Understanding Organisational Behaviour

THE UNIVERSITY OF SHEFFIELD
CITY COLLEGE
MASTER OF BUSINESS ADMINISTRATION
MBA LEVEL
UNDERSTANDING ORGANIZATIONAL BEHAVIOUR Time: 1 hour
Answer ONE OF THE TWO questions found at the end of the case study.
Your answer should draw upon the academic literature where appropriate
In ten years, Plant World had grown from a one-person venture into the largest nursery
and landscaping business in its area. Its founder, Myta Ong, combined a lifelong interest
in plants with a botany degree to provide a unique customer service. Ong had managed
the company’s growth so that even with twenty full-time employees working in six to
eight crews, the organization culture was still as open, friendly, and personal as it had
been when her only "employees" were friends who would volunteer to help her move a
heavy tree.
To maintain that atmosphere, Ong involved herself increasingly with people and less with
plants as the company grew. With hundreds of customers and scores of jobs at any one
time, she could no longer say without hesitation whether she had a dozen arborvitae
bushes in stock or when Mrs. Carnack’s estate would need a new load of bark mulch. But
she knew when Rose had been up all night with her baby, when Gary was likely to be late
because he had driven to see his sick father over the weekend, and how to deal with Ellen
when she was depressed because of her boyfriend’s behavior. She kept track of the
birthdays of every employee and even those of their children. She was up every morning
by five-thirty arranging schedules so that John could get his son out of daycare at four
o’clock and Martina could be back in town for her afternoon high school equivalency
classes.
Paying all this attention to employees may have led Ong to make a single bad business
decision that almost destroyed the company. She provided extensive landscaping to a new
mall on credit, and when the mall never opened and its owners went bankrupt, Plant
World found itself in deep trouble. The company had virtually no cash and had to pay off
the bills for the mall plants, most of which were not even salvageable.
One Friday, Ong called a meeting with her employees and leveled with them: either they
would not get paid for a month or Plant World would fold. The news hit the employees
hard. Many counted on the Friday paycheck to buy groceries for the week. The local
unemployment rate was low, however, and they knew they could find other jobs.
But as they looked around, they wondered whether they could ever find this kind of job.
Sure, the pay was not the greatest, but the tears in the eyes of some workers were not over
pay or personal hardship; they were for Ong, her dream, and her difficulties. They never
thought of her as the boss or called her anything but "Myta." And leaving the group would
not be just a matter of saying good-bye to fellow employees. If Bernice left, the company
softball team would lose its best pitcher, and the Sunday game was the height of
everyone’s week. Where else would they find people who spent much of the weekend
working on the best puns with which to assail one another on Monday morning? At how
many offices would everyone show up twenty minutes before starting time just to catch
up with friends on other crews? What other boss would really understand when you
simply said, "I don’t have a doctor’s appointment, I just need the afternoon off"?
Ong gave her employees the weekend to think over their decision: whether to take their
pay and look for another job or to dig into their savings and go on working. Knowing it
would be hard for them to quit, she told them they did not have to face her on Monday; if
they did not show up, she would send them their checks. But when she arrived at seven-
forty Monday morning, she found the entire group already there, ready to work even
harder to pull the company through. They were even trying to top one another with puns
about being "mall-contents."
Case Questions
Answer 1 of the following 2 questions ONLY
1. Utilising specific text examples to support your answer, critically analyse and
discuss the organisational culture in place at Plant World and how this impacts
how this organisation operates. (100% of the total mark)
OR
2. Critically analyze and discuss the impact of formal and informal groups and teams
and how they impact Plant World’s operational systems. Give examples to
support your answer. (100% of the total mark)
END OF EXAM PAPER

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THE UNIVERSITY OF SHEFFIELD

Answer 1 of the following 2 questions ONLY

END OF EXAM PAPER

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