please help me with this mini case ORGB1135

Mini Case: Developing and Maintaining a Safety Culture Sanjay and Sophia looked out over the factory floor in dismay. They both worked in human resources management, and just a week ago they had delivered some safety training in an attempt to reduce their higher-than-average rate of workplace injuries. They had lectured all the employees about safety for three hours and then given them a written test. Although all employees had passed, nothing had actually changed. Sanjay and Sophia were chagrined and wondered what else they needed to do to change the culture. As they looked out over the factory floor from the second-storey lunchroom, they began to share their observations. "Look," said Sanjay, "there is the CEO rushing out to talk to someone wearing only his dress shoes again. I keep telling him he needs safety shoes and safety glasses on the manufacturing floor, but he just keeps telling me he's only out there for a minute so it is too much of a pain to change shoes and find glasses.' While Sophia found that distressing, she was more concerned with the newly hired junior employees, whom she saw joking and pushing each other around the forklift loading area. "You know," she told Sanjay, "I mentioned that the new hires are goofing off around the loading area, and their supervisor just said that they work hard and need to blow off a little steam now and then. He said I should leave them alone. The other day I even saw him get involved in one of their little pranks, making a guy jump out of his skin by blaring the forklift horn. When I asked him about it, he said pranks help the workers relax when they are stressed about manufacturing quotas." "Well, I'm not surprised they're stressed, said Sanjay. "After all, the entire team's bonus is based on productivity targets, and nobody wants to be the one who lets everyone else down. If they miss their target because of one worker, the poor guy will never hear the end of it." "I know," replied Sophia. "Just last week, someone came in with active pneumonia because he didn't want his team to miss their target. I know other workers covered for him a bit, but he kept at it no matter what. I even caught him trying to take the handguard off his machine so he could work it faster. He said he was behind from coughing and needed to catch up!" "It's so strange," observed Sanjay. "All these workers passed the safety test with flying colours but nobody actually does any of the stuff we talked about. What's happening?" Changing a deeply entrenched organizational culture can be very difficult, as the Canadian Royal Mounted Police have discovered. The widespread prevalence of sexual harassment of female officers in the service resulted in the launch of a class action lawsuit in 2012. Efforts to address this problem have focused on enforcement of antiharassment policies and on changing the patriarchal, macho culture associated with the RCMP. Stories that have emerged as a result of the lawsuit have highlighted the extent of the problem. Female officers have reported incidents ranging from inappropriate joking to having pornography and sex toys left in their workspaces. Others have reported unwanted physical contact, up to and including being raped by fellow officers. Official responses to complaints were generally inadequate, with many women reporting that they, as complainants, were put on leave while their harassers received extremely light sanctions, if any. In one case a female officer was still away on administrative leave a year later "pending investigation" while the officer she had accused of rape was promoted. Part of the reason the RCMP has had such difficulty addressing these issues is that they are not change ready, according to Dr. Linda Durbury, who wrote an independent report assessing their culture. She reported that the general culture was "exploitative, paramilitary, respectful of the position rather than the person, low trust, risk adverse, and defensive." The culture has also been characterized as patriarchal and 'macho.' Dr. Duxbury further characterized their culture as "a victim of the success spiral, which occurs when an organization holds on too long to a culture in the belief that what has worked in the past will continue to confer a competitive advantage in the future. The RCMP has failed to realign its organizational culture to take into account new environmental realities. This has resulted in key elements of RCMP culture being liabilities as the organization moves forward with reforms." Bob Paulson, the RCMP Commissioner appointed in 2012 to fix the mess, has openly admitted to a culture of bullying and associated inadequate harassment investigations. He stated that his "mandate was to clear-cut problems that have taken root so deeply in the police culture that some Mounties are now embarrassed to tell neighbours where they work." The numbers are telling-in the four years before Paulson's appointment, the number of female cadets at the RCMP dropped by 52 percent. Cur only 20 percent of the 19,000-member force are women. Change will not be easy, though. Paulson has committed to new policies, enforcement of existing policies, and ongoing monitoring of results, but he recognizes that it is a difficult road given the strength of answers the exdsting culture. Questions: 1. Introduction: very brief overview of the organization and situation 2. Symptoms: Red Flags or Symptoms clear, obvious indications that behavior in a department or group or company is a problem. Symptoms are obvious, you can see the behavior Symptoms are not the significant problem that demands a solution From the text book, search for and present the concept, theory, or model that explains why behaviours raise the red flag (or are symptomatic) Must use the vocabulary of the topic Optional include definitions or not 3. Cause (optional) 4. Problem Statement: A specific short (2-3 sentences) Compels action by management Might include a timetable e.g. Within three months Is specific and solutions can measure change This is difficult to write, consult with the instructor for approval of the problem statement 5. Solution Options: Consider at least 2 approaches or solution options These two solutions must be distinct, realistic and practical Name the advantages (pros) and disadvantage (cons) of each solution. E.g. costs, expertise, organizational culture 6. Justification: Name your preferred solution Explain this preference