Case Study on Organizational Behaviour

CASE INCIDENT: BULLYING BOSSES Question 1 Workplace bullying demonstrates a lack of which one of three types of organizational justice? Answer: * Distributive justice concentrates on results and outcomes that are fair for everyone. * Procedural justice concentrates on the methods and procedures that should be fair for everyone. * Interactional justice looks at the way people interact with each other in a way that is fair for everyone. Workplace demonstrates a lack of interactional Justice among the three types of organizational justice.

Because Interactional Justice relates to how an individual in treated, and how an individual treat someone else. As a manager being a leader he or she is responsible for making sure each employee is treated with respect, dignity and polite. All employees have the right to be treated with consideration and respect at work. Employers are committed to eliminating all and any forms of harassment and to create a climate where employees feel confident to raise concerns of this kind and have them dealt quickly, sensitively and effectively.

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CASE INCIDENTS: DRESSING FOR SUCCESS DRESSING FOR SUCCESS Jennifer Cohen thought she had a good grip on her company’s dress code. She was wrong. Cohen works for a marketing firm in Philadelphia. Before a meeting, an older colleague pulled 24-year-old Cohen aside and told her that she was dressing inappropriately by wearing Bermuda shorts, sleeveless tops, and Capri pants. Cohen was stunned by the rebuke. “Each generation seems to have a different idea of what is acceptable in the workplace,” she said. “In this case, I was highly offended. What offended Cohen even more was what came next: Cohen wasn’t allowed to attend the meeting because her attire was deemed inappropriate. Cohen’s employer is not alone. Although many employers have “casual” days at work, the number of employers who are enforcing more formal dress codes has increased, according to a survey of employers by the Society for Human Resource Management. In 2001, 53 percent of employers allowed causal dress every day. Now that figure is 38 percent. Silicon Valley marketing firm McGrath/Power used to allow causal attire. Now, it enforces a more formal dress code. The pendulum has swung,” says CEO Jonathan Bloom, “We went through a too-causal period. . . . When we were very casual, the quality of the work wasn’t as good. ” Ironically, as more employers enforce more formal dress codes, other employers known for their formality are going the other way. IBM, which once had a dress code of business suits with white shirts, has thrown out dress codes altogether. IBM researcher Dan Gruhl typically goes to work at IBM’s San Jose, California, office in flip-flops and shorts. “Having a relaxed environment encourages you to think more openly,” he says.

Although not going quite as far as IBM, other traditional employers, such as Ford, General Motors, and Procter & Gamble, have relaxed dress codes. Still, for every IBM, there are more companies that have tightened the rules. Even the NBA has adopted an off-court dress code for its players. As for Cohen, she still bristles at the dress code. “When you’re comfortable, you don’t worry,” she says. “You focus on your work. ” Question 4 How far would you go to conform to an organization’s dress code? If your boss dressed in a relatively formal manner, would you feel compelled to dress in a like manner to manage impressions? Answer:


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