please answer this by using the three step solving approach.

Textbook: Organitional behavior. A pratical Problem sloving approach.

page: 503

author : Angelo Kinicki

PROBLEM SOLVING APPLICATION CASE #MeToo-Just Do It! Business events that move to stop clubs e-mails in your own inbox about parts of your body, lewd and toen conflict and many described Vulgar comments, and more commonly but similarly criminatory and sure to women troubling-unfole pay and promotion practices. These are a subset of complaints revealed in a survey THE COSTS conducted by temale employees Nike. The find ings Wustrated systematic sexual harassment and In addition to damage the careers of the discrimination ective widespread cont expose the Supporting these claims are a long history of com pany to tremendous waren plaints to HR and leaders within the company about age, investor pressure and the nation of Inappropriate behavior by a number of male leaders both inside and outside the company, and Women comprise nearly son of the company's work productors for female customers force, but occupy only 38% of management Seveland ponent of the company's strategy. Particular 29% of vice president positions. some for the remaining ders is the dass action lawsuit in wich more than 500 Female employees shared these results with CEO ees will seek compen.no for Mark Parker in an effort not only to improve the situa harassment pay donation and rem tion for women at Nike, but also to improve Nike. Their practices to efforts provide yet another example of how employees are organizing and wielding power and influence 10 change leadership, culture, and practices at their REACTIONS employers. CEO Parket and the mig senior have responded in several Packet orechy and HOW DID THIS HAPPEN? publicnowledged the problem od polagad to employees in a town has meeting, este The allegations and evidence are wide-ranging, but complaint hotine set up como bastroming many attribute misconduct not only to the perpetra required specific traving for mannen sopim tors, but also to the superiors who have tolerated or Nike's first che diversity and incontri looked the other way. For instance, numerous imple revamped its pay structure and provided mises to cated executives are linked to former company pres- approximately 7500 employees, o 10of to ident Trevor Edwards. His charismatic personality wondorce Nike also has adopted a gender-blind and stellar performance had taken him to the heights resume review process, and is tying bonuses more of the organization, and many believed he was next prominently to overall company performance in line for the CEO job. But many senior leaders who Part of Per's apology included. " apologize to ascended the ranks were largely male and consid the people on het team who were excluded, and Apologize if some of those same people felt they had ered a part of an elite group-FOT, or Friends of no one to turn to I want everyone at Nito now their voices do mater and your braverys making Although Nike claims the behaviors were the better. But even after all of the company's core actions of an Insulated few, and has since fired at least tive actions Parker and others feel the work is toch 11 executives as a result, the fact remains that many finished Individuals in power destroyed relationships and Assume you are CEO Parker and you want to undermined the careers of others Complicit were HR (1) make amends with the important stakeholders policies, practice, and people who failed to sufficiently involved, and (2) put Nikon a positive to for the act on and provide consequences for inappropriate future. Drawing on what you learned in this chache behavior. These detrimental actions eroded what else would you do? performance, trust, and a sense of justice, slong with Trevor Powentonce, and Politics CHAPTER 12 APPLY THE 3-STEP PROBLEM- SOLVING APPROACH TO OB Use the Organizing Framework in Foure 129 and the 3-Step Problem Solving Approach to help identity inputs, processes and outcomes relative to this cate STEP 1: Define the problem A Look first at the outcomes box of the Organizing Framework to help identify the important problems in this case. Remember a problem is a gap between a desired and current state State your problem as a gap and be sure to consider problems at all three levels. If more than one desired outcome is not being accomplished decide which one is most important and focus on it for steps 2 and 3. Cases have key players, and problems are gon- erally viewed from a particular players perspec tive. You need to determine from whose perspective-comployee, manager, toam, or the organization-you're defining the problem. In this case you're asked to assume the role of CEO Mark Parker C. Use details in the case to determine the key problem. Don't assume, Info or create problems not included in the case D. To refine your choice ask yourself why is this a problem? Explaining why helps refine and focus your thinking. Focus on topics in the current chapter, because we generally select cases us trating concepts in the current chapter STEP 2: Identity causes. Using material from this chapter and summarized in the Organizing Framework identify the causes of the problem you identified in Stop 1. Remember causes tend to appear in either the inputs or Processes boxes A Start by looking at the Organizing Framework (Figure 129) and decide which person factors, it any are most likely causes of the defined prob lem. For each cause, explain why this is a cause of the problem Along with multiple times is more kely to lead you to root causes of the problem For example, do executive characteristics explain the problem you defined in Sep 17 al. Follow the same process for the situation to tors. For each ask yourse, why is this couse By asking why multiple times you are key to arrive at a more complete and accurate list of cutes. Again, look to the Organigramme work for this chapter for guidance Did particular policies or practices play a role Now consider the Processes to in the Organi ing Framework Are any processes at the indi- vidual, group toom, or organizational level potential causes at your defined problem? For any process you consider, ask yourself, why this cone? Again do this for several teration to arrive at the root causes D. To check the accuracy or appropriateness of the causes, be sure to map them onto the defined problem and confirm the link or cause and effect connection STEP 3: Recommend solutions. Make your recommendations for solving the problem Consider whether you want to resolve it solve to dissolvet see Section 15) Which tecommendations desirable and tonsible A Given the cause you identified in Step 2. what are your best recommendations? Use material in the current chapter that best suits the Caus Consider the OB in Action and Applying OB boxes, because these contain insights into what others have done B. Be sure to consider the Organizing Framework- both person and situation foctors as well as processes at different levels C Create an action plan for implementing your recommendations, and be sure your recommen- dations map onto the ca and resolve the problem LEGAL/ETHICAL CHALLENGE If You Work Here, You Can't Eat Meat!115 Vegetarians might rejoice, but meat-eating WeWork employees may lament that the company will no longer serve or pay for red meat, poultry, or pork at company functions Companies have the right to determine what they pay for such as the food and beverages at functions and what employee expenses they reimburse. Miguel McKelvey, co-founder and CEO of the office sharing company, justified this new policy in the name of the environment, claiming that avoiding meat can have a larger environmental impact than driving a hybrid car, PART 2 Groups