Read the following case study and answer the question below.

Improving organisational behaviour at WEC Engineering Company

There are several improvements needed regarding organisational behaviour at WEC

Company. On a personal level the employees experience low self$-$efficacy. The

majority of employees show a tendency towards having external locus of control and

this contributes to several inconsistencies. The employees$$ morale and motivational

levels are low. Many employees resist change. Trust between employees and

management is low. Surveys have shown that many employees have an intention to

leave and the value systems are not in place. Top management is considering a new

organisational reward system to improve retention but it is not clear what the

preferences of the staff members are. A Fourth Industrial Revolution is building on the

Third, the digital revolution that has been occurring since the middle of the last century.

Emerging technology breakthroughs in fields such as artificial intelligence, robotics, the

Internet of Things, autonomous vehicles, $3-$D printing, nanotechnology, biotechnology,

materials science, energy storage, and quantum computing are on our doorstep. As

technology develops at an accelerated pace, intellectual abilities and tasks that were

once thought to be reserved for humans are increasingly being carried out by

machines, causing growing concern about the impact on jobs and the subsequent risks

for government, business and people. In addition, globalisation, demographics, climate

change and geopolitical transformations are already making a significant impact on the

work landscape. There is a window of opportunity now for individuals, business and

government to understand and proactively manage the transition to a new future.

Preparing for the future of work is essential for the managers at WEC Engineering

Company. Management, however, does not understand the external and internal

forces that create the need for organisational change. To support its growth, WEC

needs managers with a vision and who walk their talk. They should also be authentic

and able to serve. It is a firm belief of management researchers that, organisational

goals are unattainable without enduring commitment of the members of the

organisation. WEC Engineering Company should therefore recognise that there is

need transformational leadership in order to deal with change properly. Management

also does not comprehend the significance of situational leadership and they do not

contribute to the success and sustainability of the company.

$3$

Due to the coronavirus COVID$-19,$ it is challenging for your PMO to meet project goals

while your team is working from home. When planning for remote team collaboration

and workflows, the policies and tools that factor in cloud security and data storage to

ensure your information meets governance and compliance rules are not in place. The

team$$s morale and motivation levels are low. You feel that you lack certain leadership

abilities to solve these problems and challenges because acting as a remote project

leader is new to you. As a team, the self$-$efficacy seems to be negative and the locus

of control is a bit unclear. You are not sure how to ensure that your team is actually

working from home and not doing other things. It seems as if the team shows fear of

being infected by the virus as well as being uncertain about their job security. On$-$line

tools are available but you are not sure which ones will work best to motivate and

manage your team members.Evaluate the above case study by identifying the problems and analysing the causes.

Recommend steps to develop effective ways to deal with the challenges. Provide

appropriate conclusions. Write an executive summary at the beginning