This paper is written with the purpose of identifying and summarizing the key organizational behavior issues evident in the case “A Sea Change in Staffing at Leapfrog Innovations, Inc”. The paper will also reflect upon these issues and make possible recommendations or possible solutions to them.
Identification and Summary
Schneider (1985) considers that Organizational Behavior is the confluence of individual, group, and organizational studies “flowing from industrial-organizational psychology and organization and management theory with headwaters in psychology, sociology, and management. Schmidt (n.d.) describes organizational culture as a set of values, norms, and beliefs that control the way in which individuals and groups in a company interact between each other and with people outside the company.
The present case talks about certain roles taken on by the owners and the employees in a company for a period of more than 10 years since the company was created. The employees along with the founder of the company concentrate on a staffing crisis that is yet to come. The case has the purpose of offering us the possibility to talk about HRM and OB problems in a company with respect to role creation, job design, organizational culture, etc. The issue with this company is that as several employees joined and left the company, there were some jobs that have been created and other that have been dissolved. The most important issue is that none of the employees have defined clear specifications with respect to their jobs so that the ones who follow them will know what to do exactly. Also, the founders of the company have also changed their own jobs. The challenge is to consider what the founder should do when one of the co-founders and two of the employees decide that they will leave the company for certain reasons. In making the recommendations, staffing issues and potential changes within the model of the business will be...