Organisational behaviour
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Mr. Carlos Perez was recently hired as the new director of the Municipal Orchestra (ZMO) to replace the retiring director Mr. Charle Badot. Mr. Perez aims to win the annual orchestra competition and secure funding by doubling rehearsal hours, recruiting new musicians, and increasing the difficulty of compositions. However, this reform upset the older musicians who feel disrespected and demotivated. There is now conflict between the new, ambitious vision of Mr. Perez and the preferences of the veteran musicians accustomed to the freer style of Mr. Badot.
Organisational behaviour
- 2. SEKA STRIVANE 2 LEADERSHIP According to Charles Fombrun (1984), leadership is a complex process of encouraging people to achieve predefined goals and objectives. Also he added that The whole history of mankind has always revolved around a goal of leadership. He continued his thesis by explaining that people in the twentieth century were more interested in leadership and that leadership theories were based on qualities that differentiated leaders from followers, Successive theories were based on variables that included skill level and situational factors. MOTIVATION The word motivation is derived from a Latin word "motivus" which means a moving cause and a process of activation of the psychological motive of an individual. Since the 1940s several theories based on motivation have been evoked in the studies on Individual motivation and team motivation. Several researchers like Vroom's (1964) with his theory based on intrinsic and extrinsic motivation, as well as Herzberg (1959) and Maslow (1943) with their theories based on psychologic need have contributed to the evolution of the theory of motivation and Its contribution to the world of business and its impact on employee productivity. MANAGEMENT THEORY The notion of management was born in the late 1960s in the United States. It is definitely like an art, which allows people to get things done. It is known as a transactional theory that is centered on organizational roles also on performance and supervision. According to Bernard Girard "management is not an art of invention, no more execution". It makes it possible to govern an organization, it is the responsibility of all its members but mainly of the management. Its goal is to propose the solution and answers during the period of crisis in an organization. Also the management when it is well structured in an organization ensures its success and its perenity. Management is increasingly linked to leadership because a good leader must be a good manager. Evoke all these theories are important because in the following case study we will be led to use them and apply them in order to find adequate solutions to solve the different problems that will be highlighted.
- 3. SEKA STRIVANE 3 ZANGA is a small town that houses a Municipal Orchestra (ZMO) which is operated by the opera structure of the city. In this orchestra most musicians are amateurs, people who are not experts but who love to play in the group with the aim of gaining experience, also the majority of them are members of (ZMO) since many years. ZMO is like a family the members of the group over the years have linked fraternal relations, this friendly working atmosphere was on the one hand reinforced by the director Mr (Charle Badot) who let each member work at his own pace, Without pressure, he trusted on his team, did not push them beyond their limits, he watched over the well-being of everyone. With this way of proceeding each musician had total freedom on his way of working and his own technique to master the compositions. Indeed the director was much appreciated because he was very patient with the members of the orchestra, and shared decison making power, every musician was evolve in the process. Recently, given the health problem the director Mr (Charle Badot) left (the OMZ). After his early departure the structure of the opera judged good to recruit a new leader who will succeed in a definitive way the former leader, The new recruit is Mr Carlos Perez a young talented of Spanish origin. He was very motivated and ambitious its primary objective is to win the annual competition of orchestras that until then has never been won by (ZMO). He also wants the musical group to benefit from a subsidy that will allow him to renew their music equipment. To achieve his goal he decided to reorganize and restructure the orchestra troupe. For this fact it deemed it advisable to raise the level of expertise of the musicians by recruiting young graduates of the musical academy and also by doubling rehearsal hours. Carlos believes that all these changes will be beneficial and will draw the motivation and quality of the work from the rest of the troupe to the top. Also he plans to increase the level of difficulty of the compositions by including programs of famous composers that are difficult to interpret and still unknown to all. This new reform did not delight the "old" and many of them decided to resign, and others are demotivated and do not hesitate to sabotage the rehearsals. This new framework is painful, which means that rehearsals do not proceed. This new situation divided the troop into two clans: - Young musicians freshly recruited who approve the ambitious program of Carlos PEREZ - The elders who feel humiliated, insulted and therefore who do not recognize themselves in the program.
- 5. SEKA STRIVANE 5 HOLACRATY DELEGATION Mr Charle Badot is a good man, he knows the potential of his team and also his limits, he perefere gives them a total freedom concerning their style of learning because he knows that every musician at his own pace of work. What mattered to him was the final result, that is to say whatever style the musicians used to learn the compositions, what mattered to him was the result. On the basis of his way of directing it was perceived that there was no hierachic structure in the musical group, the director did not use his powers of manager to compel the group to execute tasks. Also we can say that we are in a kind of holacratic management because the decision-making in the musical group does not come from the director, but rather from the whole group, all the members of the group are involved in the decision-making with regard to Concerns musical compositions, rehearsals and interpretation. In this style of management there is no leader, so Mr Charle gave the possibility to the musician to create their own artworks , in short it encouraged the creative spirit and gave the possibility to the musicians to express Their talent freely without constraint. EMPLOYEES MOOD - Happy - Teamwork - Familly notion - Motivated - Confidence - Creativity thinking - Peaceful framework
- 6. SEKA STRIVANE 6 POOR COMMUNICATION INFLEXIBILITY ON MANAGEMENT Mr Carlos is a young graduate embitous and motivated, it comes with good intentions which are to enhance the level of expertise of the musical group. But how is it done? Mr Carlos is not good communicator, he does not become familiar with the musical group, does not weave of link with them, he wants to impose its laws and rules (doubling the hours of repitions) obviously seeing its way of Management we can say that his leadership style is autocratic. He does not take into account the opinion of his group, although his ententions are good but as as a new director he need to try to understand how the musical group works before talking about change . Also the fact to recruit new young musicians to help the former group to improve and enhance the level of expertise of the group was misunderstood because he dind’t take time to infom them; This was taken as a challenge and misinterpreted by the former group, they insulted. We think that in addition to using the authocratic style Mr Carlos is not empathic (does not seek to know, to understand the motivations to become familiar, it does not put in the place of others) It acts based on its convictions , But often our convictions are not enougth. EMPLOYEES MOOD - Fustration of old members - low levels of motivation - Conflictual work aera - Worry less about task compteting - No teamwork - lack of involvement main areas of conflict
- 7. SEKA STRIVANE 7 LEWIN KURT developed in 1951 the Force Field Analysis in the aim to help all organisation to plan and implement change management progroms. We will use this diagram to assess the faisability of change, based on the result we will get, we can conclude if the change will be possible or not. For change we choose (increase ZMO musicians performance) because we thing that the final aim of Mr CARLOS PEREZ when he decided to reorganize the group and set new goals was to increase the group performance, also without a performed musician group he can’t achieve objectives. Driving Forces - Positive reasons Driving Forces Score INCREASE OMZ MUSICIANS PERFORMANCE Restraining Forces - negative reasons Restraining Forces Score Willingness to win concourd 5/5 Loss of creativity 3/5 New equipements 4/5 Lack of understanding the new proposed change 3/5 Make the pride of zanga 4/5 Loss of autonomy 4/5 Need to increase competitiveness 3/5 Lack of adaptation and cope new objectives 3/5 New director/New objective 4/5 Cost of change ( more repetition) 4/5 Be the best musical group 4/5 Fear to be command by youngers 3/5
- 8. SEKA STRIVANE 8 Driving Forces Total Score 24/30 Restraining Forces Total Score 18/30 As we can see from the table above the final scores are not close driving forces got more than restraining forces, it means that Mr Carlos Perez can easily implement the change in the group, but of course he need to follow the differents steps of our actions plan to succeed. Also he need to pay attention about the restrain forces that are high score on 5 for exemple (loss of autonomy and cost of change) because they can always impact musicians behave. Source: PETER DRUCKER/MANAGEMENT BY OBJECTIVES (MBO)
- 9. SEKA STRIVANE 9 ACTION 1 : SET CORPORATE OBJECTIVE MR CARLOS MUST FIRSTLY FIX THE OBJECTIVE OF THE MUSICAL GROUP WITH THE PARTICIPATION OF MUSICIANS WHO ARE: - Win the annual competition - Benefit from the grant To achieve its main goal he also need to - Explain the why of the objectives - The sacrifices that the musicians will be led to make to reach them - As well as the contributions of change Mr CARLOS PEREZ must explain in the first place why he wants to make the changes within the group, why he wants to restructure it, around a meeting and at the same time present the objective of the musical group to his whole to facilitate the Understanding of challenges they will face. - ACTION 2 : SET AND ALIGN EMPLOYEES OBJECTIVE This stage is the most important because it directly concerns musicians and the tasks they will be led to perform . But how can Mr. CARLOS succeed in getting the old musicians to his cause? For this fact he needs to: - Create time exchange between both clan - Establish a climate favorable to dialogue, for example during the rehearsal break The establishment of dialogue between the two clans that have been created will allow each one to express himself and the team to progress towards a single goal. After having established a favorable climate Mr Carlos could with musicians set their objectives as well as the tasks that will accomplish.
- 10. SEKA STRIVANE 10 ACTION 3 : MONITOR PERFORMANCE In this stage the director will ask the musician to design a person they judge responsible to supervise their work , the rehearsals and ensure all the musicians are At the same level as regards the learning of the compositions. The role of the responsible will be important because it will help the director in his task, the assurance of the balance between the new and old. He will also control the performance of his teammates before the big rehearsals, help them to progress when necessary is. ACTION 4 : EVALUATE PERFORMANCE - Verification check list Each musician must have a checklist with tasks to perform. We can therefore evaluate the performance of the musician according to the level of the tasks achieved. ACTION 5 : REWARD EMPLOYEE - Flexible Hours Gives musicians the opportunity to have (personal time) in which they will work on their own composition, appealing to their creativity.
- 11. SEKA STRIVANE 11 To conclude we will use the pyramid of maslow to show how the musicians will behave if all the actions that we proposed are followed: Referring to the pyramid of maslow we can say that the musicians had a need of belonging and self esteem. Indeed with the new musicians who had been recruiting the elders felt left, ignored, rejected from the musical group, they felted that the new director were more interested in the new ones than they , they no longer had confidence in And doubted their about competence. They needed recognition, to feel part of this new family that had just been created. To conclude the musicians should arrive at the stage of self-actualization, for that all the actions we have propose must be followed to ensure a cohesion in the group also a peaceful working environment and to acheive all the objectives that have been set.