Organisational Behaviour (MGTC3107)
Higher Institute of Commerce and Management (HICM)
Semester: First Semester
Level: 300
Year: 2016
Progamme: Level 200, Course: Organisational Behaviour and Change Management Time: 3 hours;
Session: 2015-2016
Answer ALL Questions
Case study
Mr. Khan was proud of his restaurant, The Golden Bow. Its location was perfect, its decor tasteful, its
clientele generous and distinguished. When he first took over the business a year ago, Mr. Khan had
worried that the local labor shortage might make it difficult to hire good workers. But he had made some
contacts at a local college and hired a group of servers who worked well with customers and with one
another. The only problem he still had not solved was the dishwasher.
At first Mr.Khan felt lucky when he found Mbah, a local high school dropout who had some
experience washing dishes. Mr.Khan could not afford to pay a dishwasher more than 2000Frs an hour
but Mbah did not seem to mind that. Moreover, Mbah seemed to get the dishes clean. But he was so slow!
Mr.Khan originally thought Mbah just was not quick about anything, but he changed his mind as he
observed his behaviour in the kitchen. Mbah loved to talk to the cooks, often turning his back on the
dishes for minutes at a time to chitchat. He also nibbled desserts off of dirty plates and sprayed the
servers with water whenever they got near him. The kitchen was always a mess, and so many dishes piled
up that often two hours after closing time, when everything elsTwas ready for the next clay, Mbah would
still be scraping and squirting and talking. Mr.Khan began to wonder if there was a method to Mbah
madness: He was 'getting paid by the hour, so why should he work faster? But Mr.Khan did not like
having a constantly sloppy kitchen, so he determined to have a talk with Mbah.
Mr. Khan figured out that Mbah had been making 14000Frs. on his reasonably efficient nights
and then met with Mbah and made him a proposal. First he asked Mbah how soon he thought he could
finish after the last customer left. Mbah said an hour and a quarter. When Mr. Khan asked if he would
be interested in getting off forty-five minutes earlier than he had been, Mbah seemed excited. And when
he offered to pay Mbah die 14000Frs. for a complete job every night, regardless of when he finished,
Mbah could hardly contain himself. It turned out he did not like to work until 2:00 a.m., but he highly
needed money.
The next week, a notice appeared next to the kitchen door leading out to the dining room. On
top it read, "Mbah Goal for a Record Time." By the end of the first week, Mr. Khan had printed on the
bottom "1." Mr.Khan began inspecting the dishes more often than usual, but hi found no decrease in the
quality of Mbah work. So on Sunday, he said to Mbah, "Let’s try for an hour."
A month later, the board read "42 minutes." The situation in the kitchen had changed radically. The
former "Mbah the Slob" had become "Mbah the Perfectionist."'His area was spotless, he was often
waiting when someone came from the dining room with a stack of dirty plates, and he took it as a
personal affront if anyone found a spot on a plate he had washed. Instead of complaining about Mbah
squirting them, the servers kidded him about what a worker he had become, and they stacked the
plates and separated the silver to help him break his record. And the first time Mbah got done at
12:42, they all went out for an hour for a walk together.
Case Questions!
1)
What did Mr.Khan do to change Mbah’s behaviour? (10 marks)
2)
Which elements of total quality management and performance management did Mr.Khan use? (15
marks)
4)
Could Mr. Khan have used a different system of rewards to get the same results from Mbah? (10
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marks)
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5)
Examine why most public organizations, perform Isc^md-expectati on and give proposals from an
organizational behaviour point of view on. how this situation can be remedied. (lOmarks)
6)
As a young entrepreneur, explain how you can use the concept of Motivation to enhance the
output of your organization. (15 marks
)
GOOD LUCK
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