Two Relevant Case Study
On
Organizational Behavior
MGT251(5)
Prepared for
Tamanna Parvin Eva
Senior Lecturer
Department of Business Administration
East West University
Prepared By
Name
ID
Contribution
Emamul Riyadh
2022-1-10-153
25%
Israt Jahan Mitu
2023-1-10-250
20%
Wasiul Islam
2021-2-10-244
20%
Syeda Zarin Tasfia
2021-3-10-154
20%
Sanjida Ikbal
2022-1-10-093
15%
Letter of Transmittal
Date: 13 January 2025
To,
Tamanna Parvin Eva
Senior Lecturer, Department of Business Administration
East West University, Dhaka
Subject: Submission of term paper on “Two Relevant Case Study on Organizational Behavior”.
Dear Ma’am,
With due respect, we are pleased to submit the term paper on “Two Relevant Case Study on
Organizational Behavior”. In this paper, we analyze the case1 and 2. From case 1, we explain the
motivational theory used by California restaurant to motivate their employees along with our
perspective to use which alternative theory and Job Characteristic Model if we are in the
managerial position of that restaurant. From case 2, we identify different roles in a group and
effects of the diverse nature of a group. We, the members, have tried our best to collect the most
accurate information for the term paper and make it better in every way.
We thank you for giving us the opportunity to work on this exciting topic. Surely it will be helpful
for our professional life. It would be great pleasure if you appreciate our work and suggest to us
how we can improve.
Yours faithfully,
Emamul Riyadh
2022-1-10-153
Israt Jahan Mitu
2023-1-10-250
Wasiul Islam
2021-2-10-244
Syeda Zarin Tasfia
2021-3-10-154
Sanjida Ikbal
2022-1-10-093
2
Acknowledgement
By analyzing the cases we gained knowledge about how a business applied motivation theories to
connect with their employees and different roles that are played by individuals in a group along
with their individual perspective. We would like to express our sincere gratitude to Mrs. Tamanna
Parvin Eva, our esteemed course instructor, for providing the opportunity to explore this topic
through our term paper. Your guidance throughout this project and the course Organizational
Behavior has been instrumental.
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Executive Summary
Two case studies were provided which includes in the first case study it discusses the motivation
theories and its implementations in organization. In the second case study, it shows group roles
and effects of group diversity. The findings of the report highlights the strengths and weaknesses
for both the cases. In case 1, it includes strengths such as, customer-centric approach, effective
feedback loops, employee engagement, commitment to quality, clear goal setting and collaborative
meetings. Moreover, it holds weaknesses like, excessive competition, Neglect of Employee
Welfare, feedback overload, Task Complexity Issues, Limited Autonomy, Meeting dependency.
In case 2, it holds strengths like, diverse expertise, leadership Initiative, awareness of market
trends, group support dynamics and weaknesses like, resistance to change, lack of unified vision,
leadership challenges, impact of group diversity, missed opportunity for research. The
recommendations suggest California restaurant to arrange training programs for employees.
Again, Moore should reinforce the vision and objectives assigned by the president on the task
force.
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Table of Contents
1. Introduction
1.1 Background of the study
1.2 Objectives of the study
1.3Methodology of the study
1.4Limitation of the study
2. Theoretical Issues
3. Analysis
4. findings
5. Conclusion & Recommendations
References
Appendix
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1. Introduction
1.1 Background of the study
Case 1:
The term paper studies the motivational tactics applied by the co-founders of California Restaurant
Group John Peterson and Sue Han Dickson. Unlike the traditional methods of motivation, the
motivation tactics of Peterson and Dickson takes a different route of customer review & feedback,
quality control and employee accountability.
Case 2:
The paper studies the event of Moore being appointed the chair of a task force of a joint venture
for producing and manufacturing pet caskets for the burial of beloved pets, mainly cats and dogs.
The joint venture's steering task force, led by Moore, was tasked with designing a revolutionary
product line to meet these market demands. However, the members of the team came to a
conclusion that the existing products are better and more deliverable. They gave up the idea of
designing a completely new product which Moore knew would anger the presidents of the
companies.
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1.2 Objectives of the study
Case 1:
The main purpose of the study is:
●
●
●
●
To analyze the customer feedback based motivational theory
To study the paper’s alignment with the Goal Setting Theory
To study alternative motivation tools
To determine how the Job Characteristics Model of motivation works on the restaurant
employees.
Case 2:
The main purpose of the study is:
● To analyze the types of role-plays of the task force members.
● To study the impact of diverse group members on the committee’s action.
● To determine what role could someone else play in solving the problems.
1.3Methodology of the study
Case 1:
The paper studies how feedback loops, secret shopper reports, and employee performance
assessments result in employee motivation. Secondary sources such as industry reports and
insights into restaurant management were also used to contextualize the findings.
Case 2:
The methodology includes:
● Determining the challenges and issues of leadership faced by Moore.
● Evaluating the task force’s decision-making process.
● Evaluating and selecting the best alternatives in coping up with the leadership challenges.
1.4Limitation of the study
Case 1:
The study paper mentions motivational tactics, it still has some limitations. They are-
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● Scope constraints: The study contains constraints of goals, deliverables, features and
functions.
● Time Limitations: The study was conducted within a limited timeframe, which restricted a
deeper exploration of other motivational strategies or their long-term impacts.
● Subjectivity: Potential bias in interpretation due to reliance on qualitative data or subjective
opinions from available sources.
●
Methodological Constraints: Limitations inherent in the chosen methodology, such as using case
studies, which may provide depth but lack statistical representativeness.
Motivating employees based on customer feedback can be an effective strategy to improve
performance, engagement, and morale. Nowadays, restaurant owners like Peterson and Dickson
depend heavily on feedback gathering by anonymous customers and evaluate the restaurants’
performance. They use surveys, reviews, and direct interactions to gather feedback regularly. They
segment the feedback into customer service, food quality, etc. to further sustain the restaurant. The
paper contains unconventional motivation theory based on customer feedback. They try to support
their employees as well. They try to recognize and reward achievements through incentives and
other methods. And personal motivation of Peterson mainly comes from his willingness to come
to work in the morning. By analyzing the motivational tactics, this paper strives to explain how
California Restaurant Group balances quality control, employee accountability and customer
satisfaction.
Case 2:
The study paper mentions motivational tactics, it still has some limitations. They are● Scope constraints: The lack of direct insights from the task force members' perspectives,
which restricts the ability to fully understand their motivations and decision-making
processes.
● Time Limitations: The study was conducted within a limited timeframe, which restricted a
deeper exploration of other motivational strategies or their long-term impacts.
● Subjectivity: Potential bias in interpretation due to reliance on qualitative data or subjective
opinions from available sources.
● Methodological Constraints: Limitations inherent in the chosen methodology, such as
using case studies, which may provide depth but lack statistical representativeness.
Moore has been appointed the chair of a task force of a joint venture for producing and
manufacturing pet caskets for the burial of beloved pets, mainly cats and dogs. The companies had
assigned their personnels in the task force. The joint venture's steering task force, led by Moore,
was tasked with designing a revolutionary product line to meet these market demands. However,
the members of the team came to a conclusion that the existing products are better and more
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deliverable. They gave up the idea of designing a completely new product which Moore knew
would anger the presidents of the companies.
2. Theoretical Issues
Definition of Motivation and Its Impact on Organizational Performance
Motivation refers to the psychological processes that drive individuals to take action toward
achieving specific goals. In an organizational context, motivation influences employee
productivity, job satisfaction, and organizational commitment. When employees are motivated,
organizations experience higher performance levels, creativity, and innovation, which are critical
to achieving strategic objective
Overview of Motivational Theories
Several theories explain how motivation works:
1) Maslow's Hierarchy of Needs: Suggests that employees are motivated by fulfilling needs,
starting with physiological needs and progressing to self-actualization.
2) Herzberg's Two-Factor Theory: Divides workplace factors into motivators (e.g.,
recognition, achievement) and hygiene factors (e.g., salary, work conditions).
3) Vroom’s Expectancy Theory: States that employees are motivated when they believe their
effort leads to performance and performance leads to desired rewards.
Group Dynamics and Its Type
Groups in organizations can be formal (created by the organization to achieve specific goals) or
informal (formed naturally among employees based on personal relationships). Groups are crucial
for knowledge sharing, decision-making, and fostering creativity.
Types of groups include:
1) Task Groups: Focused on achieving specific objectives
2) Interest Groups: Formed around common interests outside organizational goals.
3) friendship Groups: Built on personal bonds among members.
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Importance and Benefits of Performing in a Group :
Effective group performance enhances problem-solving, promotes innovation, and improves
employee engagement. Groups encourage collaboration, creating a sense of belonging and mutual
support that drives organizational success.
Case Study 1: Motivation at Google
Overview: Google is renowned for its innovative work culture, largely attributed to its employee
motivation strategies.
Key Strategies:
flexible Work Environment: Employees can work in ways that suit them best, fostering creativity.
Incentives and Rewards: Performance-based bonuses, recognition programs, and career
development opportunities.
Employee Empowerment: Encouraging innovation through initiatives like “20% time,” where
employees work on projects of personal interest.
Impact on Performance:
Google’s motivational practices lead to high employee satisfaction, low turnover, and
groundbreaking innovations like Gmail and Google Maps.
Case Study 2: Teamwork at Toyota
Overview: Toyota emphasizes teamwork to achieve operational excellence through its Toyota
Production System (TPS).
Key Practices:
Kaizen: Continuous improvement driven by group collaboration and employee suggestions.
Team Training: Employees are trained to work collaboratively and problem-solve effectively.
Cross-functional Teams: Teams comprise individuals with diverse skills to tackle complex
challenges.
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3. Analysis
Case1
Summarize
The co-founder of California restaurant Mr. John Peterson agrees that taking care of your
employees and they will take care of your customers. In Spite of that he believes that to satisfy a
customer they should provide high quality goods. He also add that majority restaurants business
which had their business the prime reason is no one able to fulfil customer expectations. He said
that those business had a lack of self knowledge. That is the reason, he focuses on collecting the
information that can be put to effective use. As he already knew that for the success of the business
it depends on self knowledge, the business maintains secret shoppers that provide reports so that
the business can find out the customer needs. Another leader Sue Han Dickson said that the most
important component that they maintain are the feedback loops because it's the main factor from
where they received information. Dickson further added that they arrange ‘war room’ conversation
meetings where strategies were adopted, review employees performance, share insights and
different challenges. This meeting helps them to show individual perspectives to solve problems.
To enhance employees' motivation California depends on conflict stimulation where people feel
they are working against each other more like a competition. Again, according to Dickson's
statement the chiefs were that artists, they always went for the best quality. Both Peterson and
Dickson are very much committed towards their customers. Although Peterson believes his self
motivation comes from going to work in the morning. He also ensured that everyone that came in
the restaurant had as great a time as possible.
1. Do you thing that the goal setting theory plays a role in California’s methods for enhancing
performance?
Why and How? Explain your answer with using the model and each contents of the Goal setting
theory.
Answer: Yes, I think that the goal setting theory plays an important role in California’s method for
enhancing their performance. As the restaurant collects the information and works on feedback to
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increase the quality and efficiency it really defines the aspects of the theory. Here California’s
work practices along with the contents of goal setting theory are discuss in the following part:
1) Clarity: A clear and measurable goal provides a richness to define. Most importantly to
identify effective goals it must provide a specific timeline while completion.
Example: The co-founder of California Mr. Peterson is very clear about his goals to satisfy
his customers by providing them with high quality goods. They also maintain market
research to fulfil customer expectations.
2) Challenge: Challenges define a goal's difficult level as it can motivate a person to stay
focused on the goal.
Example: The management uses conflict stimulation where employees feel that they are
working against each other more like a competition. This method helps employees to stay
focused on their goal of fulfilling the customer's expectations.
3) Commitment: Put conscious effort to fulfil the goal. Share this goal with individuals which
may help to increase the accountability to acquire the goal.
Example: The employee feels commitment as they can share all the problems and get
feedback of their performance in the war room. They also present their own perspective to
solve a problem.
4) feedback: It prepares a method that receives information on potential progress of a goal.
Example: California takes a week's review by the help of secret shoppers which help the
business to find out whether they are able to fulfil the need of the customer. And if they
have any lacking in their any activity then they can improve it in the war room meetings.
5) Task Complexity: When a goal is complex, it is necessary to give you enough time to
acquire the learning curve which helps to finish the task.
Example: The management shares insights, performance review, market information to
make sure the employee has all the tools to achieve goals.
So, that's how the goal setting theory actually processes in the restaurant that enhances employees
commitment towards the work that ultimately satisfies the customers.
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2) If you are assigned in managerial position of California Restaurant, which alternative motivation
tool would
you prefer for motivating employees at workplace? Explain the theory and its implementation
process.
Answer: If I were assigned in the managerial position of a California restaurant then I will choose
the self determination theory which is an alternative motivation theory and it covers the basic
psychological needs such as, competence, autonomy, relatedness. Now I will discuss how this
theory may motivate the employees of the restaurant in the following:
1) Autonomy: Autonomy is approved by the decisions that acknowledge a person's desire, it
provides understanding of our perspective, provides rationale when attached with a
behavior and allows choices in behavior.
Implement
Like allowing chiefs to do new experiments to elaborate the menu or improve processes.
Again, employees can use their own ways to attract and create a customer base.
2) Competence Competence is done by providing an individual with specific challenges along
with opportunities to grow, it motivates their sense of commitment, provides structure and
gives feedback.
Implement
I would prefer to arrange training programs for employees. So, they become more skillful
in their work. After that those trained chiefs will compete against other chiefs to compare
their progress and based on their performance incentives will be provided to motivate them.
3) Relatedness: Relatedness refers to situations that involve others and highlight the interest
of the person’s activities; it shows their feelings and carry that the individual is important.
Implement
Employees can be involved in decision making of any activity in the restaurant. They can
provide suggestions while adding new items in the menu or choice offers that can help to
attract customers. It will help to feel valuable for the company and self satisfaction.
By this way, I can apply the SDT theory to make employees more connected, efficient and
committed towards the company.
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3. Relate and apply a job Characteristic model of motivation for this restaurant to motivate
employees at work.
Answer: Apply Job Characteristics Model along with its steps to motivate the employees of
California restaurants.
Core Steps of (JCM) model:
1) Skill Variety: Skill Variety defines various activities that are needed to perform a particular
job. These activities require different skills which are necessary for a job. The employees
should perform this task at job to identify if these job tasks are monotonous or repetitive.
Implementation
Give chiefs the right to experiment which can create new dishes in the menu or if the chief
Ms are from a different region or country then, they can cook dishes which are popular in
those regions and if the customers like it then these dishes will be added to the menu. This
will help them to feel belongings in the environment.
2) Task Identity
A job's worthiness defines when it is completed from starting to end along with a proper
or visible outcome. In simple words it means to do the whole work process of the job.
3) Task Significance
It wants to clarify whether a particular job carries any meaningful impact in one’s life. A
task of a job only be significant when it can create an impact on a person's life.
To provide the core values of the job and members should understand the job is a part of
their life. They should maintain quality standards with the customer to maintain the
restaurant’s value in the market.
4) Autonomy
Autonomy deals with a job’s freedom, discretion and greater responsibility. It gives
freedom to individuals to make some decisions on their own.
Implementation
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Encourage employees to make decisions like to give discounts on special occasions or
events. To take feedback from employees and work on the lacking to fulfil it. Employees
will become more committed to the organization and responsible towards their work.
5) feedback
It carries performance information of individual employees. It helps employees to find out
in which part they should improve their performance. Most of the employees said that
received feedback helps them to build their career.
Implementation
California restaurants maintain secret shoppers to collect the reviews of their dishes along
with that an authority should establish that will provide monthly performance appraisal and
feedback to the employees of the restaurant.
Case Study 2
Summarize
Moore was the appointed chair for the task whose work is to prepare new design for the product
line. This task is a joint venture among companies from Korea, UK, South America. The main task
of this venture is to create high quality pet caskets by using new techs. The team members were
selected based on their expertise. At the beginning of the meeting Moore explained why we should
go for a new design. Although a member from their South America team opposed that the company
should not go for the new designs. According to her, people who are satisfied with their existing
design and sales are also good. Most of the members took the side of Ms Sarina for her statement
because they were assuming this would save a lot of money. But Moore knew that the president
would not agree with that because the design was too old and the company wanted something new.
However, the team members didn’t agree for the new designs and told Moore to prepare a memo
to the council president to use the existing design. At this point, he became worried about the fact
that the council might be blamed for the decision that the task force had taken. Because, the
purpose for which the team was prepared wasn't accomplished and he was thinking what went
wrong and how he can fix it.
1. Which types of role play of each group member can you identify in this case? Explain with
examples.
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Answer: The case has shown different types of group roles which are played by Moore’s group
this roles are discuss in the following:
1) Task Roles
It refers to the roles that influence the group's ability to achieve its goal. This role is mainly
played by the task leader, the person that keeps the group focused, pointed to the primary
task, maintains the communication between the group and prepares ideas.
Example
Moore performs the task role he explains the purpose of the task, necessity to make
innovative designs. He also made the group concerned that we can use the existing design
as it is instructed by the council president.
2) Maintenance Roles
Share cohesion and want to support the decision of the group members. It wants to maintain
the bonding in the group and avoid conflicts. This individual mainly focuses on completing
the task.
Example: As, we see that how Neyra, Mariana and Tia agreed with the statement is Sarina
and suggest Moore to maintain the same design of pet baskets and continue production.
3) Dysfunctional Roles
A pattern which is reflected from an individual member of the group that creates a negative
impact on the group performance. This may also change the main motive to create the
group.
Example: I'm the case study, it is reflected that Sarina was the first person who opposed
the decision not to create new designs as old ones still carry a good sale in the market. And
her statement forced Moore to think about the alternative decision which wasn’t even an
option in the task.
These are group roles identified from the above case study.
2. How did the diverse nature of the group affect the committee’s actions?
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Answer: In this case study, there is clearly identified diversification of different culture, age, race
etc. in the task force. This diverse character of the group creates a complex situation while taking
actions. While the group was formed by various expertise, they came from different environments
where their working culture is also different. As an example, Sarina from South America holds a
mindset of cost reduction. According to her, as the existing product generates great sales there is
no need for new innovation. This perspective creates a clash between the goal of the team. Again,
the risk aversion tendency reflects from the other members of the group where they don't want to
take the risk of a new design as the one carries good sales in the market. Although the leader Mr
Moore believed in openness to experience and also wanted to follow the words that are instructed
by the council. So, it is reflected that a leadership challenge had arisen for Mr.Moore. As he was
not able to manage the group to work on the task generated from the council. Difference in
decisions has shown us that group diversity can hinder the main purpose and change the group
objective.
3. If you were in Moore’s position, what would you have done differently? What would you do
now to solve
the problem?
Answer: If I was in the Moore position, I should have followed a proactive approach to maintain
the group discussion and clear cut the objectives. I have explained it in the following steps:
1) To focus on the objectives
I would focus on the objectives or the task which is assigned by the council. As innovation
was the main purpose I would tell the group members to focus on that particular statement.
2) Take external feedbacks
I would take feedback from different casket experts to understand the trendy design or the
demand of the innovative caskets among the pet owners.
3) Redefine roles and responsibilities
As, team members didn't understand the existing product situation and how this could make
a drop in the future sales. So, I would assign them to do market research, comparison and
collect feedback from the customers.
4) Communicate with the council
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If all the above steps are unable to bring any sources of outcomes then I might go to the
council and explain to them the reason for rearranging the group for the task.
By following these steps I would redefine the goal with a team that fosters innovative ideas and
wants to work based on the council's vision.
4. findings
Case 1:
From this case, we learn several key insights regarding how the California restaurant, led by cofounders John Peterson and Sue Han Dickson, approaches business success, employee motivation,
and customer satisfaction.
The central theme of the analysis highlights the significance of goal clarity and its alignment with
the principles of goal-setting theory. The restaurant focuses on specific, measurable goals, such as
satisfying customers with high-quality goods and using tools like secret shopper feedback and
"war room" meetings to assess progress and address challenges. This structured approach enhances
employee commitment and performance, ensuring that the business remains customer-centric.
Additionally, the analysis emphasizes the importance of competition and feedback loops in
motivating employees. The restaurant's use of conflict stimulation fosters a competitive
environment that drives individuals to excel. Regular feedback, combined with performance
reviews and shared insights, ensures employees are equipped to meet expectations and maintain
high standards.
Alternative motivational theories, such as self-determination theory (SDT), were also explored as
potential tools for enhancing workplace engagement. This theory suggests fostering autonomy,
competence, and relatedness among employees. By allowing employees to contribute ideas, take
ownership of tasks, and participate in decision-making, the workplace can cultivate a sense of
belonging and intrinsic motivation.
Lastly, the Job Characteristics Model (JCM) was applied to the restaurant's context. This model
underscores the value of skill variety, task identity, task significance, autonomy, and feedback. By
empowering employees with creative freedom, engaging them in meaningful tasks, and providing
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regular performance evaluations, the restaurant can create a more motivated and committed
workforce.
Strengths of California Restaurant
1. Customer-Centric Approach: Focus on high-quality goods ensures customer satisfaction
and loyalty.
2. Effective Feedback Loops: Tools like secret shopper reports and war room meetings drive
continuous improvement.
3. Employee Engagement: Conflict stimulation fosters competition and goal focus.
4. Commitment to Quality: Leaders prioritize excellence in all aspects.
5. Clear Goal Setting: Structured goals enhance employee commitment and performance.
6. Collaborative Meetings: War room meetings strengthen teamwork and accountability.
Weaknesses of California Restaurant
1.
2.
3.
4.
5.
6.
Excessive Competition: Overemphasis may reduce collaboration and increase stress.
Neglect of Employee Welfare: Focus on quality may overlook employee needs.
Feedback Overload: Frequent evaluations risk overwhelming employees.
Task Complexity Issues: Complex goals without support can lead to burnout.
Limited Autonomy: Lack of decision-making freedom may hinder innovation.
Meeting Dependency: Over-reliance on meetings can slow decision-making.
Case 2:
The analysis of the case study highlights important lessons about group dynamics, leadership, and
the impact of diversity. Identifying and managing roles within a team is crucial for achieving
objectives. In this case, task roles, such as Moore’s efforts to guide the team toward innovation,
were essential for direction, but they faced challenges from maintenance roles that prioritized
harmony and dysfunctional roles that resisted change. The diverse cultural and professional
backgrounds of team members added complexity to the decision-making process. While diversity
can bring varied perspectives, it also introduced conflicting priorities, as seen in Sarina’s costfocused stance that opposed the council’s innovation goal. This situation emphasizes the need for
strong leadership to unify the group and align them with shared objectives.
Moore faced leadership challenges, particularly in communicating the importance of innovation
and addressing resistance effectively. The lack of clarity in defining roles and aligning the team to
the council’s vision hindered progress. To improve, a proactive approach is necessary, including
setting clear goals, seeking external feedback, conducting market research, and fostering open
communication. These steps would help manage resistance and ensure alignment with the
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organization’s strategic direction. Ultimately, the case underscores the significance of effective
leadership, strategic planning, and the ability to navigate diverse group dynamics to achieve project
success.
Strength of Moore Teamforce
1. Diverse Expertise: The team was composed of members selected based on their expertise,
which provided a wide range of perspectives and technical skills to address the task of
creating innovative pet casket designs.
2. Leadership Initiative: Moore, as the leader, demonstrated a clear understanding of the
task's objectives and the council’s vision, aiming to align the team with the goal of
innovation despite resistance.
3. Awareness of Market Trends: The focus on creating new designs highlighted the team's
recognition of the need to adapt to evolving market demands and maintain competitiveness.
4. Group Support Dynamics: Certain team members emphasized maintaining group
cohesion by supporting a cost-saving approach, which reflects a commitment to unity and
resource efficiency.
Weakness of Moore Teamforce
1. Resistance to Change: A significant portion of the team, led by Sarina, opposed
innovation due to their preference for maintaining the status quo, which limited the team’s
ability to embrace new opportunities.
2. Lack of Unified Vision: The team struggled to align on a shared objective, with conflicting
priorities—innovation versus cost-saving—causing delays and inefficiencies.
3. Leadership Challenges: Moore faced difficulties in managing the diverse opinions and
ensuring the group’s focus remained on the council’s directive, which ultimately hindered
progress.
4. Impact of Group Diversity: While diversity in culture and work environment can enhance
creativity, it also introduced communication barriers and differing values, making it harder
to meet the need for new designs, which could have helped address resistance to change
more effectively.
5. Missed Opportunity for Research: The team failed to utilize external feedback or market
analysis to validate and reach a consensus.
5. Conclusion & Recommendations
Conclusion
Case 1:
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California Restaurant Group has been dealing with the issues of running a restaurant efficiently and
maintaining its sustainability with balanced quality control, employee accountability and customer
satisfaction. Motivating employees based on customer feedback presents a dynamic approach to enhancing
performance, engagement, and morale in the service industry. By segmenting feedback into actionable
categories such as customer service and food quality, the company ensures sustained growth and
adaptability. Furthermore, recognizing and rewarding employee achievements results in better
efficiency and success.
Case 2:
The case of Moore and the joint venture task force highlights the challenges of leading a diverse
team with conflicting perspectives and priorities. Despite the strategic intent of the joint venture
to revolutionize the product line for pet caskets, the task force members prioritized immediate
feasibility over innovation, recommending the use of existing designs. Moore faces a challenge of
leadership to guide the team towards a significant goal.
Recommendations
Case 1:
I would recommend autonomy for the employees and encourage healthy competitions among
them. I would also suggest for the authority to arrange training programs for the employees so that
work efficiency could be achieved. Moreover, I would like the company to recognize and reward
the employee's achievements.
Case 2:
I would suggest Moore to reinforce the vision and objectives assigned by the presidents on the task
force. I would like Moore to focus on the objectives, take consumer feedback and redefine the
roles and responsibilities.
References
● Maslow, A. H. (1943). A theory of human motivation. Psychological Review google
schola, 2, 21-28.
● Shiftbase. (n.d.). Job characteristics model. Shiftbase. Retrieved January 12, 2025, from
https://www.shiftbase.com/glossary/job-characteristics-model
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● Lumen Learning. (n.d.). Group member roles. In Real world communication: An
introduction. Retrieved January 12, 2025, from https://courses.lumenlearning.com/sunyrealworldcomm/chapter/14-2-group-member-roles/
● Toyota. (n.d.). Toyota production system. Toyota Global. Retrieved January 12, 2025, from
https://www.toyota-global.com/company/vision_philosophy/toyota_production_system/
● Indeed. (n.d.). What does being proactive mean? (With examples and tips). Retrieved
January 12, 2025, from https://ca.indeed.com/career-advice/career-development/beingproactive
● Ramzy, O., El Bedawy, R., & Maher, A. (2018). Dysfunctional behavior at the workplace
and its impact on employees’ job performance. International Journal of Business
Administration, 9(4), 224-233.
Appendix
Case 1: Motivate Uniquely
Perhaps most importantly, we found out that cofounder John Peterson, the co-founder of California
Restaurant
Group doesn’t agree with the widely held theory that “if you take care of your employees, then
they’ll be happy and
they’ll turn around and take care of your customers.” In Peterson’s opinion, the best way of taking
care of customers
is to provide them with consistently high quality, and when it comes to motivation, he’s less
interested in “taking
care” of his employees than in directing them to deliver quality. “We invest all of our resources in
controlling
quality,” says Peterson. “There’s really nothing else we do except fix broken refrigerators.”
Peterson adds that “half” of the company’s quality control energies go into meeting “the
expectation that we’ve
built. Whatever business you have,” he explains, “you’ve created an expectation,” and if California
slips below the
customer’s high expectation of quality, “we’ve disappointed our core customer—which you never
want to do. That
will kill your business.”
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What’s the key to knowing whether or not you’re meeting customer expectations? Noting that 85
percent of all
restaurants go out of business for reasons that no one—not even owners—seem to be able to
fathom, Peterson offers
the following opinion: Restaurants, he says, go out of business because of “a lack of selfknowledge,” and he
believes that the kind of “self-knowledge” that you need to stay in business comes from acting on
two managerial imperatives: “really probing” and “wanting to know”—in short, committing
yourself to collecting truly useful
information that can be put to truly effective use.
“From a very, very early point,” says Peterson, “we made it clear we wanted to know. And that’s
one of the primary
purposes of the secret shopper reports”—that is, reports submitted by anonymous customers who
are paid to visit
California outlets and evaluate their performance. Like Peterson, Sue Han Dickson also depends
heavily on
intelligence gathering, including secret shopper reports. “The most critical components to my
approach to managing
the restaurants,” says Dickson, “are feedback loops”—the responses he gets to active intelligence
seeking
techniques—“because that’s where we get our information.... The more information I can get, the
[more] I actually
rely on technology. E-mails, texts, video cameras, secret shopper reports that get e-mailed to me—
all of these things
are my fingers on the pulse” of the company.
How do Peterson and Dickson use all of this information to motivate employees? Through
meetings, says Dickson:
Every Wednesday, we have what we call the “war room,” where all of the general managers and
the chefs come in
and we have a meeting. We review numbers, we review shoppers’ reports, we interact about what
our managers are
hearing from the guests. And it’s also a great chance for one restaurant to learn from the other.
Interactions, Dickson admits, often become “intense,” as upper management critiques the
performance of various
restaurants and personnel over the previous weekend. As we see in the meeting excerpted in the
video, for example,
Peterson admonishes the manager of one outlet that her 2 percent increase in food costs “represents
about 8,000
bucks. That costly.”
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Dickson is quick to add that “we also try and support” employees, although support is apparently
conditional on the
admission of on-the-job missteps: Top management, it seems, is most forthcoming with direction
when restaurant
managers and chefs “admit what they’ve done wrong.” Otherwise, the purpose of the “war room”
seems to be to
encourage group efforts to solve common problems. The function of top management, suggests
Dickson, is to
facilitate discussion when employees are “willing to look at” a problem and “when they’re willing
to have a sort of
collaborative attitude towards how we’re going to fix it.” As for additional motivational strategies,
California seems
to rely on conflict stimulation—the constructive use of conflict that occurs when people feel that
they’re working in
opposition to each other. In the “war room,” explains Dickson, the chefs ... are looking at their
labor costs ... [and] their food costs comparatively. And they are the most competitive when it
comes to beating out the other chefs.
They’re artists. They want to be the best, and so they’re chasing everything from quality to
numbers. The more I can
put them in a room together, the better.
In addition to this, Peterson says that his own motivation comes from his willingness to come to
work in the
morning. It’s not a particularly easy or lucrative line of work ..., and if we didn’t provide the best
possible
experience just because that’s who we were, we couldn’t do this. You couldn’t pay me enough to
do this if I didn’t
actually care that everybody that walked out of the door had ... as great a time as possible.
their food costs comparatively. And they are the most competitive when it comes to beating out
the other chefs.
They’re artists. They want to be the best, and so they’re chasing everything from quality to
numbers. The more I can
put them in a room together, the better.
In addition to this, Peterson says that his own motivation comes from his willingness to come to
work in the
morning. It’s not a particularly easy or lucrative line of work ..., and if we didn’t provide the best
possible
experience just because that’s who we were, we couldn’t do this. You couldn’t pay me enough to
do this if I didn’t
actually care that everybody that walked out of the door had ... as great a time as possible.
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Discussion Questions:
1. Do you thing that the goal setting theory plays a role in California’s methods for enhancing
performance?
Why and How? Explain your answer with using the model and each contents of the Goal
setting theory.
2. If you are assigned in managerial position of California Restaurant, which alternative
motivation tool would
you prefer for motivating employees at work place? Explain the theory and its
implementation process
(***you cannot select the existing theories which are included in the case.)
3. Relate and apply job Characteristic model of motivation for this restaurant to motivate
employees at work.
Case 2: Managing a Group
Moore has been appointed chair of a steering task force to design the primary product line for a
new joint venture
between companies from Korea, UK, and South America. The new joint venture company will
make, sell, and
service pet caskets (coffins) for the burial of beloved pets, mostly dogs and cats. One month earlier,
each company
had assigned personnel to the task force:
● From the Korean company, Yuhi Mukishu from Yokohama, assistant to the president of the
Korean company;Nada Kiao from Seoul, director of marketing from its technology group; and
Neyra Haishi from Seoul, assistant director of its financial management department.
● From UK company, Richard Han from Manchester, the top purchasing manager from its
lumber and forest lands group; Taylor Medan from Glasgow, the codirector of the company’s
information systems group; andSally Nima "Tia" Johnson from London, the former CEO, now
retired and a consultant for the company.
● From the South American company, Sarina Sophie from Argentina, the head of product design
for that company’s specialty animal products group; Harry Beyan from their Mexico City
division, an expert in automated systems design for wood products; and Galelio Gomes, in
charge of design and construction for the plant, which will be located in southern Chile to take
advantage of the vast forest there.
These members were chosen for their expertise in various areas and were taking valuable time
away from their
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normal assignments to participate in the joint venture. As chair of the task force, Moore had
scheduled an initial
meeting for 10:00 A.M. Moore started the meeting by reviewing the history of the development of
the joint venture
and how the three company presidents had decided to create it. Then, Moore reviewed the market
for the new highend, designer pet coffins, stressing that this task force was to develop the initial design parameters
for the new
product to meet increasing demand around the world. He then opened the meeting for comments
and suggestions. Sarina Sophie spoke first: "In my opinion, the current designs that we have in
production in our Argentina plant are
just fine. They are topnotch designs, using the latest technology for processing. They use the best
woods available
and they should sell great. I don’t see why we have to design a whole new product line." Neyra
Haishi agreed and
urged the committee to recommend that the current designs were good enough and should be
immediately
incorporated into the plans for the new manufacturing plant. Moore interrupted the discussion:
"Look, the council of
presidents put this joint venture together to completely revolutionize the product and its
manufacture based on solid
evidence and industry data. We are to redesign the product and its manufacturing systems. That is
our job, so let’s
get started." Moore knew that the presidents had considered using existing designs but had rejected
the idea because
the designs were too old and not easily manufacturer at costs low enough to make a significant
impact on the
market. He told the group this and reminded them that the purpose of the committee was to design
a new product. The members then began discussing possible new design elements, but the
discussion always returned to the
benefits of using the existing designs. Finally, Tia spoke up: "I think we ought to do what Mariana
suggested earlier.
It makes no sense to me to design new caskets when the existing designs are good enough to do
the job." The others
nodded their heads in agreement. Moore again reminded them of the task force’s purpose and said
such a
recommendation would not be well received by the council of presidents. Nevertheless, the group
insisted that
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Moore write a memo to the council of presidents with the recommendation to use existing designs
and to begin
immediately to design the plant and the manufacturing system. The meeting adjourned and the
members headed to
the golf course at 10:45 A.M.
Moore returned to his computer and started to write the memo, but he knew it would anger the
presidents. He hoped
he would not be held responsible for the actions of the task force, even though he was its chair. He
wondered what
had gone wrong and what he could have done to prevent it.
Case Questions:
1. Which types of role play of each group member can you identify in this case? Explain with
examples.
2. How did the diverse nature of the group affect the committee’s actions?
3. If you were in Moore’s position, what would you have done differently? What would you
do now to solve the problem?
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