McShane et al., p. 371). Even though Wilson Bros. has developed and expanded over the years, it is no secret that the corporation is extremely centralized, with only two brothers making all of the decisions. Although this strategy has been effective in accelerating development, it would be better for the business if staff members were involved and their opinions and recommendations were taken into consideration. Wilson Bros. appears to be a well-organized business despite these shortcomings, based on the information supplied. In order to avoid future conflicts, it would be beneficial to include more staff members in the decision-making process as the business grows and develops. We can expect the production of more creative and well-thought-out ideas as well as the ability to address any aspects that the Wilson brothers might have missed by bringing a diverse range of viewpoints into decision-making. A more thorough understanding of problems and possible solutions can lead to increased employee satisfaction, which is just one of the many advantages of this collaborative approach within the company. (Module 5) With their prior experience, the Wilson brothers can make quick decisions. However, the lack of a succession plan worries me about the future of the company if something happens to the brothers. As of right now, there is no delegation. The Wilson brothers are responsible for everything. However, as the company grows, the scale of operations will likely overwhelm the two leaders' ability to govern. To address this issue, the company can implement specific policies and procedures to create a consistent and suitable decision-making process among less experienced employees. The company should also consider offering professional development opportunities to its employees. Mentoring programs run by senior and competent individuals in their respective positions can help with both career development and training. Following these recommendations will help the company cultivate experienced managers and employees, thus improving its overall development. In addition, the company

should implement a rewards program. This will positively impact employee engagement, foster loyalty toward the company, and encourage long-term commitment to the company. Q4. Equity (Specific issues related to perceived fairness in the organization). A: The equity theory states that employees measure their sense of equity by looking at their performance, how hard they work to get the results they want, and the ratio of their input output to that of someone else who may work in the same company or somewhere else. (McShane et al.pg. 148)Employee input typically refers to an employee’s skills, commitment, efforts, performance, reputation, and tenure. Outcomes, on the other hand, refer to what an employee receives from the organization, such as remuneration, advancement opportunities, growth-enhancing tasks, and recognition. (McShane et al.pg. 148)When employees feel like they're not getting the recognition they deserve and not getting the pay they deserve for all the hard work they put in, it's known as equity tension. At Wilson Bros, the executives and the management team were hired based on how good they were at negotiating. When this is the case, execs and managers can feel like they're not getting paid fairly, which can lead to resentment. It can be even worse if they find out that a new hire can get a higher job with more money just because they're good at negotiating. (McShane et al.pg. 130)This strategy is probably going to hurt employee performance, and it could even have an impact on how the business runs as a whole. The corporation does not currently have any set rules or guidelines in place for figuring out what includes fair compensation for its employees. Wilson Bros. must also handle issues about wage equity, employee equality, and the creation of suitable procedures. Employing practices and policies that support inclusivity, equal opportunity for members of minority groups, and the abolition of discriminatory practices throughout the recruiting process are collectively referred to as employment equity. (Government of Canada, 1995)Pay equity is the law that says employers have to acknowledge and fix any cases of unfair pay to make sure people who are underrepresented get paid fairly. (Government of Canada,2018). Furthermore, it protects workers' rights to just compensation for comparable effort, upholding the idea of equal pay for equal labor. Since there are now two female members of the executive team, a greater percentage of teams are managed by men. When developing more sophisticated rules and processes to identify and uphold fair and equitable hiring practices, Wilson Bros. has to keep this in mind. Because the process of determining beginning pay lacks structure, women and members of minorities already face disadvantages. Research has indicated that women are more willing than males to decline pay raises when they are presented. ( Forbes, 2016)In summary, research suggests that males are more likely to work at higher income levels because they are skilled negotiators. On the other hand, the organization ought to create and put into place a system whose main goal is to ascertain the value of every position and the basic pay rate that goes along with it. In addition, every compensation needs to be evaluated, renegotiated, and modified by experience, expertise, and performance. I recommend that Wilson Bros set explicit wage range guidelines to ensure objectivity and fair compensation for those who deserve it. Employee friction and disputes are less likely to occur as a consequence, which will boost morale, enhance output, and stabilize jobs. Identifying wage inequalities and possible fixes may also be accomplished by improving internal communication and asking employees for input. In the end, this will help Wilson Bros. make better judgments about compensation and the distribution of resources.

Q5.Organizational Culture (Culture(s) within the organization and the effect of the culture(s) on organization performance). A: Organizational culture refers to a set of values, beliefs, and attitudes that shape the behavior of your employees. (BDC,2022)A company's organizational culture contains various aspects such as standards, language, organizational structures, and behaviors. Particularly for a large company like Wilson Bros, having a robust organizational culture is critical to achieving success. When employees share common values, beliefs, attitudes, and behaviors with their colleagues, they tend to be more motivated, form stronger relationships with the company, and are more committed to the company. The company's ability to project a positive cultural image and position itself as a successful Canadian enterprise has allowed it to attract both workers and non-employees.(McShane et al. p. 352). The business has demonstrated its commitment to diversity in several ways. For instance, the business used local leaders to occupy high positions when it entered foreign markets. This was done to guarantee that the corporation as a whole accepted and valued the local culture. The business has good intentions and is headed in the right direction, but it still has to make improvements to fully enjoy the advantages of a strong organizational culture. Ensuring that cultural performance is interwoven into all business aspects, not just management, is crucial for the organization. Strong corporate cultures provide a sense of unity among team members, employee loyalty, and a favorable work environment. (Module, 11)Furthermore, corporate culture has a significant impact on how well social structures function and how employees view the company, themselves, and their place in the ecosystem. (Module, 11) The company keeps top executives and managers from across Canada because of its strong work ethic. However, there were certain gaps in the company's culture as it evolved. While outcomes are more significant than the behavior that led to one's promotion, hard effort is still rewarded. Performance is only observed by top management. Employees are not included in decision-making processes, are not given clear roles and responsibilities, and the company lacks employee relations policies. The business has to think about results and culture to succeed. It ought to treat workers like important team members and commend them for their performance, commitment, and hard work. Maintaining an updated corporate culture can assist in retaining brilliant individuals and keep workers motivated. However, despite all the good work that's been done to build a culture based on shared values, it still seems like the company has a pretty weak culture. Since the owner doesn't put organizational culture at the top of their priority list, their values are only for upper- and mid- level management, not for the rest of their employees who are working in different departments. This can lead to divisions within the company and disagreements about what behaviors and values are expected of them. With their Canadian roots and story, the Wilson brothers should establish and enforce cultural values that every employee knows, understands, and embraces. Having a clear link between success and what the company stands for would help foster cultural growth and have a big impact on employee behavior. It would also help people feel more connected to each other, which would help them understand what's expected of them and give them a better idea of what's going on in the workplace. (Module, 11) Q6. Organizational Change (Analyze any significant change – current changes being implemented; a recent change already implemented; changes being contemplated for the future).

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A: Since its beginning, Wilson Bros. has faced many challenges in the context of the global economy and overall market. In particular, these challenges have become more apparent over the past ten years. The manufacturing sector in the Canadian economy has declined significantly, leading to higher unemployment rates and significantly impacting wage rates. Furthermore, consumers have become more aware of prices and health concerns, leading to a change in consumer spending habits. Consumers are less willing to spend as much money on food as they used to, and competition has increased in the market. As a result, people now spend more time looking for better products and services at lower prices. With so many external factors impacting an organization’s need to adjust, both the company and its employees need to have the capacity to adapt. Factors such as population changes, new legislation, competition, and technological advances all contribute to the need for organizational change. (Module 10)People are often resistant to change for several reasons, including ignorance, budgetary concerns, a sense of authority, and more . (McShane et al. p. 375). Wilson Bros. must be flexible and open to change to succeed and stay relevant. Since new issues are always arising, the company's existing inclination to be more inflexible in its policy and procedure formulation and execution is proving to be more of a hindrance than a benefit. Given the growing level of competition in the sector, the company's inaction will make it impossible for it to continue leading the market. A successful organizational transition requires open and honest communication. Workers must be brought up to date on industry developments, competitive landscape, emerging trends, necessary adjustments, and their planned implementation. They must also be informed of the change's justifications and how they will improve the situation. If workers are involved in the planning or execution phases of the change, they are more likely to be resistant to it. For this reason, supervisors must assist staff members who are having a hard time adjusting to this transition and demonstrate empathy. Concerns can be addressed by combining employee support programs with stress management. When combined, these strategies can lessen opposition to change and result in increased success and better performance from all parties. Furthermore, I advise learning more about organizational behavior in-depth. It is essential to establish a sense of urgency beforehand. This will facilitate the organization's ability to precisely evaluate external risks or threats and to execute change management strategies and protocols before encountering noteworthy obstacles or repercussions. (McShane et al., p. 378). If resistance to change arises, there are effective strategies that may be employed to emphasize the benefits of change. For the Wilson brothers, it's critical to express their goals clearly and concisely, keep workers from feeling isolated, and establish a fear, anxiety, and discomfort-free workplace. The organization may handle resistance by arranging meetings, putting stress management plans into place, offering direction and explicit instructions, organizing training sessions, enhancing lines of communication, raising employee engagement, and, where necessary, using coercion or bargaining. (McShane et al., p. 428). Employees may be influenced to modify their minds on an issue if they are given more relevant information that supports its importance. According to Lewin's force field theory, every system has both attractive and repulsive forces, and change happens through a cycle of freezing, thawing, and freezing again. (McShane et al., p. 441)The Wilson brothers are the only ones who decide what adjustments the corporation should make, and they decide quickly. They have long been the main contributors to the expansion and prosperity of the business. However, it's difficult to see the company's future without them in the absence of a succession plan and strong mentoring. It'll be difficult to maintain the same level of achievement without a strategy if they pass away or become ill. For an extended period, the Wilson brothers were the only ones with the power to reorganize the company's structure. These are swiftly executed modifications that are done without employee input. Even though the business has been successful in expanding and maintaining its competitiveness, questions

have been raised regarding what will happen to it when the brothers are gone due to a lack of a succession plan and appropriate mentorship. If the brothers retired or became handicapped, it would be challenging to duplicate the company's success without a succession plan. Q7. Work Groups/Teams (The existence of groups or teams in the organization and their effectiveness). A: The company is structured into two teams: one consists of the CEOs of all international subsidiaries, and the other is composed of senior executives based in Canada, including the Vice President. This approach is intended to enable regular dialogue that will result in the continual development of strategies to improve organizational profitability. However, this scenario does not include any informal groups that meet to discuss product implementation. This excludes several departments, such as sales and marketing, as well as operations. At present, the brothers only participate in meetings with the teams mentioned above. These meetings are held every quarter with the CEOs of the international subsidiaries, and every month with the senior executive team members based in Canada. It appears that these are the only teams that are being considered, and as a result, their meetings are conducted exclusively by the company. This lack of team meetings restricts the discussion and ability of the organization to work together, thus posing a risk to the successful product design and implementation. The Wilson brothers need to make sure they recognize and involve their team members by getting them involved in department meetings and having regular team sessions. While they might not be able to hold large meetings everywhere, they should hold smaller meetings in each department and ensure everyone is informed. Each month, they should meet with senior managers from each department to get a better understanding of what is going on and to discuss their teams. These meetings have a purpose and owners need to give employees the chance to work together and give them support for what's expected of them. The executive teams now have more incentive to get results since they have to meet with owners more often, but informal groups don't have the same incentives since they don't have a team-based reward for working together. Even with limited resources, they should still make sure the team is working together. (McShane et al. p. 194-195). To help employees feel more empowered and to hear other viewpoints, I recommend Wilson Bros call meetings with executive and non-exec team members. It is likely that employees will become more motivated, satisfied, and committed to the business when owners delegate some of their responsibility to their staff. (Module 8)To effectively empower workers, management should show that they have faith in the worker, establish goals that demand high-performance standards, allow workers to participate in different decision-making phases, and lessen the load of pointless administrative procedures. (Module 8)I strongly urge the implementation of a more formal team structure that extends beyond the existing executive sessions. The organization's functional areas are mostly ignored by the existing approach, but by providing more assistance to these departments, the company will be better able to promote interdependence, task orientation, and cooperation. In an organization like Wilson Bros., basic processes take place, and team unity is a key component of those processes. As a result, it is anticipated that the creation of more diverse teams will improve worker motivation and output. (McShane et al., p. 205-206). 8. Conflict (Evidence and effect of conflict in the organization and how it is handled). A: Because Wilson Bros. is such a large company, it’s possible that many of its employees have different backgrounds, beliefs, and outlooks. As a result, conflict is an unavoidable part of everyday life and any business. According to our textbook, a dispute

arises when one party believes that another is undermining or challenging their goals. (McShane et al, p. 306)Organizational conflicts are common and have both benefits and disadvantages. Before becoming involved, consider other approaches to dispute resolution to get the most out of it. The level of conflict at Wilson Bros. seems to be low. On the other hand, conflicts may be occurring within the organization without upper management's awareness. As was previously indicated, teams from various divisions within the organization do not participate in the infrequent meetings that do occur. The lack of collaboration and communication suggests that there may be internal problems inside the company, that senior management is not addressing. Employees may feel exposed and at risk of termination at any time if there are informal or inconsistent employee relations policies. Because they may be fired for any reason, even if it's not warranted, employees may feel scared and uneasy as a result. This may result in tension and worry, which may then trigger unfavorable behaviors such as low motivation and decreased productivity(McShane et al., p. 270-271). The main reason Wilson Bros. does not have a unionized staff is that the Wilson Brothers place a high value on settling employee disputes amicably and in person. The company must set up a thorough conflict resolution procedure that offers a variety of choices and guarantees that not all disputes result in termination in order to handle conflicts in an efficient manner. Organizing formal or virtual meetings on a regular basis to address problems that are still present in the organization is seen to be one of the best ways to settle disputes. This strategy fosters good behaviors and results by expressing the organization's gratitude for its employees. The application of conflict resolution strategies may benefit the entire business by enhancing job security, morale, employee attitudes, and performance levels. Conflicts may result in a great deal of stress, discontent, and a greater turnover rate since they are unproductive, a waste of resources, and all of the above. (McShane et al., p. 307). But there's a chance that the team will benefit from the dispute as well. Conflicts have frequently provoked thought and put personal convictions and ideals to the test. This may inspire workers to explore options that they may have previously ignored and result in the creation of more creative solutions. Additionally, because conflict naturally encourages active thinking, it may contribute to an organization's heightened awareness of and reactivity to external business issues. (McShane et al., p. 309)Wilson Bros. might consider using the Thomas-Kilmann Conflict Mode Instrument, which outlines the five conflict management modalities that may be used to resolve conflicts in a way that will lead to the intended results. Accommodation, avoidance, compromise, cooperation, and competitiveness are some forms of conflict management (MTD n.d.,2023). It's important to remember that various people may approach conflict resolution in different ways, which is why it's advised to put in place the appropriate rules, procedures, controls, and training related to conflict management. By doing this, it will be guaranteed that every member of staff is informed of the preventive measures put in place as well as potential dispute resolution tactics. To guarantee that workers understand the expectations of the company, employee relations policies must be established. This will serve as a disincentive and lessen the possibility of dispute being handled improperly. (McShane et al., p. 276)The brothers must be more conscious of and involved in the continuing disputes inside the group. This will provide them the ability to directly affect worker behavior and help develop tactics that will effectively resolve the issue. Despite any obstacles that may come up, as a consequence, productivity will increase and performance will improve. 9. Leadership Style (Leadership style of the owners).

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A: Early on in the company's history, the Wilson brothers' leadership and strong work ethic contributed to its quick expansion. The brothers set an example for others to follow by working tirelessly to further their professions and believed in the value of hard work. Others in higher management were motivated to do the same by this. But the current management isn't led well. The brothers struggled to be considerate and understanding even though they worked very hard to expand the business. There isn't a procedure in place right now to keep track of employees, monitor their development, or attend to their needs. If either of the brothers decides to resign from the firm or becomes ill, there is no backup plan in place. The business must concentrate on encouraging and motivating staff members in light of the significant obstacles it faces, to provide their best effort possible. It looks as though Wilson Bros. is moving toward a management-by-objectives approach at the moment. An organization's performance may be improved by the strategic management technique known as "management by objectives," which sets goals that both management and staff can agree upon. (Investopedia, 2023)A key component in assessing an organization's performance is its net income. That being said, to attract top talent and foster development, it is critical to make sure that the leadership style aligns with the organization's values, objectives, and goals. The brothers' work ethic should be taken into account while choosing a leadership style. To inspire staff members and encourage management to consistently improve the business's financial success, performance reviews need to be grounded on demonstrated performance and employee behavior. I recommend implementing situational leadership to help the company's present state. According to this idea, many leadership philosophies are used depending on the circumstance and the team members' developmental stage. Because it promotes a feeling of balance and attends to the needs of the staff, this is an excellent method of leadership. Management can employ several leadership philosophies based on the demands of the workforce and the circumstances by employing a situational style of leadership. Since different people respond differently to different leadership philosophies, it's critical to embrace a wider range of styles. The Wilson brothers have to collaborate with their group to generate fresh concepts, establish priorities, and establish goals that are crucial for the business to succeed. (McShane et al., p. 300). The Wilson Brothers need to stay focused on their goals and stay open and honest. They should also encourage their employees to take on leadership roles, which will help them be more unified and work together. (McShane et al., p. 299)After goals are more certain, a management leadership strategy may also be taken into consideration. This strategy is used by managers to increase staff morale and productivity through the implementation of incentive schemes, educational initiatives, and other alluring perks. (McShane et al., p. 304-305) Q10. Power, Influence, and Motivation (The types of power used by the Wilson Brothers and how they impact and influence employee behavior and motivation). A: The Wilson brothers’ success in business can be said to be due to their expertise, influence, and perseverance in the field of business. The company started with only $300k in sales at the time of their 21st and 23rd birthday. Since then they have achieved unrivaled success, expanding to many locations across Canada and penetrating other markets without any financial issues. The brothers have become a role model for many because of the widespread recognition of their success. The company’s success is a perfect example of dedication and persistence. The brothers need to understand that although they have complete control and decision-making power over the company, they need to share power with the employees because they put in the hard work, contribute, and understand what is required to keep the company running smoothly. It’s also clear that the brothers can’t do anything alone.

(McShane et al., p. 246)The brothers currently make all of the firm's decisions because of their ability to uplift and encourage staff members with their commitment to work and knowledge of the inner workings of the company. The brothers need to gain the confidence of their executives and managers. They now take on too much work and micromanage everything themselves. The establishment of the trucking firm is their responsibility, and they want to maintain control over every aspect, including goal-setting and product distribution. Assuring that everyone tries their hardest is their primary objective. Focusing on educating managers and executives in independent decision- making would simplify matters. With everyone working at their highest capacity, they will be able to distribute the burden more fairly and effectively. The brothers need to focus their attention and resources on projects that will ultimately help the business. In the process, the brothers will probably discover information about some of the individuals under their supervision that they were unaware of. Their ability to negotiate the market in a fast-paced setting can be enhanced by this expertise. Focusing on educating managers and executives in independent decision-making would simplify matters. This will enable them to more equitably distribute the task, utilize their influence to promote improved worker conduct, and increase output. They may then devote their time and expertise to projects that will ultimately be more advantageous to the business. The siblings must take a backseat and allow their team to complete their contribution to the business's success. (McShane et al., p. 249). The brothers should exert every effort to prevent the misuse of their authority or influence, as this could potentially result in the demoralization of their employees, particularly those in management, all in the pursuit of profit. Should the brothers prioritize financial gains over ethical conduct, they will find themselves in a predicament where their employees will harbor resentment and lose faith in their relationship. To alleviate some of this strain, we suggest that the brothers concentrate on training their executives and managers, enabling them to make independent business decisions. This approach not only distributes the workload more evenly but also empowers managers and supervisors to utilize their authority and influence to foster positive employee conduct and enhance productivity. By doing so, the brothers can redirect their time and expertise towards tasks that are less repetitive and more likely to yield long-term benefits for the company. The brothers must take a step back and have faith in their team's ability to contribute value to the organization. (McShane et al., p. 252)This strategy may leave a negative image and encourage unprofessional conduct from subordinates and superiors, which may result in further unfavorable outcomes. The siblings must also acknowledge and take into account the many tiers of power within the organization, including reward authority, expertise authority, and charisma authority. This would foster a positive work atmosphere and increase job satisfaction. References 1. Organizational culture . (2022, June 11). BDC.ca. https://www.bdc.ca/en/articles-tools/entrepreneur-toolkit/templates-business-guides/ glossary/organizational-culture

2.Elsesser, K. (2016, September 7). Research Stating “Women Ask For Pay Raises As Much As Men” Is Misleading . Forbes. https://www.forbes.com/sites/kimelsesser/2016/09/07/research-stating-women-ask-for-pay- raises-as-much-as-men-is-just-wrong/?sh=2e6135b73983 3. Consolidated federal laws of Canada, Employment Equity Act . (2021, January 1). https://laws-lois.justice.gc.ca/eng/acts/e-5.401/page-1.html#:~:text=2%20The%20purpose %20of%20this,women%2C%20Aboriginal%20peoples%2C%20persons%20with 4. Consolidated federal laws of Canada, Pay Equity Act . (2021, August 31). https://laws- lois.justice.gc.ca/eng/acts/P-4.2/page-1.html 5. Hayes, A. (2023, March 28). Management by Objectives (MBO): Learn Its 5 Steps, Pros and Cons . Investopedia. https://www.investopedia.com/terms/m/management-by- objectives.asp 6.McShane, S.L., Tasa, K., & Steen, S.L. (2021). Canadian Organizational Behaviour (11thed.). Canada McGraw Hill Ryerson. 7. Module 5 Slideshow. Group / Team Behaviour- Individual and Group/ Team Decision Building. Introduction to Business Management & Organizational Behavior. 10/2023. 8. Module 8 Slideshow. Team / Organizational Behaviour - Power, Conflict and Negotiation. Introduction to Business Management & Organizational Behavior. 10/2023 9. Module 10 Slideshow. Organizational Behaviour - Change. Introduction to Business Management & Organizational Behaviour. 10/2023 10. Module 11 Slideshow. Organizational Behaviour - Culture. Introduction to Business Management & Organizational Behaviour.10/2023 11. A. (2023, August 13). What is the Thomas Kilmann Conflict Management Model? (With examples) . Leadership and Management Training Courses UK | MTD Training. https://www.mtdtraining.com/blog/thomas-kilmann-conflict-management-model.htm 12. Decision-making process . (n.d.). UMass Dartmouth. https://www.umassd.edu/fycm/decision-making/process/#:~:text=Decision%20%20making %20is%20the%20process,relevant%20information%20and%20%20defining%20alternatives

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