Introduction

Organizational Behaviour Case Study with Solution

Introduction to the Organizational Behavior Case Study

Diversity in the workplace can be defined as a wider range of options available in the sector, allowing for a better focus on consumer needs. In this research, there is the talk of Watsco, Inc. as the firm support diversity so there could be created in the business products/ services and require varied workforce so that there could be knowledge of the various culture. Watsco Inc encountered challenges with diversity in the workforce due to ethnic and cultural disparities, and as an employee, I faced miscommunication, cultural barriers, gender bias, and an age difference in the firm.

Organizational behaviour can be defined as a study of human behaviour in organisational contexts. Organizational behaviour focuses on both human behaviour and organisational behaviour. When a company wants specific skills and experiences, it is necessary to recruit or hire personnel with an advanced understanding of the sector. Companies want a varied workforce so that employees can comprehend other cultures and the organization’s culture can be adaptable in reacting to changing market conditions, and a good grasp of customers’ requirements (Ajis, Notosudjono & Setyaningsih 2021).

Through variety, proper implementation of a diversified set of abilities can be achieved, as well as broad techniques for increasing corporate productivity. Diversity can lead to challenges such as culturally and linguistically diverse hurdles, as well as issues such as a lack of teamwork, which can lead to bad morale, but it can also lead to new concepts in the firm, which can stymie growth.

Watsco.Inc

Watsco, Corporation is the leading corporation that specialises in the distribution of equipment for ac, warming, and refrigeration. The firm gives parts, supplies, equipment, and instruments for the HVAC/R sector to a range of customers. Watsco Company, located in the United States, was established 60 decades previously. Albert H. Nahmad is the firm’s existing CEO, and sales in 2016 were over US$4.2 billion (Dahlberg & Herald, 2017).

Watsco Inc is centred on digitalization; the firm has effective leaders who are focused on app development so that the tech producing or delivering can profit. The company is attempting to restructure to benefit from new technological application areas (Dahlberg & Herald, 2017). The organization’s management believes in innovation, which provides support as the business motivates investors and workers to focus on new income sources. The technology platforms organization provides the HVAC sector to enhance Watsco’s sales and gain a competitive edge over the direct rivals.

Watsco’s “buy and build” approach has resulted in significant long-term revenue and profit growth. The strategy’s “purchase” element involves obtaining market leaders in a plan to enlarge into new geographies or gain existing market share. Watsco takes a methodical and conservative approach to invest, looking for assets that meet specific operating and financial objectives. The strategy’s “build” component focuses on establishing a growth culture at acquired companies by adding items & places to enhance customer experience, sharing ideas and concepts between chief executives, and investing in new technology. Watsco’s sources of finance and existing vendor ties allow newly acquired firms to offer their clients a wider variety of product categories on more favourable terms and conditions, as well as a stronger willingness to go the extra.

Watsco also sells to the modern building industry in addition to the replacement market. The Company considers that their record for dependable, high-quality service, as well as their ties with subcontractors who can serve both repair and new housing sectors, enable them to stay competitive in these industry sectors.

Watsco Inc. and the importance of diversity

Watsco Inc was confronted with challenges of diversity in the workforce due to ethnic and cultural disparities. Michael, one of my pals, was a worker there; he was a Black African who was born in Southern Africa, and he suffered communication issues, racial and linguistic disparities, sex discrimination, and an age gap here at all.

Watsco Inc is particularly focused on promoting equity to maximise return on investment and encourage innovation in the company’s products or services. They are, nevertheless, hiring people or employees from various cultures and backgrounds for the company to gain relevant information about diverse people and markets, as well as a deeper grasp of the Technology field (Arumi, Aldrin, & Murti 2019).

Situation description

Meanwhile, my friend Michael, who is African American and was raised in South Africa, experienced challenges with diverse cultures at Watsco Inc. Cultural diversity can be defined as the disparities that exist among the members of the organisation and are founded on the reasons that people believe they are superior to others. Cultural disparities may exist depending on race, language, socioeconomic background, gender, nationality, aptitude, culture, and sexual preference, among other variables.

Diversity in the workplace can be explained as change, communication, and adaptability; even so, because there is a diversified group in the company, there may be changes in the entire workforce. The organisation also recognises the need for urgent action to accomplish the efficacy for a greater range of possibilities in the sector (Arumi, Aldrin, & Murti 2019).

However, disparities in the nation, area, city, and organisation may exist, as well as a range of groups inside the organisation based on features of diversity. Cultural variety can assist the organisation in focusing on broad initiatives for increased production. Their cultural diversity, on the other hand, may lead to prejudice and bad morale. Michael was also a member of the firm’s diverse team, where he concentrates on social engagement and issues successful innovation.

Cultural diversity is significant since it aids in staff recruitment and retention, allowing the organisation to be more successful in corporate duties, as well as allowing business associates or businesses to deserve the opportunity, allowing for more creativity and problem-solving. Businesses are focusing on increasing worker retention in the organization by bringing in diverse cultures and improving communication and leadership skills (Ali et al 2019).

Firms are spending in diversity, with an emphasis on talent management methods, to be more effective and to be able to withstand the continuous difficulties. Watsco Inc. is also engaging in diversity and cultural differences practice to place a greater emphasis on cross-cultural engagement. However, the corporation emphasizes productivity enhancement to handle the organization’s attitudes and to allow professionals to concentrate on their new linguistic skills.

Watsco must strive to maintain the character and culture of acquired businesses by retaining their historic registered trademarks, business managers, and effect on the firm, and also continue to deliver their product brands. Watsco believes that by adopting this plan, it will be able to raise the worth of its purchased operations by generating additional sales also while offering a compelling exit route for the purchased businesses’ former owners.

References

Ali, A. B., Tang, N., Rolf, V. D., & Mir, U. R. (2019). Authoritarian leadership, organizational citizenship behavior, and organizational deviance: Curvilinear relationships. Leadership & Organization Development Journal, 40(5), 583-599.

Ajis, M., Notosudjono, D., & Setyaningsih, S. (2021). Organizational behavior of organizational behaviors (ocb) through strengthening the quality of work life, professional commitment, and personality. Turkish Journal of Computer and Mathematics Education, 12(11), 1025-1036. Retrieved from https://www.proquest.com/scholarly-journals/organizational-behavior-behaviors-ocb-through/docview/2623918257/se-2

Arumi, M. S., Aldrin, N., & Murti, T. R. (2019). Effect of organizational culture on organizational citizenship behavior with organizational commitment as a mediator. International Journal of Research in Business and Social Science, 8(4), 124-132. doi:http://dx.doi.org/10.20525/ijrbs.v8i4.274