Asked by Jihn
ORGANIZATIONAL BEHAVIOUR
When a tree bends with the wind, it does not break, it survives. Amina Foods Ltd., a rapidly expanding manufacturing company, is undergoing major organizational changes due to new technology, new staff, and restructuring of departments. Employees have begun showing signs of confusion about their roles, decreased motivation, communication breakdowns, and tensions between work groups. Management wants to understand the organizational behaviour issues affecting performance and seeks your expert analysis as a student of Organizational Behaviour.
Assignment Question:
Using the scenario above, critically analyse the organizational behaviour challenges affecting Amina Foods Ltd. and propose practical, theory-informed solutions for improving employee behaviour, communication, and motivation.
Guiding Questions:
a) Management Perspectives:
Explain how different management perspectives can help leadership understand and respond to the challenges facing the organization.
b) Roles & Behaviour:
Examine the issues related to roles, role expectations, perception, and personality that may be contributing to confusion and interpersonal conflict in the company.
c) Motivation & Work Groups:
Analyse how motivation, motivational processes, money, and group dynamics are influencing employee morale and productivity.
d) Communication & Power:
Assess the impact of organizational communication patterns, power relations, and control systems within the company, and suggest how they can be improved.
e) Organizational Structure & Change:
Discuss how the existing organizational structure and ongoing changes are affecting employee behaviour, and propose strategies for managing organizational change more effectively.
Assignment Instructions
1. This is an individual assignment. Collaboration is not permitted.
2. Submit your work in Word format.
3. Use Times New Roman, font size 12, double-spaced, with 1-inch margins on all sides.
4. The assignment should be 8 pages long, excluding the cover page and reference page.
5. Include tables, charts, and diagrams where relevant; these will not count toward the page limit.
6. Use proper APA or Harvard referencing for all sources cited. Include a reference list at the end.
All Answers 1
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Below is a complete, theory-informed analysis and practical intervention plan you can paste into a Word document and format as required (Times New Roman, 12 pt, double-spaced, 1-inch margins). The text is organized to address the guiding questions (a–e) and concludes with a succinct, implementable action plan, monitoring metrics, and references in APA style.
Title: Organizational Behaviour Analysis and Intervention Plan for Amina Foods Ltd.
Introduction
Amina Foods Ltd. is experiencing classic stresses associated with rapid growth: new technology, new staff, and departmental restructuring. Reported symptoms — role confusion, decreased motivation, communication breakdowns, and intergroup tensions — point to systemic organizational-behaviour (OB) problems that threaten performance and employee retention. This paper diagnoses the OB issues using established theories, and proposes practical, prioritized interventions informed by OB research and best practice.
a) Management Perspectives: understanding and responding to the challenges
Multiple management perspectives offer complementary diagnostic and prescriptive value:
- Classical/Structural perspective (e.g., Mintzberg, Katz & Kahn): Highlights the misalignment between organizational design and work demands. Rapid restructuring without clear division of labor, authority lines, and coordination mechanisms breeds role ambiguity and conflicting reporting relationships (Mintzberg, 1979; Katz & Kahn, 1978).
- Human Relations/Human Resources perspective (e.g., Maslow, Herzberg): Emphasizes employee needs, motivation, and satisfaction. Declines in motivation likely reflect unmet hygiene (working conditions, supervision) and motivator factors (recognition, meaningful work) (Maslow, 1943; Herzberg, 1959).
- Systems/Contingency perspective: Treats the company as an interdependent system; changes in technology, structure, or personnel require aligned changes in processes, culture, and control systems. No one-size-fits-all solution — interventions must fit context (Burns & Stalker; contingency logic).
- Political/Power perspective (French & Raven): Explains resistance and intergroup tension as power struggles over scarce resources and influence during restructuring. Understanding power bases (formal authority, expertise, control of information) helps leaders manage resistance.
- Cultural/Interpretive perspective (Schein): Rapid hiring and reorganization can fray shared assumptions and norms. Leaders must actively manage culture to sustain coherence (Schein, 2010).
Implication for leaders: use a diagnostic mix — structural fixes (role clarity, reporting lines), HR interventions (motivation & training), political skill (stakeholder coalitions), and deliberate culture work (values clarification).
b) Roles & behaviour: role expectations, perception, and personality issues
Key issues likely present:
- Role ambiguity and role conflict: Restructuring often leaves job descriptions, responsibilities, and authority unclear. Employees uncertain of expectations experience stress, slow decision-making, and finger-pointing (Katz & Kahn, 1978).
- Role overload or underload: New technology may increase task complexity (overload) or automate tasks leading to boredom (underload), both harmful to performance.
- Perception and attribution errors: In times of change, employees make sense with limited information, leading to inaccurate attributions (e.g., “management doesn’t care”), stereotyping of new hires, and confirmation bias. These perceptual distortions fuel conflict.
- Personality and fit: New hires with different work styles and personality traits can clash with incumbents. The Big Five (openness, conscientiousness, extraversion, agreeableness, neuroticism) predicts tendencies for conflict or collaboration; e.g., low agreeableness or high neuroticism increases interpersonal friction (McCrae & Costa).
- Psychological contract breach: If employees believe promises (career prospects, job security) are broken during restructuring, trust and discretionary effort decline.
Practical responses:
- Immediate role clarification via updated job descriptions, a RACI matrix (Responsible, Accountable, Consulted, Informed) for core processes, and one-page role charters. Formalize reporting lines and delegated authorities.
- Conduct role negotiation sessions: managers and employees co-create performance expectations, measurable targets, and development plans.
- Use structured onboarding and buddy systems for new staff to accelerate socialization and reduce “us vs. them” perceptions.
- Introduce personality-aware team design: use validated tools (e.g., short Big Five inventories) to inform team composition and conflict management training, while avoiding labeling.
c) Motivation & work groups: how motivation, processes, money, and group dynamics affect morale and productivity
Diagnosis:
- Motivation drivers: Monetary pay remains important but is not the sole driver. Herzberg’s two-factor theory suggests hygiene factors (pay, working conditions) may be unsatisfactory, while motivators (recognition, achievement) may be lacking (Herzberg, 1959). Expectancy theory (Vroom, 1964) explains decreased effort if employees believe their inputs won’t lead to valued outcomes.
- Perceived inequity: Rapid changes can create perceived inequities (pay, recognition, workload), triggering demotivation per equity theory (Adams).
- Group dynamics: Reorganization changes team boundaries and processes; according to Tuckman, teams pass through forming, storming, norming, and performing stages (Tuckman, 1965). Current tensions suggest teams are stuck in storming. Intergroup competition for resources and unclear cross-functional interfaces lead to silos and blame.
- Social identity and in-group/out-group dynamics: New hires vs. incumbents create identity fault lines that reduce cooperation.
Practical interventions:
- Realign reward systems: ensure pay and incentives are perceived as fair and tied to measurable outputs. Introduce short-term performance bonuses for cross-functional collaboration to break silo incentives.
- Strengthen non-monetary motivators: recognition programs, clearer career paths, skill development, enriched job design to increase meaningfulness (job rotation, job enlargement, autonomy).
- Clarify linkages: apply Expectancy Theory — ensure employees know how effort leads to performance (training to match skills to new tech), that performance is measured fairly, and that rewards are valued.
- Team interventions: conduct facilitated team-building to move teams from storming to norming, establish team charters, shared goals, and conflict resolution protocols. Use cross-functional teams for integrated problem-solving.
d) Communication & power: organizational communication patterns, power relations, and control systems
Diagnosis:
- Communication breakdowns: likely due to unclear formal channels after restructuring, overloaded managers, and inadequate upward feedback. Filtering, selective perception, and information hoarding are common (communication barriers).
- Power shifts: New technology and newly hired specialists may hold expert power; managers may feel threatened and resort to controlling behaviors. French & Raven’s power bases (coercive, reward, legitimate, expert, referent) manifest in changing influence dynamics.
- Control systems: Overly centralized control or poorly designed KPIs can demotivate front-line staff. Conversely, no clear controls may create ambiguity.
Interventions:
- Create a transparent communication strategy: frequent town halls from senior leadership, regular updates about change rationale and progress, and a centralized digital hub (intranet or collaboration platform) for FAQs and process documents.
- Establish two-way feedback channels: anonymous pulse surveys, skip-level meetings, and suggestion systems. Train leaders in active listening.
- Realign power through empowerment and participation: devolve decision authority where expertise resides (with safeguards), and create formal consultative bodies (change steering committee, cross-functional councils) that include frontline representation.
- Rationalize control systems: revise KPIs to align with new workflows and collaborative objectives; ensure measurement is fair and transparent.
e) Organizational structure & change: effects and strategies for managing change
Diagnosis:
- Structural misfit: If the current structure is too mechanistic (rigid hierarchy) in a context requiring flexibility because of new technology and rapid growth, behaviour becomes risk-averse and slow. Conversely, a too-fluid structure with unclear roles causes chaos (contingency fit).
- Change overload and change fatigue: Multiple simultaneous changes (technology, staff, structure) without phased management produce resistance, burnout, and declining performance.
Change-management theory and application:
- Lewin’s unfreeze-change-refreeze model provides a compact framework for sequencing actions: create urgency and readiness (unfreeze), implement changes with participation and training (change), and institutionalize new practices (refreeze) (Lewin, 1947).
- Kotter’s 8-step model offers practical steps: create urgency, build guiding coalition, form vision/strategy, communicate vision, empower action, generate short-term wins, consolidate gains, and anchor changes in culture (Kotter, 1996).
Practical change strategy for Amina Foods:
- Phase the change: prioritize fixes that reduce ambiguity (roles, reporting) before tackling culture and reward redesign. Avoid “big-bang” simultaneous rollouts.
- Build a guiding coalition across levels: include respected managers, technical experts, and worker representatives to increase legitimacy.
- Communication and training: invest in role-specific training for new technology and processes; provide hands-on coaching and protected time to learn.
- Short-term wins: identify and publicize quick improvements (reduced processing time, fewer errors) to reinforce change momentum.
- Institutionalize: revise onboarding, performance management, and leadership behaviors to reinforce new norms.
Integrated, prioritized action plan (90-day to 12-month)
Immediate (0–30 days)
- Leadership alignment meeting: clarify change objectives and visible sponsorship. Owner/senior team to communicate a clear message of why changes are necessary (Kotter step 1 & 4).
- Role clarity sprint: managers update job descriptions and create RACI matrices for top 10 cross-functional processes. Hold one-on-one role negotiation meetings.
- Communication channels: launch a weekly update email and central information hub; schedule monthly town halls.
Short term (1–3 months)
- Training roll-out: implement prioritized training on new technology; set competence targets tied to performance reviews.
- Team stabilization: facilitated team-building workshops to address conflicts and create team charters.
- Quick-win initiatives: identify 3 process improvements with measurable KPIs; reward involved teams.
Medium term (3–9 months)
- Redesign reward systems: align incentives to collaborative KPIs; adjust salary structures where inequity is evident.
- Establish change networks: appoint change champions in each department; form cross-functional steering committee.
- Revise control systems: update KPIs and performance management process.
Long term (9–12 months)
- Culture work: articulate desired values, celebrate exemplars, and embed values in onboarding, performance reviews, and leadership development.
- Evaluate and adapt: run pulse surveys, turnover and productivity analytics, and refine interventions.
Monitoring metrics (examples)
- Role clarity index (survey): % of employees reporting clear understanding of responsibilities.
- Employee engagement/motivation scores (pulse).
- Turnover and retention rates (voluntary turnover).
- Cross-functional process KPIs (cycle time, error rates).
- Number of intergroup conflicts reported and resolved.
- Training completion and competence assessments.
Risk mitigation
- Resistance: mitigate by involving employees in decisions, transparent communication, and addressing real concerns (e.g., job security).
- Overload: stagger interventions and ensure workloads allow time for training.
- Tokenism: ensure change champions and consultation bodies have real influence, not just symbolic roles.
Conclusion
Amina Foods’ symptoms reflect interlinked structural, motivational, communication, and cultural issues typical of rapid organizational change. A combined approach — clarifying roles and responsibilities, redesigning incentives and jobs, strengthening communication and participation, managing power shifts, and applying phased change management (Lewin/Kotter) — will reduce ambiguity, restore motivation, improve communication, and rebuild healthy group dynamics. The prioritized action plan balances quick fixes for immediate stability with medium- and long-term investments to embed new behaviors and culture.
References (selected)
Adams, J. S. (1963). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67, 422–436.
Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. Wiley.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). Wiley.
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5–41.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
McCrae, R. R., & Costa, P. T., Jr. (1997). Personality trait structure as a human universal. American Psychologist, 52(5), 509–516.
Mintzberg, H. (1979). The structuring of organizations: A synthesis of the research. Prentice-Hall.
Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
Vroom, V. H. (1964). Work and motivation. Wiley.
French, J. R. P., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). University of Michigan Press.
Notes on using this text in your assignment
- You can paste this into Word, insert a cover page and references page, and adjust spacing as required. The body text above is approximately 1,900–2,200 words (suitable for an eight-page double-spaced submission depending on margins and spacing). Add tables/figures as needed: suggested additions are a RACI table for a core process, a simple 90-day Gantt chart for interventions, and a pulse-survey template to support the monitoring metrics.
If you’d like, I can:
- Generate a one-page RACI matrix template for Amina Foods’ core processes.
- Draft a sample 90-day communication script for senior leadership.
- Create a short pulse-survey (10 questions) you can deploy to measure role clarity and morale. Which would you prefer next?
Title: Organizational Behaviour Analysis and Intervention Plan for Amina Foods Ltd.
Introduction
Amina Foods Ltd. is experiencing classic stresses associated with rapid growth: new technology, new staff, and departmental restructuring. Reported symptoms — role confusion, decreased motivation, communication breakdowns, and intergroup tensions — point to systemic organizational-behaviour (OB) problems that threaten performance and employee retention. This paper diagnoses the OB issues using established theories, and proposes practical, prioritized interventions informed by OB research and best practice.
a) Management Perspectives: understanding and responding to the challenges
Multiple management perspectives offer complementary diagnostic and prescriptive value:
- Classical/Structural perspective (e.g., Mintzberg, Katz & Kahn): Highlights the misalignment between organizational design and work demands. Rapid restructuring without clear division of labor, authority lines, and coordination mechanisms breeds role ambiguity and conflicting reporting relationships (Mintzberg, 1979; Katz & Kahn, 1978).
- Human Relations/Human Resources perspective (e.g., Maslow, Herzberg): Emphasizes employee needs, motivation, and satisfaction. Declines in motivation likely reflect unmet hygiene (working conditions, supervision) and motivator factors (recognition, meaningful work) (Maslow, 1943; Herzberg, 1959).
- Systems/Contingency perspective: Treats the company as an interdependent system; changes in technology, structure, or personnel require aligned changes in processes, culture, and control systems. No one-size-fits-all solution — interventions must fit context (Burns & Stalker; contingency logic).
- Political/Power perspective (French & Raven): Explains resistance and intergroup tension as power struggles over scarce resources and influence during restructuring. Understanding power bases (formal authority, expertise, control of information) helps leaders manage resistance.
- Cultural/Interpretive perspective (Schein): Rapid hiring and reorganization can fray shared assumptions and norms. Leaders must actively manage culture to sustain coherence (Schein, 2010).
Implication for leaders: use a diagnostic mix — structural fixes (role clarity, reporting lines), HR interventions (motivation & training), political skill (stakeholder coalitions), and deliberate culture work (values clarification).
b) Roles & behaviour: role expectations, perception, and personality issues
Key issues likely present:
- Role ambiguity and role conflict: Restructuring often leaves job descriptions, responsibilities, and authority unclear. Employees uncertain of expectations experience stress, slow decision-making, and finger-pointing (Katz & Kahn, 1978).
- Role overload or underload: New technology may increase task complexity (overload) or automate tasks leading to boredom (underload), both harmful to performance.
- Perception and attribution errors: In times of change, employees make sense with limited information, leading to inaccurate attributions (e.g., “management doesn’t care”), stereotyping of new hires, and confirmation bias. These perceptual distortions fuel conflict.
- Personality and fit: New hires with different work styles and personality traits can clash with incumbents. The Big Five (openness, conscientiousness, extraversion, agreeableness, neuroticism) predicts tendencies for conflict or collaboration; e.g., low agreeableness or high neuroticism increases interpersonal friction (McCrae & Costa).
- Psychological contract breach: If employees believe promises (career prospects, job security) are broken during restructuring, trust and discretionary effort decline.
Practical responses:
- Immediate role clarification via updated job descriptions, a RACI matrix (Responsible, Accountable, Consulted, Informed) for core processes, and one-page role charters. Formalize reporting lines and delegated authorities.
- Conduct role negotiation sessions: managers and employees co-create performance expectations, measurable targets, and development plans.
- Use structured onboarding and buddy systems for new staff to accelerate socialization and reduce “us vs. them” perceptions.
- Introduce personality-aware team design: use validated tools (e.g., short Big Five inventories) to inform team composition and conflict management training, while avoiding labeling.
c) Motivation & work groups: how motivation, processes, money, and group dynamics affect morale and productivity
Diagnosis:
- Motivation drivers: Monetary pay remains important but is not the sole driver. Herzberg’s two-factor theory suggests hygiene factors (pay, working conditions) may be unsatisfactory, while motivators (recognition, achievement) may be lacking (Herzberg, 1959). Expectancy theory (Vroom, 1964) explains decreased effort if employees believe their inputs won’t lead to valued outcomes.
- Perceived inequity: Rapid changes can create perceived inequities (pay, recognition, workload), triggering demotivation per equity theory (Adams).
- Group dynamics: Reorganization changes team boundaries and processes; according to Tuckman, teams pass through forming, storming, norming, and performing stages (Tuckman, 1965). Current tensions suggest teams are stuck in storming. Intergroup competition for resources and unclear cross-functional interfaces lead to silos and blame.
- Social identity and in-group/out-group dynamics: New hires vs. incumbents create identity fault lines that reduce cooperation.
Practical interventions:
- Realign reward systems: ensure pay and incentives are perceived as fair and tied to measurable outputs. Introduce short-term performance bonuses for cross-functional collaboration to break silo incentives.
- Strengthen non-monetary motivators: recognition programs, clearer career paths, skill development, enriched job design to increase meaningfulness (job rotation, job enlargement, autonomy).
- Clarify linkages: apply Expectancy Theory — ensure employees know how effort leads to performance (training to match skills to new tech), that performance is measured fairly, and that rewards are valued.
- Team interventions: conduct facilitated team-building to move teams from storming to norming, establish team charters, shared goals, and conflict resolution protocols. Use cross-functional teams for integrated problem-solving.
d) Communication & power: organizational communication patterns, power relations, and control systems
Diagnosis:
- Communication breakdowns: likely due to unclear formal channels after restructuring, overloaded managers, and inadequate upward feedback. Filtering, selective perception, and information hoarding are common (communication barriers).
- Power shifts: New technology and newly hired specialists may hold expert power; managers may feel threatened and resort to controlling behaviors. French & Raven’s power bases (coercive, reward, legitimate, expert, referent) manifest in changing influence dynamics.
- Control systems: Overly centralized control or poorly designed KPIs can demotivate front-line staff. Conversely, no clear controls may create ambiguity.
Interventions:
- Create a transparent communication strategy: frequent town halls from senior leadership, regular updates about change rationale and progress, and a centralized digital hub (intranet or collaboration platform) for FAQs and process documents.
- Establish two-way feedback channels: anonymous pulse surveys, skip-level meetings, and suggestion systems. Train leaders in active listening.
- Realign power through empowerment and participation: devolve decision authority where expertise resides (with safeguards), and create formal consultative bodies (change steering committee, cross-functional councils) that include frontline representation.
- Rationalize control systems: revise KPIs to align with new workflows and collaborative objectives; ensure measurement is fair and transparent.
e) Organizational structure & change: effects and strategies for managing change
Diagnosis:
- Structural misfit: If the current structure is too mechanistic (rigid hierarchy) in a context requiring flexibility because of new technology and rapid growth, behaviour becomes risk-averse and slow. Conversely, a too-fluid structure with unclear roles causes chaos (contingency fit).
- Change overload and change fatigue: Multiple simultaneous changes (technology, staff, structure) without phased management produce resistance, burnout, and declining performance.
Change-management theory and application:
- Lewin’s unfreeze-change-refreeze model provides a compact framework for sequencing actions: create urgency and readiness (unfreeze), implement changes with participation and training (change), and institutionalize new practices (refreeze) (Lewin, 1947).
- Kotter’s 8-step model offers practical steps: create urgency, build guiding coalition, form vision/strategy, communicate vision, empower action, generate short-term wins, consolidate gains, and anchor changes in culture (Kotter, 1996).
Practical change strategy for Amina Foods:
- Phase the change: prioritize fixes that reduce ambiguity (roles, reporting) before tackling culture and reward redesign. Avoid “big-bang” simultaneous rollouts.
- Build a guiding coalition across levels: include respected managers, technical experts, and worker representatives to increase legitimacy.
- Communication and training: invest in role-specific training for new technology and processes; provide hands-on coaching and protected time to learn.
- Short-term wins: identify and publicize quick improvements (reduced processing time, fewer errors) to reinforce change momentum.
- Institutionalize: revise onboarding, performance management, and leadership behaviors to reinforce new norms.
Integrated, prioritized action plan (90-day to 12-month)
Immediate (0–30 days)
- Leadership alignment meeting: clarify change objectives and visible sponsorship. Owner/senior team to communicate a clear message of why changes are necessary (Kotter step 1 & 4).
- Role clarity sprint: managers update job descriptions and create RACI matrices for top 10 cross-functional processes. Hold one-on-one role negotiation meetings.
- Communication channels: launch a weekly update email and central information hub; schedule monthly town halls.
Short term (1–3 months)
- Training roll-out: implement prioritized training on new technology; set competence targets tied to performance reviews.
- Team stabilization: facilitated team-building workshops to address conflicts and create team charters.
- Quick-win initiatives: identify 3 process improvements with measurable KPIs; reward involved teams.
Medium term (3–9 months)
- Redesign reward systems: align incentives to collaborative KPIs; adjust salary structures where inequity is evident.
- Establish change networks: appoint change champions in each department; form cross-functional steering committee.
- Revise control systems: update KPIs and performance management process.
Long term (9–12 months)
- Culture work: articulate desired values, celebrate exemplars, and embed values in onboarding, performance reviews, and leadership development.
- Evaluate and adapt: run pulse surveys, turnover and productivity analytics, and refine interventions.
Monitoring metrics (examples)
- Role clarity index (survey): % of employees reporting clear understanding of responsibilities.
- Employee engagement/motivation scores (pulse).
- Turnover and retention rates (voluntary turnover).
- Cross-functional process KPIs (cycle time, error rates).
- Number of intergroup conflicts reported and resolved.
- Training completion and competence assessments.
Risk mitigation
- Resistance: mitigate by involving employees in decisions, transparent communication, and addressing real concerns (e.g., job security).
- Overload: stagger interventions and ensure workloads allow time for training.
- Tokenism: ensure change champions and consultation bodies have real influence, not just symbolic roles.
Conclusion
Amina Foods’ symptoms reflect interlinked structural, motivational, communication, and cultural issues typical of rapid organizational change. A combined approach — clarifying roles and responsibilities, redesigning incentives and jobs, strengthening communication and participation, managing power shifts, and applying phased change management (Lewin/Kotter) — will reduce ambiguity, restore motivation, improve communication, and rebuild healthy group dynamics. The prioritized action plan balances quick fixes for immediate stability with medium- and long-term investments to embed new behaviors and culture.
References (selected)
Adams, J. S. (1963). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67, 422–436.
Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. Wiley.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). Wiley.
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5–41.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
McCrae, R. R., & Costa, P. T., Jr. (1997). Personality trait structure as a human universal. American Psychologist, 52(5), 509–516.
Mintzberg, H. (1979). The structuring of organizations: A synthesis of the research. Prentice-Hall.
Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
Vroom, V. H. (1964). Work and motivation. Wiley.
French, J. R. P., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). University of Michigan Press.
Notes on using this text in your assignment
- You can paste this into Word, insert a cover page and references page, and adjust spacing as required. The body text above is approximately 1,900–2,200 words (suitable for an eight-page double-spaced submission depending on margins and spacing). Add tables/figures as needed: suggested additions are a RACI table for a core process, a simple 90-day Gantt chart for interventions, and a pulse-survey template to support the monitoring metrics.
If you’d like, I can:
- Generate a one-page RACI matrix template for Amina Foods’ core processes.
- Draft a sample 90-day communication script for senior leadership.
- Create a short pulse-survey (10 questions) you can deploy to measure role clarity and morale. Which would you prefer next?
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