The introduction of a research paper will introduce the reader to some of the main points of the research, such as what is the purpose of the paper, what is discussed in the paper, an overview of major headings and findings/ conclusions.

Instructions
Following Instructions is worth 20% of the total term assignment grade. See the rubric for more information.
In 5 to 7 Word pages (11pt font, 1.5 line spacing), your case analysis must answer the appropriate questions categorized under Analysis and Recommendations:
Structure
Using proper assignment structure is worth 20% of the total term assignment grade. See the rubric for more information.
To use the proper assignment structure, choose at least two of the following major topic areas to discuss in your assignment in relation to the case.  If you are working as a group (a group cannot be more than three students), you must answer answer all six Major Topic Areas and associated questions under Analysis and Recommendation Section.
List of Major Topic Areas

  1. Work attitudes (Chapter 3), personality (chapter 2) and communication (chapter 7)
  2. Organizational culture and socialization (Chapter 10)
  3. Power and group dynamics (Chapter 8)
  4. Motivation (Chapters 4 and 5)
  5. Ethical decision-making (Chapter 12)
  6. Organizational structure (Chapter 13)

Introduction Section
The introduction of a research paper will introduce the reader to some of the main points of the research, such as what is the purpose of the paper, what is discussed in the paper, an overview of major headings and findings/ conclusions. Think of this section as an executive summary, where the reader will gain an overview of the overall paper and its conclusions.
Analysis and Recommendations Section
Using the two Major Topic Areas you selected from above, answer the appropriate question(s) below.  The questions you answer will be the same number as the Major Topic Areas you selected.  For example if you selected Major Topic Areas #1 and #5, answer questions #1 and #5 below.

  1. How might factors such as, attitudes, personality or communication have contributed to the behaviour of Peter’s direct reports?
  2. What is the relationship between the behaviour and organizational culture and socialization?
  3. What is the relationship between the behaviour and power?
  4. What would theories of motivation suggest?
  5. What are the ethical implications presented in the case and how might they be remedied?
  6. Should the organization have used a more formalized structure and how would this help?

Recommendations and Conclusions Section 
Research OB concepts to make recommendations about what the organization could, and should, do to prevent similar situations from developing in the future. Include conclusions based on your analysis.
Content and Research
Using proper course content and research is worth 50% of the total term assignment grade. See the rubric for more information.
Your assignment should be based on course concepts utilizing proper research. Use a minimum of 3 references found from Conestoga Library sources, including course content and course text – for a total of at least four references.
APA and Grammar
Using proper citation style is worth 10% of the total term assignment grade. See the rubric for more information.
Your assignment should:

  • Be edited for proper grammar and sentence structure
  • Utilize proper APA formatting for citations and references
  • Have a reference page using APA.

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The Scenario
“You’ve got to be kidding” said Sanjay, shaking his head, “is he there right now?” “Yes,” said Bianca, “if we drive over there you can see for yourself.” “What the heck,” exclaimed Sanjay, “let’s go.” The pair left their office tower and drove the 10 minute distance to Peter’s house. Bianca was right. Peter was supposed to be out at a client site, but his car was parked in his driveway, and he could be seen clearly through his large, living room window. “Well, this is awkward,” sighed Sanjay. “What do we do now?”
Sanjay and Bianca were senior managers at one of Canada’s top four insurance firms. Their team was responsible for insurance product for a broad range of corporate clients. The firm had a very traditional and formalized structure, like the other large players in their industry. Recent graduates were hired as “students in accounts” during which time they were expected to complete their professional exams and work toward their insurance designation. Upon passing their insurance exams, they could compete to become junior partners in the firm. If they chose to stay with the firm, they could then expect to progress to a supervisory role and finally, in six to seven years become a senior manager. The best and brightest stood to become future partners in the firm. Many graduates, however, simply worked at the company long enough to achieve gain experience. The culture this process created was coined “up or out,” since that is exactly what happened. Employees moved up (i.e., they were promoted) or out (i.e., left the company). There was no shame in leaving, though; in fact, it was anticipated that most employees would remain only long enough to get their designations and then move on.
Peter had joined the firm a few years ago and had progressed to a supervisory role. Recently, Peter had come to the conclusion that the path to partner was not right for him, and he began applying for jobs with other companies. But his decision to apply for jobs elsewhere created a dilemma. He was not comfortable telling his employer he was looking for work elsewhere, and he was also concerned that if his employer knew that he was contemplating leaving the firm, his current assignments and standing would be negatively affected. To make matters worse, Peter had no idea how long it would take to find a new job, and he also had no idea how to manage organizing time off to participate in interviews.
Peter reviewed his work tasks and responsibilities and came up with what he perceived to be a viable solution to his dilemma. He began telling the people under his supervision that their current client did not require their presence on Fridays, and they should work at home instead. Peter encouraged them to use the time to work on things like file reviews or even just to relax. The members of Peter’s team did not question his instructions, even though it was highly unusual to be allowed, and even encouraged, to work from home. Even full partners seldom worked from home. The clients themselves did not question the team’s absence on Fridays either (one suspects that the average worker is not terribly disappointed when he/she discovers that the team is absent for a day). This arrangement allowed Peter to tell his manager that he was conducting on-site meetings on Fridays, when he was actually scheduling and attending a series of job interviews on those days.
The situation continued for a couple of months before a few of Peter’s direct reports became uncomfortable enough to say something. They approached Bianca, who drove past Peter’s house the following Friday to see for herself whether or not he was there. When she confirmed that he was at home, instead of “on-site,” she returned to the office to discuss the situation with Sanjay. Now here the two of them were, standing on Peter’s front step, wondering how to handle the situation. Sanjay knocked on the door. Peter answered, but as soon as he saw Sanjay and Bianca, his face turned red. They asked him what was going on and were stunned when Peter began to cry.
After Peter regained his composure, the three of them returned to the office to discuss the situation. Sanjay and Bianca learned that the reason for the absences on Fridays was so that Peter could attend job interviews. Once Sanjay and Bianca heard all of the details, they asked Peter to step out of the office while they discussed the situation in more detail. “The irony,” remarked Sanjay, once they were alone, “is that if Peter had just told us what was happening, we would have been happy to give him time off to go to interviews. We recently completed his performance evaluation, and although he is a solid agent, he just isn’t partner material. He doesn’t have a future here anyway. It’s not that he is a bad agent, but others are better. I would have been happy to help him find a good placement.” “That’s all well and good,” said Bianca, “but it isn’t even Peter I’m worried about. He supervised several different teams over the couple of months he was doing this. Why did it take so long for any of them to let us know what he was doing? I know the work still got done and the clients were satisfied, and I know that everyone likes to be friendly around here and hang out together, but these people are professionals for goodness sake! I would have expected better. Do you think this might be a symptom of a bigger problem with our corporate culture? And if so, what should we do about it?”
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