NOTE: Please solve only section C

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Study case:

An engineer has submitted a proposal for some improvements in business processes. He quickly saw in one of the assembly operations that a new tool could reduce work costs by about 30%, so he discussed this situation with the department manager and then with the supervisor. The manager did not give a specific response, but was indifferent to the topic, but the supervisor paid attention to the topic and made additional suggestions.

When the engineer felt that he had the supervisors approval and the new tool was manufactured, he asked one of the workers to try the new tool with the supervisors approval. The worker was cooperative and enthusiastic, and her productivity increased by more than the expected 30%, and when the results were given to the director of the department at the end of the day, he claimed that the worker was one of the fastest workers in the administration, and that the results she obtained could not be generalized to others in the whole administration.

The next day, the engineer asked the supervisor to select another worker to help prove the usefulness of the new tool. At this point, the supervisor noticed that the new tool did not include all the ideas proposed by him, but the industrial engineer explained that to him, saying: He misunderstood the supervisors suggestions and that he would take them into preparing the new tool later, but the supervisor remained on his negative feelings about the tool.

When the engineer tried to give instructions to the second worker as he did with the first, her responses were negative, and in fact when giving instructions to her, it appeared that this worker was intentionally slowing down the use of the tool and she supported some negative comments on her and asked the industrial engineer if he felt that he was worth his wages for this. Wasted effort. At the end of the day, the production of this worker was approximately 10% less than the normal average production in the old way.

Finally, the director of management and the supervisor raised their recommendations to the senior management in the company that this tool is useless, and because it adds an additional burden on the workers' shoulders. Indeed, its use has been dismissed.

As a specialist in organizational behavior science, develop appropriate solutions to the following questions:

A):

1. What are the problems that the administration suffers from? (200 words)

2. In your opinion, is moral or material stimulation the most important for an employee or eternal job security? Why? (200 words)

3. Does the organizational conflict affect the employees job satisfaction and does it lead to employee frustration? (200 words)

B):

4. What are the steps to change and amend trends in this study? (200 words)

5. What are the justifications and reasons that drive organizations towards change? (200 words)

6. What are the reasons that led the manager to reject the idea of the new tool even before it was implemented? (200 words)

C):

7. Discuss the quote: Individual achievement = motivation X individual abilities, with mentioning the name of the appropriate theory for this saying. (200 words)

8. What are the reasons for the supervisor to change his mind about using the new tool? (200 words)

9. What procedures should the engineer have taken before applying the new tool? (200 words)

10. Show how the institution in which you work may be affected by the external environment. Give examples, and what are the recommendations that can be made through the case study. (200 words)