Ob Paper

Organizational Behaviour (OB) can be defined as – “ the study of the structure, functioning and performance of organizations, and the behavior of groups and individuals within them.” (G.A. Cole 1995, p.6) It helps to improve an organization as a whole by understanding and predicting the needs of its people.

XYZ Energy, a leading government-owned company, was acquired by one of its private-sector competitors, BIG Energy. As we look into the given case study through an OB perspective, the acquisition made at a record-breaking price was clearly solely for XYZ Energy’s structural capital – solid processes and systems as it has gave XYZ Energy a competitive edge to stay successful in the trade. Regardless the importance of structural capital, it would definitely affect the overall attitudes, values and behaviours of remaining XYZ staff members should Big Energy continue to neglect the importance of XYZ Energy’s human capital, the expertise.

Value

Values serves as a guideline to individual on what is right and wrong. Our value has strong relations to our behavior. It affects every decision and moves we make, even to the point of how we choose to derive to our decisions. (Katherine, 2008)

Though both XYZ Energy and BIG Energy are in the same industry, each company has their own set of core values in the workplace. With relation to the case study, Schwartz Values Model can be applied to explain the impact of values on the remaining XYZ Energy’s staff.

Firstly, the BIG Energy’s core management team was not willing to open up for changes by accepting the remaining XYZ Energy’s staff into their company. Big Energy’s senior management team hardly visited the XYZ Energy staff to get to know them; no briefing was given on what their company cultures are like or what the staffs are expected. It is obvious that the new management team does not intend to retain any of existing XYZ Energy’s staff and not being able to adapt a different workplace culture to “fit in”...