Management and Organizational Behaviour Management Information System

Question: Discuss about the Management and Organizational Behaviour forManagement Information Systems (MIS). Answer: Introduction According to the case study, Barbara, a soon-to-be graduate from University of Waikato is appointed as an assistant cost accountant although she is not totally convinced. However, at the first day of her work she realized that she was assigned to management information systems (MIS) instead of cost accounting. Peter, her boss explained her duties and assisted her for compiling the monthly management report named as Big Brother. She discovered that her tasks were mainly clerical and did not require certain degree as her work involved photocopying, punching, collating, stamping and binding the pages of the report. Soon, an opportunity of performance measurement workshop was knocking her door for which she agreed. Bob was on two weeks leave because of which she left for the workshop and Bob was supposed to talk to Peter. Peter was furious due to such behaviour and her attitude towards Barbara changed to negative. Later, Barbara drafted a letter requesting the upcoming vacant position as a chief accountant (McShane et al. 2010). Problem Identification Matalvi Engineering Ltd faces several organizational issues. Barbara encountered certain problems in the organization as the facts were misrepresented. She was appointed as the cost accountant but she discovered that she was assigned work at management information system (MIS). Instead of applying the concepts of budgeting, performance evaluation, cost management and various others, she was given clerical work in the organization such as stamping and punching paper. It is also observed that Peter showed negative attitude towards her after learning that she left for the workshop in his absence. Peter was rude in his behaviour with all employees in the organization as reported by Adrian (McShane et al. 2010). The root causes of negative attitude are limited beliefs and negative family or friends. If people or environment led a person to such behaviour, the individual becomes powerless causing negative attitude. Negative attitude can also be caused due to lack of rewards, work overload or mismanagement (Jensen, Patel and Messersmith 2013). As a senior, Peter does not have control over his emotions and causes declined behaviour among his employees. Additionally, the employees at the organization have a negative attitude towards him as the episode has happened with other people in the organization. The negative workplace attitude and emotions forced Barbara to think about getting a transfer or resign from the job. Barbara had low morale and it declined further (McShane et al. 2010). Analysis Emotions and attitudes play a significant role in the organization. Both positive and negative emotional states in the organization have significant effects on people. The positive emotions and attitude leads to job enrichment, achievement and motivation. Moreover, negative attitudes and emotions affect the general attitude or mood at work. As seen in the given scenario, Peters negative attitude led to anxiety and depression for Barbara. Her personal life was imbalanced and she fought with her family and boyfriend. She drove home from work with feelings of low spirit, hope and courage. She also wished she should not have joined the company (Hlsheger et al. 2013). It is observed that Peters negative behaviour caused other colleagues to misbehave with Barbara. The colleagues stopped talking with her eventually. The workplace had become a burden for Barbara. A negative workplace environment also increases turnover that would degrade the organizational ability to grow. Negative attitude not only affects the victim, but also the environment as people is growing in similar environment. Peter needs to control his emotions as it affects and influences the workplace (Branch, Ramsay and Barker 2013). The organization also needs to encourage the participation in workshop. Barbara was originally appointed as a cost accountant. She was assigned to MIS for clerical work that is incorrect on companys part. There is no senior executive to look after the same. Also, the organization has poor communication network. The people in the organization are not communicating appropriate messages (Petty and Cacioppo 2012). For instance, Bob was supposed to inform Peter about Barbara leaving for the workshop in details. Bob also needs to communicate the entire message regarding Barbaras transfer and have it approved from the seniors. Soon, the employees at the workplace ducked their heads down looking at Barbara and she had no clue how she ended in such a situation (Pinder 2013). Recommendations A few recommendations are provided for the management team and employees at Matalvi Engineering Ltd. Peter must try to bulk his emotions as positive such as excitement, encouragement, gratitude and joy. It is necessary to treat people with courtesy. The senior management must provide training to Peter and collect feedback from employees about the management. The senior management must regularly check upon the managers of the organization if they are rude or behaving inappropriately with the employees (Judge and Kammeyer-Mueller 2012). Not only Peter, Barbara must think if it is worth respecting others opinion. Stressful situations are too common at the workplace. Barbara must stop herself mentally and look at the situation. If the colleagues are not welcoming her and leading her to worries, she must stop being with such people at the first place. She must lay her focus on how to improve the situation. It is important to be assertive and refuse to be treated that way. Barbara must also speak to a trusted colleague or visit a mentor that would help her in moving forward and making decisions. She also needs to take action to mend ways and not think of quitting or resigning from her job when she is not at fault (Schyns and Schilling 2013). References Branch, S., Ramsay, S. and Barker, M., 2013. Workplace bullying, mobbing and general harassment: A review.International Journal of Management Reviews,15(3), pp.280-299. Hlsheger, U.R., Alberts, H.J., Feinholdt, A. and Lang, J.W., 2013. Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction.Journal of Applied Psychology,98(2), p.310. Jensen, J.M., Patel, P.C. and Messersmith, J.G., 2013. High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions.Journal of Management,39(6), pp.1699-1724. Judge, T.A. and Kammeyer-Mueller, J.D., 2012. 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