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Mastered-organizational Behavior-Karen Clarke (3)

Candidate Analysis Proposal
Written by
Karen Clarke
The following is an analysis of the potential candidate. This analysis serves to identify and associate the
behavioral theories along with attributes of the candidate that best fits the needs of the organization.
This report also serves as a strategic plan for the onboarding process of the potential candidate. The
following theories are in direct alignment with the company’s vision which defines the culture of the
Organizational Behavior Theory Y
Mcgregor’s Theory Y examines working is a normal part of living and that individuals have the ability to
self-manage and have direct control over themselves when working to achieve the goal set by the
organization (Study Lib, 2011). The assumptions of theory Y are “if the working environment is
rewarding and satisfying, then it will result in employees’ loyalty and commitment to the organization”
(Juneja, 2018).
Theory Y Principles and its Alignment with the Organization:
Employees prefer limited control and direction.
Team members will seek responsibility under good working
Employees perform better in work environments that are not
Employees are motivated by many different needs.
(Study Lib, 2011)
Supporting Theory - Herzberg’s Motivation Theory:
Herzberg’s Theory of motivation identifies the factors of motivation in the workplace.
These factors are hygiene factors and motivating factors. Hygiene factors will cause an employee to
work less if it is not present (Expert Program Management, 2018). Motivating factors will encourage an
employee to work harder if present. Motivation is a key factor in our organization in order to maintain
competitive in our high demanding industry. This theory helps the organization understand how to
motivate employees and how to drive productivity.
Herzberg’s Principles and its Alignment with the Organization:
The work environment allows for an increase in productivity.
The organization provides opportunities for employees to grow
and advance within the company.
The organization strives to develop a healthy, amiable, and
appropriate relationship between employee’s and management.
The company's policy is clear and fare for all employees.
The organization offers motivational incentives to help build
morale and sustain the overall health and wellness of the
(Expert Program Management, 2018)
Theory Z
Ouchi’s Theory Z focuses on increasing employee loyalty by providing job security. Employees work as a
team to meet the goals of the company (Study Lib, 2011). With this theory, there is a strong focus on
the wellbeing of the employee, both on and off the job.
Theory Z Principles and its Alignment with the Organization:
Employees enjoy the work.
Employees help make decisions.
Employees take individual responsibility of their work task.
Employers and managers share control.
Employees expect long term employment, with slower rates of
(Study Lib, 2011)
Leadership and Organizational Behavior:
Our organization has worked diligently to develop and grow a culture of collaboration and cohesiveness.
The organizational behavioral theories identify the candidate’s ability to work within the team dynamic
as it relates to the candidate's capacity to self-govern and possessing the aptitude to influence others in
a positive manner and as a team member. The candidate appears to have a strong ability to lead a team
of individuals within an organization. The candidate has extensive experience as a project manager and
leading employees. This is a vital component to the needs of our organization in support with the values
and mission of the team dynamic. The responses from the candidate’s interview revealed that her
primary style of leadership is collegial with a managerial orientation of support. A collegial leader is
willing to build partnerships with team members to complete tasks, solve problems within a cohesive
team dynamic while avoiding conflict for development and growth of the organization (Wright, 2013).
The characteristics of a collegial leader works to better the organization through team building and the
understanding that each individual team member has unique skills that will enrich the development of
the company. Collegial leaders focus on working as a team to achieve the goals of the company. The
underlining core belief and personality of collegial leaders is motivational, incorrigible, and interactive
which are important qualities when working within a team-oriented environment.
As we are a multi-faceted organization with a diverse team our major framework in which the
organization operates is collegial in nature with alignment with Ouchi’s Theory Z as it pertains to
organizations exhibiting a strong, homogeneous set of cultural values (Barnett, 2019).
Candidate’s Leadership Traits and Organizational Behavior Traits that are Aligned with the Company
Willingness to learn new things.
□Weak □Average ■Strong
Can work as a collaborative unit in conjunction with the culture
of the organization.
Ability to participate as a team member to complete the goals of
the company.
Has sufficient leadership and management experience.
□Weak ■Average □Strong
□Weak □Average ■Strong
□Weak □Average ■Strong
Supporting Quality:
Having the ability to support team members is a key factor in working with the dynamics of the
company. The candidate possesses the necessary skill to work with team members to accomplish the
goals of the company. The candidate possesses the skills necessary to balance work/life. Having this
ability will help the company improve in productivity and efficiency. Supportive team member attributes
have the ability to:
Be flexible
□Weak □Average ■Strong
Be reliable and responsible
□Weak ■Average □Strong
Active listener
□Weak □Average ■Strong
Work life balance
□Weak □Average ■Strong
Group Dynamic and Organizational Behavior:
It is important that the candidate’s personal goals and values align with the goals and values of the
organization. Alignment is an integral part of the company. Because, we are a results-driven
organization choosing the right candidate that can embody the attributes of the company are a key
factor in maintaining the organization’s culture as well as growing the team dynamic. The candidate
must have the ability to collaborate with their team and be results-focused to accomplish a common
The individual analysis of the candidate examines how the candidate can function within a team
dynamic under the theory of organizational behavior. The company fully believes that the culture of an
organization is what will determine the success of how the establishment will flourish as well as become
a competitor within our demanding market. To have a clear understanding of the cultural dynamic of
the organization the candidate must possess the attributes that coincide with the cultural behavior of
the company team dynamics.
Candidate Key Response for Adaptation to Organizational Culture:
Notes: “I am extremely interested in learning and growing as a professional. Although I do not have
direct experience in this field, I am a go-getter! I have the ability and drive to accomplish any task I am
given.” (College for America, 2019).
Adapting to Organizational Culture:
The candidate responds that they have the aptitude to develop and gain new skills that will enhance
their ability to perform within the organizational structure. The willingness to learn new skills shows that
the candidate can identify the need to develop as a professional and is willing to gain the skills necessary
to improve and succeed within our organization. This attribute reveals that the candidate is motivated,
proactive, driven, goal oriented and career focus.
The following observations and analysis are based on the companies five standards of the candidate’s
qualifications that are aligned with the culture of the organization.
Alignment with the culture of the organization:
Communication skills (verbal and written)
Interpersonal skills (relates well to others)
Strong work ethic
(Schneide, 2019)
Anticipated Outcomes: The projected, anticipated outcomes that will occur from hiring the candidate
will be a healthy personality and the ability to self-manage within our diverse team. A candidate that
exhibits a healthy personality and can self-manage will be successful in adapting to the culture of the
organization and has the ability to balance work and life. Self-management skills will allow the candidate
to adapt to different situations, set goals to manage their time effectively. This may assist the candidate
in coping with the stress of the high demands of our industry. Being strong in this area will add to the
productivity of the organization. The candidate will be able to assist the group in solving problems and
contributing to the development of the organization. The candidate’s collegial qualities will allow the
candidate to motivate the team by encouraging them to work as a unit to complete the common goals
of the organization.
Anticipated Outcomes Challenges under Theory Y: The candidate has very limited experience within
our competitive and high demanding market. Because of this, the candidate may have high
expectations and an unrealistic perspective of how the industry operates. This may present itself as a
challenge in adjusting to this industry. Theory Y proposes that employees want to work and are “selfdirected, creative, and ingenious in pursuing individual or collective goals” (Fotsch & Case, 2017). This is
an ideal scenario in which an organization can be productive. But, in today's economy and world ideal
employees’ scenarios are far to none. Identifying and learning the culture of this industry may
sometimes be a daunting task for new employees. The candidate will have to process how to
understand internal language and all of the intricacies of the company's product offering and our market
objectives for our products.
Recommendations: During the six-month onboarding period the candidate will be required to
complete professional development and training workshops. This will help the new employee to develop
the skills necessary to fulfill all technical and performance qualifications to successfully complete work
tasks. The candidate will shadow team leaders for a proximately three weeks during the three weeks the
new employee will be assigned moderate to complex task to complete. This will give them a clear
understanding and impression of the workflow. It is important during the onboarding period the new
employee becomes acclimated and gain a clear understanding of the internal language, product offering
and market objectives to successfully accomplish the goals of the organization. It is the responsibility of
the manager to assure the successful development of all new employees. In doing so, the manager will
implement motivators to help support the employee in becoming comfortable with their workflow.
Anticipated Outcomes Challenges Herzberg’s Motivation Theory:
As an organization, we stand to bring forth and create a workplace that is conducive to developing a
culture that employees feel welcome and appreciated for their efforts. We are a result driven
organization and we work as a team to complete tasks; team members are required to pull their weight
in order to complete high demand assignments/projects. Because of this, each employee is required to
produce their portion of work in a timely manner in order to successfully complete the whole. During
times of high urgency projects, the candidate may become frustrated, overpowered and dissatisfied if
the quality is not up to their standards. Their focus can be derailed by the high demand to produce. The
candidate may feel that the consistency and fluidity required for their identity to thrive and create
sustainable impact is being compromised and the candidate may become dissatisfied (Llopis, 2014).
“Herzberg's findings revealed that certain characteristics of a job are consistently related to job
satisfaction, while different factors are associated with job dissatisfaction” (Expert Program
Management, 2018). The prospect may feel as if their identity becomes lost in the vital state of business
requirement. This may also lead to dissatisfaction and affect the workflow of the candidate.
Dissatisfaction is inevitable in the workplace.
Recommendations: Motivation is a key factor in developing and guiding a new employee through the
onboarding period. Trusting our open-door policy will encourage that the new employees can freely
give suggestions and ideas to feel confident in their position and a part of the team.
To help motivate the new hire the following motivation tools can be put in place:
 Provide effective, supportive and non-intrusive supervision (Mind Tools, 2019).
 Recognition for job well done
 Monetary incentives
 Bonuses for the successful completion of team assignment
Theory Z: One of the main concepts of Ouchi’s Theory is creating a work environment that is conducive
to lifelong employment with a company. This is not always practical or possible because of the changing
economic climate of today. The candidate may not feel as though our culture is the correct fit for their
monetary or advancement needs. This may lead to a lack of morale and productivity from the potential
candidate, which in turn may lead to the team dynamic being less effective.
Recommendations: The success of the company is derived from the employee’s ability to work as a
team. During the six-month period of adaptation, the employee will have consistent performance
feedback from their team leader and supervision from a senior manager. The team, lead will mentor the
new employee with getting acclimated within the culture of the company, along with providing one-onone support in areas such as projects, learning, company policies, and from calling IT for computer
issues. This will build trust and develop relationships from the start. Mentoring can help reduce the
stresses that are normal during the onboarding period.
Emerging Trends:
Changing Workforce: As baby boomers reach retirement age and Millennials and Generation Z enter the
workforce organizations must consider the impact that this will have on organizational Management.
Management must reconsider their management approaches in order to effectively address and take
advantage of global economic shifts, differences in values and the mindset of the future workforce.
Management must be able to be open to the generational differences the modern Workforce.
Professional development and training can be offered to managers/leadership to assist in identifying
generational differences in the workplace and how to effectively handle and cope with the differences.
Technology: Technology significantly impacts organizational behavior and the way an organization
function. Technology is a construction of tools and machines that arouse the organization to be more
productive and effectively manage time. It is argued that technology and its management also have
considerable influence on the organizational behavior and the nature of work. Technology can be used
to guide in the decision-making process, lower labor costs and improve productivity. Therefore, as a
company it is important to stay up-to-date with technology to remain competitive in the global market.
Diversity within Globalization: Globalization is an important factor in the development and the growth
of a company. This trend allows companies to enter new markets to increase revenue, lower labor cost,
and gain higher productivity throughout the company. Globalization is a strategic step for businesses to
integrate their values and practices with other countries. With, globalization being inevitable and a
driving force for the growth and development of many organizations; companies must gain the ability to
adapt and become more effective to respond to the challenges brought in by their global endeavors.
Companies that can successfully integrate globalization into their workforce will gain and develop a
deeper value system, improve adaptability and have a greater understanding and responsibility for
ethics and diversity throughout their workplace.
Ethical limitations
The ethical limitations when applying behavioral theories within an organization is the need of ethical
standers are high in human relationships in specific situations. Ethical standers are a human response to
the behavior or demands of another individual. This factor often drives or compels a person to
automatically adjust their behavior for the betterment of others within their sphere of influence. Ethics
in mankind have allowed humanity to build trust and show empathy towards others which is just a part
of being human.
The risk that is associated with applying behavioral theory to organizations is that behavioral theory may
not have the ability to evolve and may not be applicable to many. Behavioral theory can be a fixed set of
applied behavioral practices and values that are only relevant for certain social classes that are exposed
to this concept. The thought of behavioral theory is a foreign concept to many outside academia or
psychology. For example, if a person is studying to be a welder behavioral theory is not a concept that
they will be familiar or need to know to function within their profession or must apply throughout their
studies of becoming a welder. It is unlikely when performing a job as a welder that behavior theory will
be a factor to successfully perform their job duties or to interact with others. It is my belief, that ethical
standards can be applied to any social class, profession, educational level or culture. Behavioral theory
can provide a strong sense of professional practices for an organization, but it is also important that a
company does not get fixed by applying every aspect of their growth and development with theory. An
organization must be able to balance their ethical standards along with theory to build an organizational
culture that is conducive to growth tolerance, acceptance, and will increase employee’s engagement.
Open System:
Recommendations are important to the growth and development of an organization because it provides
the opportunity for the company to perform at its highest and provide corrective action for better
performance. Also, recommending intervention in an organization will make major impacts by providing
organizational development. Interventions will improve efficiency, allow for behavior change, team
building, maintain top performance during periods of organizational changes, and create a work
environment that looks towards the future.
An open system gives the company the opportunity to apply subsystem to establish the fundamentals
of an organization. This theory takes into consideration the environment in which the organization is
established. An open system takes a “holistic approach to problem solving by understanding how the
internal structure and external environment interactions” affects the organization (Sullivan, 2019). The
complexity of human behavior leads this theory to realize there is no single best path to achieve success
within an organization because of the various and unpredictable nature of a social organization's
interactions with its surroundings (Sullivan, 2019).
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Retrieved from https://courses.lumenlearning.com/sunyprinciplesmanagement/chapter/situational-theories-of-leadership/
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from https://www.forbes.com/sites/glennllopis/2014/01/27/5-workplace-dynamics-that-fuelan-employee-identity-crisis/#694c35c881f2
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Retrieved from https://www.mindtools.com/pages/article/herzberg-motivators-hygienefactors.htm
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