In a mid$-$sized tech company, XYZ Innovations, several organisational behavior

issues are beginning to impact its overall productivity, employee satisfaction and

motivation. The company, known for its cutting$-$edge software solutions, is

experiencing growing pains as it scales up from a startup to a more structured

enterprise.

As XYZ Innovations grows, the initial close$-$knit team of developers and engineers is

now joined by a range of new hires. Despite the company's impressive technological

advancements, the rapid expansion has exposed critical flaws in organisational culture

between old and new employees, there seems to be a huge divide in the working style.

There is a noticeable lack of cohesion between the old and new employees. The

original team, accustomed to a collaborative and informal work environment, is

struggling to integrate with newer hires who are more accustomed to formal

processes and structured hierarchies. This cultural clash has led to communication

breakdowns and misunderstandings.

Furthermore, the company$$s leadership is grappling with a leadership style mismatch.

The original founders, who have traditionally adopted a hands$-$off, laissez$-$faire

approach, are now finding it challenging to manage a larger and more diverse

workforce. Their reluctance to adopt a more proactive management style has led to a

lack of direction and accountability. Employees are unclear about their roles and

responsibilities, resulting in overlapping duties and missed deadlines.

Older employees, aged $40$ and above are targeted by younger employees in not being

able to keep up with new technologies. Old employees, since they have more

experience, are bullying new employees. Many women employees claim they are

assigned to marginal job roles and given light workloads that do not lead to promotion.

Additionally, there is a noticeable decline in employee morale due to perceived

inequities in recognition and reward systems. Long$-$standing employees feel that their

contributions are undervalued compared to the new hires, who are receiving more

recognition for their roles in high$-$profile projects. This has resulted in decreased

motivation among the original team members, who feel that their dedication and

experience are being overshadowed. The resignation rate among the older employees

is beginning to increase.

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Question $3$

a$.$ Explain the five $($group$)$ properties to shape members$$ behavior and help

explain and predict individual behavior within the group at XYZ Innovations.

b$.$ Elaborate how the Map, Bridge, Integrate model $($MBI$)$ can be utilised to

enhance understanding between the old and new employees to support

positive decision$-$making.