Bagel Hockey Case |
MGMT 365 Group Project #2 |
The Bagel Hockey Case deals with personnel issues at the Toronto Training Academy Cafeteria. It describes a situation where Mrs. Laraby, the ___ walks in on half of her staff messing around while others are furiously working to handle customers. What has led up to this event and what should follow, can all be described under organizational behavior.
I. Describe the Emergent System in the Case:
At the Toronto Training Academy (TTA) Cafeteria, the social system is based on age, or time employed at the cafeteria. Ernie Slim as senior student supervisor is top management during the weekends because he has been ...view middle of the document...
Consequently, the cafeteria lacked the management system needed to remain effective.
The second difference is in job satisfaction. For a business to be successful, its workers need to have certain levels of gratification on the job. This was lacking at the TTA Cafeteria. All the workers, besides the supervisors, at the cafeteria considered their position to be a very undesirable one. The case even stated that it was a “last resort choice” for the employees. There seemed to be no organizational commitment in the weekend workers for this reason. They did not value their position, and because of this, goofed around and did their work without enthusiasm.
The third difference is the missing motivational or fairness factors. If only age and seniority are factors in advancement, other motivators should be in place in order to maintain equity and encourage the lower level employees to remain productive. These factors were not in place at TTA. At the TTA Cafeteria, pay scales were established based on position, time employed, and if the worker purchased a meal ticket. Supervisors were being paid double what grill and fountain workers were making, even though they too were taking part in “horsing around.” The fountain workers were left to handle the business rushes while workers in the back did not. Overall, there were no rewards for work performance, which meant the employees were unmotivated to stay productive. Instead of putting their energy into attaining a goal, the Cafeteria employees spent their time on the intrinsic benefits they received from taking part in “baseball” and “king of the eggs” games.
II. Social System and Group Dynamics
The social system of the cafeteria employees is heavily determined by the lack of external interactions during the weekend versus the heavy utilization of the cafeteria during weekdays. Throughout the week, the cafeteria is used as a social center and for food, while during the weekends its use is limited unless there is a special workshop. This limited use has led to different norms and subgroups as well as increased cohesiveness among the weekend workers. Although cohesiveness has increased, productivity has diminished because of the lack of satisfaction and work.
Because of the large difference in the use of the cafeteria on weekends, the group dynamics are dramatically different for the weekend workers than they are for the weekday employees. The cohesiveness of the group is largely determined by the similarities among the members. They are all students except the cashier, who is a housewife in her mid 30s. The job is known to be a last resort for all of the employees except for the supervisors. The combination of similarities within the group and lack of motivation towards the job created cohesiveness but very low performance norms. The norms during the week call for strict adherence to the general regulations which include, “horseplay will not be tolerated.” These rules were...