Locally, nationally and internationally, there are many organisations whose success or failure has been determined at least in part by key organisational behaviour and people factors. Success may not necessarily mean financial performance – it may mean that the organisation has effectively managed a “turnaround” of some sort (for example, a major change to ‘go green’ following an environmental incident or to improve diversity following being labelled a biased or discriminatory employer. Failure may not mean financial disaster – it may mean a loss of trust with stakeholders, the presence of unethical behaviour or a damaging culture, or the loss of key talent (employees) to competitors. There have been many examples in the media over the last five years. For example, culture, leadership, and motivation and reward systems were antecedents to Enron’s failure, which had severe consequences for its stakeholders.
- Choose a real case of an organisation successfully (or less than successfully) dealing with a problem or a failure that has damaged the organisation in some way. Describe briefly what happened, the context, and the consequences of the success or failure for the organisation’s stakeholders. Note you should not select an organisation which is simply considered successful; the organisation must have faced a problem or failure.
- Analyse the organisational behaviour factors that contributed to the problem / failure. These may be individual, group or organisational level factors. Your analysis should include a relevant analytical framework (e.g. SWOT, PESTEL or stakeholder analysis).
- Describe what the organisation did to achieve success or post-failure to address the problem and or prevent a reoccurrence of the problem. Evaluate the effectiveness of the organisation’s action or response to the failure, and make recommendations for what could have been done better and/or moving forward. In making these recommendations, be pragmatic and specific (i.e. make recommendations that are viable and within the organisation’s capacity to implement).
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