Organization Behavior

Freshman (College 1st year) ・Education ・APA ・4 Sources

According to the case study, many clients are complaining about the substandard appearance of the firm’s finished products. Some of the company’s mega clients have shifted to different competing mills because of the poor quality of ArbreCorp’s packaging of its goods. Employee indiscipline It is frequent in the packaging department of the company. People in that function extend each coffee and lunch breaks by five and ten minutes, respectively. Their behaviors have additionally adversely influenced the temporary assigned employees. Despite being punctual and productive in other functions, the short-term personnel adopt these people’s schedule once positioned in that department. Decreased productivity levels of the packaging function

The planning and sawmilling departments have significantly improved their levels of production in the past two years. Conversely, the packaging function’s productivity level has gone down. Therefore, this has resulted in increased finished product backlog piled outside the packaging store.

  • The ArbreCorp’s rating is declining

The case study states that the company had won many Boismarche’s packaging quality awards in the previous five years. However, ArbreCorp’s ratings have recently started to reduce receiving no awards.

Response to question two

The primary causes of the symptoms mentioned include;

  • Loss of motivation and coordination in the packaging department

The staffs in this function are breaking the rules of the company by taking off early before the end of shift and abusing their breaks. They are neither committed to the tasks nor goals of their team making it difficult to show a sense of pride. There is no team cohesion, that is, the level of attraction an individual feels towards the group that makes him desire to remain a member (Liang, Shih & Chiang, 2015).

  • Lack of leadership

The packaging department only has two planer supervisors each responsible for the morning and afternoon shifts. On the contrary, the other functions have a designated supervisor for every working shift. Therefore, the department lacks someone to monitor the ongoing packaging staffs’ activities.

  • Inadequate communication between the company’s departments

Each ArbreCorp’s function should not only communicate but also coordinate better with each other. Proper communication and coordination in a team promote smooth flow of activities hence efficiency (Boies, Fiset & Gill, 2015). Upon realizing that the packaging department had problems in processing all the stockpiled commodities in time, ArbreCorp would have come up with a better solution.

Response to question three

The executives of the company can take several actions to bring ArbreCorp to life again. These include;

  • Hiring a supervisor for the packaging department

It is evident that it is only this function in the whole firm that lacks a designated supervisor on every work shift. That is the primary reason for the problems in this department. The executives need to hire a leader for this function to inspire and support teamwork and direct the slacking workers. Leadership motivates and gives direction in addition to increasing the employees’ productivity (Miner, 2015). 

  • Establish action teams

ArbreCorp is experiencing an increased risk of damage to commodities and inventory costs because of the existing stockpile of the finished products in the packaging department. The establishment of task teams in the organization will help solve this problem. They will spot those issues and make recommendations to the executives on time. The management should give priority to finishing the production of the stockpiled products. Further, given that the packaging department does not have a supervisor, the executives should consider using self-directed teams to solve the issue of low productivity (McIntyre & Foti, 2013).


Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080-1094.

Liang, H. Y., Shih, H. A., & Chiang, Y. H. (2015). Team diversity and team helping behavior: The mediating roles of team cooperation and team cohesion. European Management Journal, 33(1), 48-59.

McIntyre, H. H., & Foti, R. J. (2013). The impact of shared leadership on teamwork mental models and performance in self-directed teams. Group Processes & Intergroup Relations, 16(1), 46-57.

Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership. Routledge.

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