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Essay / Research Paper Abstract
A 10 page paper discussing how attribution theory can be applied within the organization to enhance employees' performance and the organization's overall productivity as well as competitive advantage. The theory provides a means for both explaining and predicting individual behavior, and is based on the assumption that individuals will ascribe certain qualifications to either an employee's or a manager's behavior. The paper uses the negative management style of Peg Witte, CEO of Royal Oaks Mines as example throughout, and contrasts the resulting corporate culture with that of Merix Corporation under the leadership of Debi Coleman. The paper includes an illustrative chart. Bibliography lists 7 sources.
Page Count:
10 pages (~225 words per page)
File: D0_Attorg.rtf
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Unformatted sample text from the term paper:
his capabilities, others will assume that anything their organization needs done is beyond the capabilities of everyone in the company. Everyone but them, of course. The possibilities for differences
in the two views are obvious. The first has real opportunity to use any negative incident to improve both the company and the employees involved in the incident; the
second only results in continually decreasing delegation of authority and a corporate culture of mistrust and of intense dislike. No organization has the luxury of wallowing in the second,
and the application of attribution theory provides a means for them to avoid such traps. The Example of Royal Oak Mines Royal Oak Mines business focus had been
to buy operational but unsuccessful gold properties in order to turn them around to produce higher profits than they had ever known. In 1995, however, "the company posted four
consecutive quarters of weak earnings, amid runaway costs and lower-than-expected gold production" (Harari, 1996; p. 42). CEO Peg Witte blamed the disappointing year on an experiment launched in response
to management talk that companies often were more profitable when management gave employees more latitude and allowed them to take part in some of the management decisions of daily operation.
Witte said, "We tried a more conciliatory management in 1995, both in the way we operated our mines, and in the way our head office responded to issues and
to employees. It just didnt work. Now were going to turn the screws (Harari, 1996; p. 42). Royal Oaks line managers were to participate in developing and executing
strategies, and Witte backed away from her practice of insisting on personally authorizing every purchase of any amount and for any reason. The result was that Royal Oaks slid
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