Part 1: Possible Organizational Behavior Issues
第 1 部分：可能的组织行为问题
Lack of Communication
缺乏沟通
Poor communication creates misunderstandings, confusion, and reduced productivity. It leads to departmental silos, disconnected employees, and hindered collaboration. Clear, transparent communication ensures alignment. Solutions include open dialogue, regular meetings, and tech-driven information sharing.
沟通不畅会造成误解、混乱和生产力降低。它会导致部门孤岛、员工脱节和协作受阻。清晰、透明的沟通确保一致性。解决方案包括公开对话、定期会议和技术驱动的信息共享。
Employee Motivation Problems
员工激励问题
Low motivation reduces engagement and productivity, often caused by unfulfilling tasks, lack of recognition, or unclear career paths. Solutions include recognition programs, clear goals, development opportunities, and fostering purpose. Motivated employees are more productive and committed.
动力低下会降低参与度和生产力，这通常是由于未完成任务、缺乏认可或不明确的职业道路造成的。解决方案包括认可计划、明确的目标、发展机会和培养目标。积极进取的员工工作效率更高，参与度更高。
Conflict Among Employees
员工之间的冲突
Conflict disrupts collaboration and morale, often stemming from personality clashes or goal disagreements. Unresolved issues increase stress and reduce satisfaction. Solutions include open communication, mediation, respect-focused culture, and conflict resolution training.
冲突会破坏协作和士气，通常源于性格冲突或目标分歧。未解决的问题会增加压力并降低满意度。解决方案包括开放式沟通、调解、注重尊重的文化和冲突解决培训。
Resistance to Change
抵制变革
Fear of the unknown or job insecurity leads to resistance during changes. This affects morale and productivity. Solutions involve early involvement, clear communication of benefits, training, and supportive change management strategies.
对未知的恐惧或工作不安全感导致变革期间的阻力。这会影响士气和生产力。解决方案包括早期参与、清晰的福利沟通、培训和支持性变革管理策略。
Poor Leadership
领导能力差
Ineffective leadership lowers morale, engagement, and performance. Lack of clear direction and support causes disengagement and poor decision-making. Solutions include leadership development, ongoing training, and fostering inspirational, supportive leaders.
无效的领导会降低士气、敬业度和绩效。缺乏明确的方向和支持会导致脱离和糟糕的决策。解决方案包括领导力发展、持续培训以及培养鼓舞人心、支持性的领导者。
Low Employee Engagement
员工敬业度低
Low engagement results in turnover, absenteeism, and reduced productivity. Disconnected employees feel undervalued. Solutions involve creating positive culture, decision-making involvement, growth opportunities, and recognition programs. Engaged employees drive organizational success.
敬业度低会导致人员流动、旷工和生产力降低。与世隔绝的员工感到被低估了。解决方案包括创造积极的文化、决策参与、增长机会和认可计划。敬业的员工推动组织的成功。
Part 2: Motivation Theories
第 2 部分：动机理论
Maslow’s Hierarchy of Needs
马斯洛需求层次理论
Maslow’s model identifies five levels of human needs: physiological (basic needs like food and shelter), safety (job security, stability), social (belonging and relationships), esteem (recognition and respect), and self-actualization (achieving potential). Employees are driven to satisfy lower-level needs before pursuing higher-level ones. For instance, inadequate pay (physiological) or job insecurity (safety) will hinder motivation to achieve growth or innovation. Organizations can enhance motivation by addressing these needs holistically—offering competitive compensation, fostering connections, recognizing achievements, and providing growth opportunities.
马斯洛的模型确定了人类需求的五个层次：生理（食物和住所等基本需求）、安全（工作保障、稳定性）、社会（归属感和人际关系）、尊重（认可和尊重）和自我实现（实现潜力）。员工在追求更高层次的需求之前，先满足较低层次的需求。例如，工资不足（生理）或工作不稳定（安全）会阻碍实现增长或创新的动力。组织可以通过全面满足这些需求来提高积极性 - 提供有竞争力的薪酬、培养联系、认可成就和提供增长机会。
Herzberg’s Two-Factor Theory
Herzberg 的双因素理论
Herzberg divides motivators into two categories: hygiene factors and motivators. Hygiene factors, like salary and working conditions, prevent dissatisfaction but don’t drive engagement. Motivators, including achievement, recognition, and growth opportunities, foster satisfaction and high performance. For example, providing fair pay (hygiene) is essential, but true motivation stems from offering career development and meaningful work. Managers must balance both aspects to ensure sustained motivation and job satisfaction.
赫茨伯格将激励因素分为两类：卫生因素和激励因素。卫生因素，如薪水和工作条件，可以防止不满，但不会推动敬业度。激励因素，包括成就、认可和成长机会，可以促进满意度和高绩效。例如，提供公平的薪酬（卫生）是必不可少的，但真正的动力源于提供职业发展和有意义的工作。管理者必须平衡这两个方面，以确保持续的积极性和工作满意度。
Expectancy Theory
预期理论
Vroom’s theory explains that motivation is influenced by the belief that effort will lead to performance (expectancy), performance will result in rewards (instrumentality), and those rewards are valued (valence). For instance, an employee will work harder if they trust their efforts will lead to a promotion they find desirable. Weak links in this chain—such as unclear rewards or lack of trust—can demotivate. Managers should create transparent systems where employees see clear connections between effort, outcomes, and meaningful rewards.
Vroom 的理论解释说，动机受到以下信念的影响：努力会带来绩效（期望），绩效会带来奖励（工具性），而这些奖励是有价值的（效价）。例如，如果员工相信他们的努力会带来他们认为理想的晋升，他们就会更加努力地工作。这个链条中的薄弱环节（例如奖励不明确或缺乏信任）可能会使人失去动力。管理者应该创建透明的系统，让员工看到努力、结果和有意义的奖励之间的明确联系。
Equity Theory
Adams’ theory focuses on fairness, comparing one’s input-output ratio to others. Perceived imbalances—whether feeling under- or over-rewarded—can cause dissatisfaction. For instance, an employee receiving less pay than a peer for the same role may feel demotivated, while over-rewarded employees may feel uneasy. To maintain equity, organizations must ensure transparent reward systems and address perceived inequalities promptly. Fairness fosters trust and encourages consistent effort from employees.
亚当斯的理论侧重于公平性，将一个人的投入产出比与他人进行比较。感知到的不平衡——无论是感觉奖励不足还是过度——都会导致不满。例如，与相同职位的同事相比，员工的薪水可能会感到沮丧，而薪酬过高的员工可能会感到不安。为了维护公平，组织必须确保透明的奖励制度并及时解决感知到的不平等问题。公平可以培养信任并鼓励员工始终如一地努力。
McClelland’s Theory of Needs
麦克莱兰的需求理论
McClelland identifies three primary needs driving workplace behavior: achievement, affiliation, and power. Achievement-driven individuals aim for challenging tasks and feedback, thriving on personal success. Those with high affiliation value teamwork and social bonds, excelling in collaborative settings. Power-focused individuals seek to influence others and shape outcomes, fitting well in leadership roles. By identifying dominant needs, managers can craft strategies that align with employee motivations, boosting performance and satisfaction.
McClelland 确定了驱动工作场所行为的三个主要需求：成就、归属感和权力。以成就为导向的个人致力于具有挑战性的任务和反馈，在个人成功中茁壮成长。那些具有高归属感的人重视团队合作和社会纽带，在协作环境中表现出色。以权力为中心的个人寻求影响他人并塑造结果，非常适合担任领导角色。通过确定主要需求，管理者可以制定与员工动机相一致的策略，从而提高绩效和满意度。
Theory X and Theory Y
理论 X 和理论 Y
McGregor’s Theory X assumes employees avoid work, need constant oversight, and respond to rewards or punishments. In contrast, Theory Y views employees as self-driven, innovative, and eager for responsibility. Managers can adapt their styles based on these perspectives to foster autonomy and creativity while maintaining productivity.
麦格雷戈的 X 理论假设员工逃避工作，需要持续的监督，并对奖励或惩罚做出反应。相比之下，Y 理论认为员工是自我驱动、创新和渴望责任感的。管理者可以根据这些观点调整他们的风格，以培养自主性和创造力，同时保持生产力。
Goal-Setting Theory
目标设定理论
Locke’s theory emphasizes that clear, challenging goals drive better performance. Specific objectives, such as increasing sales by 15%, provide focus and motivation. Regular feedback and realistic targets ensure sustained effort and measurable success. Managers should align goals with organizational priorities and employee capabilities.
Locke 的理论强调，明确、具有挑战性的目标会带来更好的绩效。具体目标（例如将销售额提高 15%）提供了重点和动力。定期反馈和切合实际的目标可确保持续的努力和可衡量的成功。管理者应使目标与组织优先事项和员工能力保持一致。
Operant Conditioning Theory
操作性条件反射理论
Skinner’s theory stresses behavior shaping through consequences. Positive reinforcement, like bonuses, encourages desired actions. Negative reinforcement removes barriers to success, while punishment discourages negative behavior. Effective use of these tools can align employee behavior with company goals, enhancing performance and morale.
斯金纳的理论强调通过后果塑造行为。正强化，就像奖金一样，鼓励期望的行动。负强化消除了成功的障碍，而惩罚则阻止了消极的行为。有效使用这些工具可以使员工行为与公司目标保持一致，从而提高绩效和士气。
Part 3: Possible Solutions to Solve Organizational Behavior Issues
第 3 部分：解决组织行为问题的可能解决方案
Solution for Lack of Communication: Applying Expectancy Theory
缺乏沟通的解决方案：应用期望理论
Expectancy Theory highlights the importance of linking effort to outcomes. To tackle communication issues, management must ensure employees see how their contributions align with organizational goals. Foster open communication by setting clear expectations, outlining goals, and offering transparent feedback. Regular training on effective communication, structured feedback channels, and consistent team meetings create a motivated, collaborative environment.
期望理论强调了将努力与结果联系起来的重要性。为了解决沟通问题，管理层必须确保员工看到他们的贡献如何与组织目标保持一致。通过设定明确的期望、概述目标和提供透明的反馈来促进开放式沟通。定期进行有效沟通培训、结构化反馈渠道和一致的团队会议，营造积极主动的协作环境。
Solution for Employee Motivation Problems: Applying Maslow's Hierarchy of Needs
员工激励问题的解决方案：应用马斯洛需求层次理论
Maslow’s framework provides a step-by-step approach to boosting motivation. Begin by meeting basic needs, such as fair pay and job security. Once these are addressed, focus on building strong relationships, recognizing achievements, and offering growth opportunities. When employees feel secure and valued, they are more likely to reach their full potential, driving higher engagement and productivity.
马斯洛框架提供了一种提高积极性的循序渐进的方法。首先满足基本需求，例如公平薪酬和工作保障。一旦这些问题得到解决，就专注于建立牢固的关系、认可成就和提供成长机会。当员工感到安全和被重视时，他们更有可能充分发挥潜力，从而提高敬业度和生产力。
Solution for Conflict Among Employees: Applying Herzberg's Two-Factor Theory
员工间冲突的解决方案：应用 Herzberg 的双因素理论
Herzberg’s theory helps resolve conflicts by addressing both hygiene factors and motivators. Eliminate dissatisfaction by improving work conditions, clarifying roles, and enforcing fair policies. Simultaneously, boost satisfaction by recognizing individual contributions, encouraging skill development, and providing meaningful responsibilities. A balanced focus reduces tension and promotes harmony.
Herzberg 的理论通过解决卫生因素和激励因素来帮助解决冲突。通过改善工作条件、明确角色和执行公平政策来消除不满。同时，通过认可个人贡献、鼓励技能发展和提供有意义的责任来提高满意度。平衡的重点可以减少紧张并促进和谐。
Solution for Resistance to Change: Applying Lewin’s Change Management Model
抵制变革的解决方案：应用 Lewin 的变革管理模型
Lewin’s model offers a structured approach to managing change. In the unfreeze phase, address fears by explaining the benefits and building urgency. During the change phase, provide resources, training, and ongoing support to ease adaptation. Finally, in the refreeze phase, solidify the new processes by reinforcing benefits and integrating changes into daily practices. This approach ensures smoother transitions and long-term acceptance.
Lewin 的模型提供了一种结构化的方法来管理变革。在解冻阶段，通过解释好处和建立紧迫性来解决恐惧。在变更阶段，提供资源、培训和持续支持，以简化适应。最后，在再冷冻阶段，通过加强效益并将变化整合到日常实践中来巩固新流程。这种方法可确保更平稳的过渡和长期接受。
Solution for Poor Leadership: Applying McClelland’s Theory of Needs
糟糕领导力的解决方案：应用 McClelland 的需求理论
To enhance leadership, McClelland’s theory identifies key motivators: achievement, affiliation, and power. Match leaders’ strengths to roles that suit their dominant needs. For example, achievement-focused leaders excel in setting and meeting goals, while power-driven leaders thrive in decision-making roles. Offer targeted leadership training to develop emotional intelligence and strategic thinking, empowering leaders to inspire their teams effectively.
为了提高领导力，麦克莱兰的理论确定了关键的激励因素：成就、归属感和权力。将领导者的优势与适合其主要需求的职位相匹配。例如，注重成就的领导者擅长设定和实现目标，而权力驱动型领导者则擅长决策。提供有针对性的领导力培训，以培养情商和战略思维，使领导者能够有效地激励他们的团队。
Solution for Low Employee Engagement: Applying Goal-Setting Theory
员工敬业度低的解决方案：应用目标设定理论
Goal-Setting Theory emphasises the importance of clear, measurable objectives. Establish challenging yet attainable goals that align with company priorities and individual ambitions. Provide regular feedback and celebrate milestones to keep employees motivated. By involving employees in goal-setting and recognising their efforts, organisations create a stronger sense of purpose and connection, enhancing engagement and performance.
目标设定理论强调清晰、可衡量的目标的重要性。建立与公司优先事项和个人抱负相一致的具有挑战性但可实现的目标。提供定期反馈并庆祝里程碑，以保持员工的积极性。通过让员工参与目标设定并认可他们的努力，组织可以建立更强的目标感和联系感，从而提高敬业度和绩效。
Exam questions
考试问题
Background Information
背景信息
Jean too her job as supervisor very seriously. Though only 33 years old and somewhat new to the company, she liked her work and believed she did a good job. Jean oversaw the Customer Credit Sales Group of the Asia Pacific Bank. She oversaw seven credit sales representatives (CSR’s). Her sales group was formed six months ago to aggressively sell and market the bank’s various housing, car, boat, and other personal loans. Jean was promoted and became group supervisor shortly after the group was started.
Jean 也非常认真地对待她作为主管的工作。虽然她只有 33 岁，对公司来说有点陌生，但她喜欢自己的工作，并相信自己做得很好。Jean 负责监督亚太银行的客户信贷销售小组。她负责监督七名信贷销售代表 （CSR）。她的销售小组成立于六个月前，旨在积极销售和营销银行的各种住房、汽车、船只和其他个人贷款。Jean 在小组成立后不久就被提升并成为集团主管。
Even though she was generally pleased with the progress her sales group was making, she did have a problem: John William. As she thought back, she knew why this was so painful now.
尽管她总体上对销售团队取得的进展感到满意，但她确实遇到了一个问题：John William。当她回想起来时，她知道为什么现在这么痛苦。
Question 1
问题 1
Identify three (3) important issues or problems related to the study of organisational behaviour and design in this case. Provide a clear justification for each one, along with relevant evidence for your answer. (15 marks)
在这种情况下，确定三 （3） 个与组织行为和设计研究相关的重要问题或问题。为每个问题提供明确的理由，以及为您的答案提供相关证据。（15 分）
The first problem in organizational behavior is employee inefficiency. From the case, John, a key employee in the sales department, has experienced a decline in work performance and efficiency due to personal issues. Additionally, his behavior has adversely influenced three new employees, leading to ongoing workplace complaints and a reduction in team productivity.
组织行为学的第一个问题是员工效率低下。从案例中，销售部门的关键员工 John 由于个人问题而经历了工作绩效和效率的下降。此外，他的行为对三名新员工产生了不利影响，导致持续的工作场所投诉和团队生产力的降低。
The second problem in organizational behavior is insufficient care and communication from superiors. Despite John's previously strong performance, his efficiency and attitude worsened because of family problems. The organization failed to provide adequate care or support, and leaders did not show concern or offer assistance. Furthermore, there was no proactive communication or constructive feedback from superiors to address John’s challenges, reflecting poor employee management and communication practices.
组织行为中的第二个问题是上级的关心和沟通不足。尽管 John 之前表现强劲，但由于家庭问题，他的效率和态度恶化了。该组织未能提供足够的照顾或支持，领导们也没有表现出关心或提供帮助。此外，上级没有主动沟通或建设性反馈来解决 John 的挑战，这反映了员工管理和沟通实践不佳。
The third problem in organizational behavior is Jean's lack of leadership skills. After being promoted, Jean failed to engage with subordinates or clearly explain the objectives and value of changes like CSR implementation. His inability to use leadership techniques, such as inspiring or positively influencing his team, resulted in his work being negatively impacted by subordinates. This highlights a significant deficiency in Jean's leadership capabilities.
组织行为学的第三个问题是 Jean 缺乏领导技能。在获得晋升后，Jean 未能与下属互动，也没有清楚地解释 CSR 实施等变革的目标和价值。他无法使用领导技巧，例如激励或积极影响他的团队，导致他的工作受到下属的负面影响。这凸显了 Jean 领导能力的重大缺陷。
Question 2
问卷调查 2
Outline four (4) relevant theories from the field of organisational behaviour and design which can be applied to each of the issues or problems identified in Q1. Explain how each theory helps us understand the identified problems or issues in this case. (20 marks)
概述来自组织行为和设计领域的四 （4） 个相关理论，这些理论可以应用于 Q1 中确定的每个问题或问题。解释每种理论如何帮助我们理解已发现的问题或本案例中的问题。（20 分）
The first theory is the Two-Factor Theory, also known as the "Motivation-Hygiene Theory." This theory identifies two sets of factors: hygiene factors and motivators. Hygiene factors, such as wages, working conditions, corporate policies, leadership, safety measures, and interpersonal relationships, prevent dissatisfaction but do not create satisfaction. On the other hand, motivators, including recognition, personal growth, and achievement, increase job satisfaction. This theory addresses the first problem of reduced employee productivity. In the case, John’s decreased efficiency is linked to personal family issues and missed promotion opportunities. By addressing hygiene factors and providing appropriate motivators, such as recognition or career development opportunities, the company can enhance John’s satisfaction and productivity.
第一个理论是双因素理论，也称为“动机-卫生理论”。该理论确定了两组因素：卫生因素和激励因素。卫生因素，如工资、工作条件、公司政策、领导力、安全措施和人际关系，可以防止不满，但不会产生满意度。另一方面，激励因素，包括认可、个人成长和成就，可以提高工作满意度。该理论解决了员工生产力降低的第一个问题。在这种情况下，John 的效率下降与个人家庭问题和错过晋升机会有关。通过解决卫生因素并提供适当的激励因素，例如认可或职业发展机会，公司可以提高 John 的满意度和工作效率。
The second theory is Organizational Communication Theory, which includes both formal and informal communication. Effective communication is vital for resolving the second problem, insufficient communication with employees. Managers need to gather information from subordinates to make decisions and effectively communicate those decisions back to employees. In the case, Jean’s lack of communication with John has exacerbated workplace issues. By using this theory, Jean can improve communication with John, address his challenges, and ensure that Jean’s own work remains unaffected in the future.
第二种理论是组织沟通理论，包括正式和非正式的沟通。有效的沟通对于解决第二个问题至关重要，即与员工的沟通不足。经理需要从下属那里收集信息来做出决策，并将这些决定有效地传达给员工。在这种情况下，Jean 与 John 缺乏沟通加剧了工作场所问题。通过使用这一理论，Jean 可以改善与 John 的沟通，解决他的挑战，并确保 Jean 自己的工作在未来不受影响。
The third theory is Theory X and Theory Y, which provides two contrasting leadership approaches. Theory X involves strict supervision, control, and an authoritarian style, assuming employees need to be pushed to perform. In contrast, Theory Y advocates for a democratic and empowering leadership style that trusts employees to take responsibility and align their goals with organizational objectives. This theory can address both the problem of low employee efficiency and Jean’s lack of leadership ability. By adopting elements of Theory Y, the organization can create a more supportive and empowering work environment that fosters productivity and helps Jean develop stronger leadership skills.
第三种理论是 X 理论和 Y 理论，它提供了两种截然不同的领导方法。X 理论涉及严格的监督、控制和专制风格，假设员工需要被推动去执行。相比之下，Y 理论倡导一种民主和赋权的领导风格，相信员工承担责任并使他们的目标与组织目标保持一致。这个理论既可以解决员工效率低下的问题，也可以解决 Jean 缺乏领导能力的问题。通过采用 Y 理论的元素，组织可以创造一个更具支持性和赋权性的工作环境，从而提高生产力并帮助 Jean 培养更强的领导技能。
The fourth theory is the Leadership Style Theory, which focuses on how leaders can adopt specific styles to influence and motivate employees effectively. Jean’s lack of leadership skills, as seen in the third problem, is due to his failure to adopt a clear leadership style. By applying this theory, Jean can identify and develop the appropriate leadership style to better engage and guide his team, improving his own performance and resolving broader organizational challenges.
第四种理论是领导风格理论，它侧重于领导者如何采用特定的风格来有效地影响和激励员工。正如第三个问题所见，Jean 缺乏领导技能，是由于他未能采用明确的领导风格。通过应用这一理论，Jean 可以识别并发展适当的领导风格，以更好地吸引和指导他的团队，提高自己的绩效并解决更广泛的组织挑战。
These theories collectively provide a structured framework to address reduced productivity, insufficient communication, and leadership shortcomings, enabling the organization to improve its overall effectiveness.
这些理论共同提供了一个结构化的框架来解决生产力下降、沟通不足和领导缺陷，使组织能够提高其整体效率。
Question three: provide best theory and solution
问题三：提供最佳理论和解决方案
The chosen theory to address the issues in this case is Motivation Theory, specifically the Two-Factor Theory. This theory is particularly effective in solving the key problems of low work efficiency, poor employee attitudes, and inadequate communication and motivation. It is especially relevant to addressing John’s declining performance and negative behaviour.
在这种情况下，选择解决这些问题的理论是动机理论，特别是双因素理论。该理论在解决工作效率低下、员工态度差、沟通和积极性不足等关键问题方面特别有效。它与解决 John 的绩效下降和负面行为尤其相关。
In practical application, this theory emphasises the importance of addressing both hygiene factors and motivational factors. Hygiene factors, such as workplace policies and conditions, prevent dissatisfaction, while motivational factors, like recognition and growth opportunities, inspire employees to excel. Ignoring either aspect limits the organisation’s ability to achieve optimal performance.
在实际应用中，该理论强调了解决卫生因素和激励因素的重要性。卫生因素（如工作场所政策和条件）可以防止不满，而激励因素（如认可和成长机会）则激励员工脱颖而出。忽视任何一个方面都会限制组织实现最佳绩效的能力。
To apply this theory effectively, the following steps are recommended:
为了有效地应用此理论，建议执行以下步骤：
Conduct Individual Employee Assessments
进行员工个人评估
Jean should begin by conducting one-on-one discussions with employees, starting with John. This step allows Jean to understand employees’ challenges, needs, and sources of dissatisfaction. For example, understanding John’s family problems and low motivation would create a foundation for targeted solutions.
Jean 应该首先与员工进行一对一的讨论，从 John 开始。这一步让 Jean 能够了解员工的挑战、需求和不满的根源。例如，了解 John 的家庭问题和动力不足将为有针对性的解决方案奠定基础。
Provide Tailored Incentives
提供量身定制的激励措施
Jean should offer personalised solutions to address specific employee needs. For John, this could involve granting a short period of paid leave to allow him to manage his family situation and regain focus. Additionally, Jean should outline a clear career progression plan for John, including specific promotion opportunities. These measures would not only address John’s personal struggles but also rekindle his enthusiasm and improve his work performance.
Jean 应该提供个性化的解决方案来满足特定的员工需求。对 John 来说，这可能涉及给予短期的带薪休假，让他能够管理自己的家庭状况并重新集中注意力。此外，Jean 应该为 John 概述明确的职业发展计划，包括具体的晋升机会。这些措施不仅可以解决 John 的个人挣扎，还可以重新点燃他的热情并提高他的工作表现。
Implement Broader Motivational Measures
实施更广泛的激励措施
To foster a positive and engaged workplace, Jean should introduce broader incentive programs, such as team rewards, travel opportunities, and performance-based bonuses. These initiatives would motivate other employees to enhance their productivity and reduce workplace complaints, creating a more collaborative and efficient team environment.
为了营造一个积极和敬业的工作场所，Jean 应该引入更广泛的激励计划，例如团队奖励、旅行机会和基于绩效的奖金。这些举措将激励其他员工提高他们的生产力并减少工作场所的投诉，从而创造一个更具协作性和高效的团队环境。
By focusing on both hygiene and motivational factors, this approach ensures that employee dissatisfaction is addressed while simultaneously inspiring a renewed sense of purpose and effort. This strategy not only resolves current issues but also establishes a sustainable framework for long-term organisational success.
通过同时关注卫生和激励因素，这种方法可以确保解决员工的不满，同时激发新的目标感和努力精神。该战略不仅解决了当前问题，还为组织的长期成功建立了可持续的框架。
Identify three (3) important issues or problems related to the study of organisational behaviour and designin this case. Provide a clear justification for each one, along with relevant evidence for your answer.
在这种情况下，确定三 （3） 个重要问题或与组织行为和设计研究相关的问题。为每个问题提供明确的理由，以及为您的答案提供相关证据。
Three Key Issues in Organizational Behavior and Design
组织行为与设计中的三个关键问题
1. Lack of Cultural Awareness
1. 缺乏文化意识
Justification: Williams struggled to adapt to the informal and egalitarian workplace culture in Australia, which caused tension and disengagement among the team. His formal approach clashed with the team’s expectations and values.
理由： Williams 努力适应澳大利亚非正式和平等的职场文化，这导致了团队之间的紧张和脱离。他的正式方法与团队的期望和价值观相冲突。
Evidence:
证据：
Australians generally prefer informal and equal workplace dynamics. Michelle explained that titles like “senior vice president” feel overly grand and may alienate staff.
澳大利亚人通常更喜欢非正式和平等的工作场所动态。米歇尔解释说，像“高级副总裁”这样的头衔感觉过于宏大，可能会疏远员工。
Alvin’s behavior, such as using his phone during the presentation, reflected a lack of respect and interest, likely caused by Williams’ self-focused speech.
阿尔文的行为，例如在演示过程中使用手机，反映了缺乏尊重和兴趣，这可能是由威廉姆斯以自我为中心的演讲造成的。
Michelle specifically pointed out the importance of being relatable and building rapport, which Williams failed to do in his introduction.
米歇尔特别指出了亲和力和建立融洽关系的重要性，而威廉姆斯在他的介绍中没有做到这一点。
2. Ineffective Communication
2. 无效的沟通
Justification: Poor communication regarding Williams’ arrival and mission created confusion and reduced trust in his leadership. Clear and open communication is critical for setting expectations and aligning goals in any organization.
理由：关于威廉姆斯的到来和任务的沟通不畅造成了混乱，并降低了对他领导的信任。在任何组织中，清晰和开放的沟通对于设定期望和调整目标都至关重要。
Evidence:
证据：
Senior staff were unaware of Williams’ arrival or his role, making it difficult for him to establish authority.
高级工作人员不知道威廉姆斯的到来或他的角色，这使得他很难建立权威。
His presentation focused on his personal achievements rather than outlining his mission in a way that connected with the team.
他的演讲侧重于他的个人成就，而不是以与团队相关的方式概述他的使命。
Michelle mentioned that employees like Alvin value clear communication and strong relationships, neither of which were demonstrated by Williams.
Michelle 提到，像 Alvin 这样的员工重视清晰的沟通和牢固的关系，而 Williams 都没有表现出来。
3. Weak Leadership Approach
3. 薄弱的领导方法
Justification: Williams’ leadership style failed to inspire and connect with the team. His emphasis on his accomplishments rather than collaboration alienated employees and diminished their motivation.
理由：Williams 的领导风格未能激励团队并与团队建立联系。他强调自己的成就而不是合作，疏远了员工并降低了他们的积极性。
Evidence:
证据：
His presentation highlighted his personal success (e.g., academic achievements and cost-saving initiatives) rather than focusing on how he could support the team.
他的演讲强调了他的个人成功（例如，学术成就和节省成本的举措），而不是关注他如何支持团队。
The lack of engagement, including no applause and Alvin’s visible disinterest, showed that Williams did not effectively inspire the team.
缺乏参与，包括没有掌声和 Alvin 明显的不感兴趣，表明 Williams 并没有有效地激励团队。
Michelle suggested a more relational approach, such as personally visiting Kylie with flowers, emphasizing the need for Williams to demonstrate empathy and build trust.
米歇尔建议采用一种更具关系性的方法，例如亲自带着鲜花拜访凯莉，强调威廉姆斯需要表现出同理心并建立信任。
Outline five (5) relevant theories from the field of organisational behaviour and design which can be applied to each of the issues or problems identified in Q1. Explain how each theory helps us understand the identified problems or issues in this case.
概述组织行为和设计领域的五 （5） 个相关理论，这些理论可以应用于 Q1 中确定的每个问题。解释每种理论如何帮助我们理解已发现的问题或本案例中的问题。
Five Relevant Theories in Organizational Behavior and Design
组织行为与设计中的五个相关理论
1. Hofstede’s Cultural Dimensions Theory
1. 霍夫斯泰德的文化维度理论
This theory explains how cultural differences impact workplace behavior and expectations. It highlights that Australia has a low power distance, meaning people prefer equality and informal relationships.
该理论解释了文化差异如何影响工作场所的行为和期望。它强调澳大利亚的电力距离较低，这意味着人们更喜欢平等和非正式关系。
Application:
应用：
Williams’ formal leadership style conflicted with the egalitarian culture in Australia, creating resistance among the team. Understanding low power distance could help him adapt his approach, such as avoiding grand titles and focusing on collaboration rather than authority.
威廉姆斯的正式领导风格与澳大利亚的平等主义文化相冲突，在团队中造成了阻力。了解低功率距离可以帮助他调整自己的方法，例如避免大头衔并专注于协作而不是权威。
2. Emotional Intelligence (EI) Theory
2. 情商 （EI） 理论
EI theory emphasizes self-awareness, empathy, and interpersonal skills as key leadership traits.
EI 理论强调自我意识、同理心和人际交往能力是关键的领导特质。
Application:
应用：
Williams lacked emotional awareness when addressing his team, failing to consider their feelings about his formal presentation and focus on personal achievements. EI could help him build stronger relationships by understanding team dynamics and addressing their needs effectively.
威廉姆斯在向他的团队发表演讲时缺乏情感意识，没有考虑他们对他的正式演讲的感受，也没有关注个人成就。EI 可以通过了解团队动态并有效满足他们的需求来帮助他建立更牢固的关系。
3. Leader-Member Exchange (LMX) Theory
3. 领导-成员交换 （LMX） 理论
This theory suggests that effective leadership involves building strong relationships with team members through trust and mutual respect.
该理论表明，有效的领导力包括通过信任和相互尊重与团队成员建立牢固的关系。
Application:
应用：
Williams failed to create trust with his team by not engaging them personally or addressing their concerns. LMX theory would guide him to establish stronger individual connections with team members, such as visiting Kylie directly to show care and respect.
威廉姆斯没有亲自与他们接触或解决他们的担忧，因此未能与他的团队建立信任。LMX 理论将指导他与团队成员建立更牢固的个人联系，例如直接拜访 Kylie 以表示关心和尊重。
4. Communication Theory
4. 传播理论
Effective communication involves clarity, feedback, and adapting messages to the audience.
有效的沟通包括清晰度、反馈和根据受众调整信息。
Application:
应用：
Williams’ lack of clear communication about his arrival and role created confusion. His presentation, focused on personal success, further alienated the team. Communication theory highlights the importance of tailoring messages to align with team expectations and ensuring openness for feedback.
威廉姆斯没有就他的到来和角色进行明确的沟通，这造成了混乱。他的演讲侧重于个人成功，进一步疏远了团队。沟通理论强调了定制信息以符合团队期望并确保对反馈的开放性的重要性。
5. Transformational Leadership Theory
5. 变革型领导理论
This theory focuses on inspiring and motivating employees by creating a shared vision and fostering innovation.
该理论侧重于通过创建共同愿景和促进创新来激励和激励员工。
Application:
应用：
Williams failed to motivate his team by focusing on his achievements rather than a shared mission. Transformational leadership would help him articulate a compelling vision for integrating GE with GC’s global strategy, inspiring the team to work collaboratively towards common goals.
威廉姆斯未能通过专注于他的成就而不是共同的使命来激励他的团队。变革型领导将帮助他阐明将 GE 与 GC 全球战略相结合的令人信服的愿景，激励团队为实现共同目标而合作。
By applying these theories, Williams can better address the issues of cultural insensitivity, poor communication, and ineffective leadership, fostering a more cohesive and motivated team.
通过应用这些理论，Williams 可以更好地解决文化不敏感、沟通不畅和领导效率低下的问题，培养一个更有凝聚力和积极性的团队。
.Outline your preferred solution to two (2) most critical problems in this case. Provide a brief justification of your choice and an implementation plan to explain how your preferred solution could be executed.
.在这种情况下，概述您对两 （2） 个最关键问题的首选解决方案。提供您选择的简要理由和实施计划，以说明如何执行您的首选解决方案。
Preferred Solutions to Two Critical Problems in the Case
P提到了本案中的两个关键问题的解决方案
1. Problem: Cultural Misalignment and Leadership Style
1. 问题：文化错位和领导风格
Preferred Solution: Adjust Williams’ leadership style to better align with Australian culture by adopting a more informal, inclusive, and collaborative approach instead of maintaining a formal, hierarchical style.
首选解决方案：调整 Williams 的领导风格，通过采用更加非正式、包容和协作的方法，而不是保持正式的等级风格，从而更好地与澳大利亚文化保持一致。
Justification: The disconnect between Williams’ leadership approach and the Australian team’s expectations led to resistance and disengagement. Adapting his leadership style to fit the cultural context will help build stronger relationships, boost morale, and foster better collaboration within the team.
理由：威廉姆斯的领导方法与澳大利亚车队的期望之间的脱节导致了抵制和脱离。调整他的领导风格以适应文化背景将有助于建立更牢固的关系、提高士气并促进团队内部更好的协作。
Implementation Plan:
实施计划：
Initial Assessment: In the first month, Williams should focus on learning about Australian work culture and gather feedback from senior team members like Michelle and Alvin.
初步评估：在第一个月，Williams 应该专注于了解澳大利亚的工作文化，并从 Michelle 和 Alvin 等高级团队成员那里收集反馈。
Leadership Training: Williams should undergo cross-cultural leadership training to understand how to manage diverse teams more effectively and adopt a leadership style that resonates with his Australian colleagues.
领导力培训：Williams 应该接受跨文化领导力培训，以了解如何更有效地管理多元化团队，并采用与澳大利亚同事产生共鸣的领导风格。
Team Building: Organize informal team-building activities to help Williams build rapport with his team and demonstrate his commitment to understanding their values.
团队建设：组织非正式的团队建设活动，帮助 Williams 与他的团队建立融洽的关系，并展示他对理解他们价值观的承诺。
Feedback Mechanism: Introduce regular feedback sessions to allow employees to express concerns or provide suggestions, which will help Williams adjust his leadership approach based on real-time input.
反馈机制：引入定期反馈会议，让员工表达担忧或提供建议，这将有助于 Williams 根据实时输入调整他的领导方法。
2. Problem: Poor Communication and Lack of Clarity
2. 问题：沟通不畅，缺乏明确性
Preferred Solution: Improve communication by clarifying roles, expectations, and the mission. Establish clear, transparent communication channels and ensure that all team members understand their roles and responsibilities.
首选解决方案：通过阐明角色、期望和使命来改善沟通。建立清晰、透明的沟通渠道，并确保所有团队成员都了解他们的角色和职责。
Justification: The confusion around Williams’ role and objectives created unnecessary tension within the team. By improving communication and setting clear expectations, misunderstandings can be minimized, and the team can better align with the company's overall goals.
理由：围绕 Williams 的角色和目标的混乱在团队内部造成了不必要的紧张。通过改善沟通和设定明确的期望，可以最大限度地减少误解，并且团队可以更好地与公司的总体目标保持一致。
Implementation Plan:
实施计划：
Clear Role Definition: Williams should meet with each department to explain his role, the overall mission of Green Engineering, and the goals of the integration process. This will ensure everyone is on the same page regarding his objectives and expectations.
明确的角色定义： Williams 应该与每个部门会面，解释他的角色、Green Engineering 的总体使命以及整合过程的目标。这将确保每个人都在他的目标和期望上达成共识。
Regular Updates: Schedule regular team meetings and updates where employees can ask questions, share feedback, and stay informed about company developments and strategic goals.
定期更新： 安排定期的团队会议和更新，员工可以在其中提出问题、分享反馈并随时了解公司发展和战略目标。
Written Communication: After important meetings, Williams should send out written summaries to ensure that key points are clearly communicated and available for reference.
书面沟通：重要会议后，Williams 应发送书面摘要，以确保关键点得到清晰传达并可供参考。
Interactive Communication Tools: Utilize communication platforms like Slack or Microsoft Teams to facilitate open communication, where employees can easily ask questions and share concerns in real-time.
交互式通信工具：利用 Slack 或 Microsoft Teams 等通信平台来促进开放式沟通，员工可以轻松地在其中实时提出问题并分享问题。
By addressing the cultural misalignment and improving communication, Williams can create a more engaged, motivated, and aligned team. These changes will lead to a stronger relationship between Williams and his team, clearer expectations, and better overall performance as part of the integration of Green Engineering into Global Components.
通过解决文化错位和改善沟通，Williams 可以创建一个更加敬业、积极和一致的团队。这些变化将导致 Williams 和他的团队之间建立更牢固的关系、更明确的期望和更好的整体绩效，这是将绿色工程整合到 Global Components 的一部分。
Introduction
介绍
The J.J. Meyers Company, once a thriving business under the leadership of Jerry Meyers, experienced a significant decline after his son, Peter Meyers, took over as CEO. Several key organizational issues, including poor decision-making, leadership failures, and operational inefficiencies, contributed to the company's downfall. This analysis will identify three main problems faced by J.J. Meyers, apply relevant organizational behavior theories to each issue, and suggest solutions to the most critical challenges the company encountered.
J.J. Meyers Company 曾经在 Jerry Meyers 的领导下蓬勃发展，在他的儿子 Peter Meyers 接任首席执行官后经历了显着衰落。几个关键的组织问题，包括糟糕的决策、领导失败和运营效率低下，导致了公司的垮台。该分析将确定 J.J. Meyers 面临的三个主要问题，将相关的组织行为理论应用于每个问题，并为公司遇到的最关键挑战提出解决方案。
Question 1: Identify three important issues or problems related to the study of organizational behavior and design in this case. Provide a clear justification for each one, along with relevant evidence for your answer.
问题 1：确定本案例中与组织行为和设计研究相关的三个重要问题或问题。为每个问题提供明确的理由，以及为您的答案提供相关证据。
1. Ineffective Communication and Lack of Collaboration Between Management and Employees: A major issue at J.J. Meyers was the lack of effective communication and collaboration between Peter Meyers and key departments such as operations and marketing. Peter made important decisions, such as introducing new products, without consulting the relevant teams. For instance, Peter decided to launch products like fudge and chips without input from Catherine Jones, the Head of Operations, or the marketing department. This resulted in operational challenges, including equipment breakdowns and poor-quality products. The absence of communication and collaboration hindered the company’s ability to address these challenges effectively.
1. 管理层与员工之间沟通不力和缺乏协作：J.J. Meyers 的一个主要问题是 Peter Meyers 与运营和营销等关键部门之间缺乏有效的沟通和协作。Peter 在没有咨询相关团队的情况下做出了重要的决定，例如推出新产品。例如，Peter 决定在没有运营主管 Catherine Jones 或营销部门意见的情况下推出软糖和薯条等产品。这导致了运营挑战，包括设备故障和劣质产品。缺乏沟通和协作阻碍了公司有效应对这些挑战的能力。
2. Leadership Failures and Decreased Employee Morale: Peter’s leadership style was largely autocratic, and his decisions alienated employees. Under his direction, the company eliminated profit-sharing, canceled holiday bonuses, and stopped hosting events that previously built camaraderie among workers. These decisions, combined with Nadeem Zafar’s aggressive management style, caused a decline in employee morale. Unlike his father Jerry, who had fostered a loyal and motivated workforce, Peter’s actions led to resentment and ultimately prompted many employees to join a union. This decline in morale directly impacted productivity and overall company performance.
2. 领导失败和员工士气低落：Peter 的领导风格在很大程度上是专制的，他的决定疏远了员工。在他的指导下，公司取消了利润分享，取消了节日奖金，并停止举办以前在员工之间建立友情的活动。这些决定，再加上 Nadeem Zafar 激进的管理风格，导致员工士气下降。与培养了一支忠诚和积极进取的员工队伍的父亲 Jerry 不同，Peter 的行为引起了不满，并最终促使许多员工加入工会。士气的下降直接影响了生产力和公司的整体绩效。
3. Operational Inefficiencies and Cost-Cutting Measures: Peter’s decision to cut costs by using cheaper ingredients and packaging materials resulted in significant operational inefficiencies. The lower-quality ingredients caused breakdowns in the production process, and the substandard packaging led to product defects. These cost-cutting measures, made without considering their operational impact, increased production downtime and repair costs, while also affecting the quality of the final products. These inefficiencies contributed to the company’s inability to meet consumer demand and hurt its bottom line.
3. 运营效率低下和成本削减措施：Peter 决定通过使用更便宜的原料和包装材料来降低成本，导致运营效率严重低下。劣质成分导致生产过程故障，不合格包装导致产品缺陷。这些成本削减措施没有考虑其运营影响，增加了生产停机时间和维修成本，同时也影响了最终产品的质量。这些低效率导致公司无法满足消费者需求并损害其底线。
Question 2: Outline four relevant theories from the field of organizational behavior and design which can be applied to each of the issues or problems identified in Q1. Explain how each theory helps us understand the identified problems or issues in this case.
问题 2：概述组织行为与设计领域的四个相关理论，这些理论可以应用于 Q1 中确定的每个问题或问题。解释每种理论如何帮助我们理解已发现的问题或本案例中的问题。
1. Transformational Leadership Theory: Transformational leadership emphasizes motivating and inspiring followers to achieve high levels of performance and loyalty. Jerry Meyers exhibited transformational leadership, fostering a positive company culture and a loyal workforce. However, Peter failed to inspire or engage his employees, leading to declining morale. This theory helps explain the contrast between Jerry's leadership style, which encouraged employee loyalty, and Peter's failure to motivate staff, resulting in dissatisfaction and disengagement.
1. 变革型领导理论：变革型领导强调激励和启发追随者实现高水平的绩效和忠诚度。Jerry Meyers 展示了变革型领导力，培养了积极的公司文化和忠诚的员工队伍。然而，Peter 未能激励或吸引他的员工，导致士气下降。该理论有助于解释 Jerry 的领导风格（鼓励员工忠诚度）与 Peter 未能激励员工（导致不满和不敬业）之间的对比。
2. Communication Theory: Effective communication is crucial for coordinating actions and ensuring alignment within an organization. Peter’s failure to involve key departments in decision-making, such as new product development, reflects a communication breakdown. Communication theory highlights the need for clear, two-way communication to ensure all members of the organization are informed and working toward shared objectives. The lack of communication at J.J. Meyers led to confusion, inefficiencies, and operational disruptions.
2. 沟通理论：有效的沟通对于协调行动和确保组织内部的一致性至关重要。Peter 未能让关键部门参与决策，例如新产品开发，反映了沟通中断。沟通理论强调需要清晰的双向沟通，以确保组织的所有成员都了解情况并朝着共同的目标努力。J.J. Meyers 缺乏沟通导致了混乱、效率低下和运营中断。
3. Herzberg’s Two-Factor Theory: Herzberg’s theory distinguishes between motivators (factors that increase job satisfaction) and hygiene factors (factors that prevent dissatisfaction). Peter’s decision to eliminate profit-sharing and holiday bonuses—hygiene factors—led to dissatisfaction among employees. The absence of motivators like recognition and job satisfaction contributed to low morale. Herzberg’s theory provides insight into how these factors affected employee engagement and performance at J.J. Meyers.
3. 赫茨伯格的双因素理论：赫茨伯格的理论区分了激励因素（提高工作满意度的因素）和卫生因素（防止不满意的因素）。Peter 决定取消利润分享和节日奖金（卫生因素）导致员工不满。缺乏认可和工作满意度等激励因素导致士气低落。Herzberg 的理论提供了关于这些因素如何影响 J.J. Meyers 员工敬业度和绩效的见解。
4. Contingency Theory: Contingency theory posits that the most effective leadership style depends on the context in which an organization operates. Peter’s autocratic leadership approach, while potentially effective in certain situations, was not suitable for J.J. Meyers during this period of growth and change. The company’s operational challenges and need for collaboration required a more flexible and adaptive leadership style. This theory explains why Peter’s leadership style failed to address the specific needs of the company, leading to operational inefficiencies and poor decision-making.
4. 权变理论：权变理论认为，最有效的领导风格取决于组织运作的环境。Peter 的专制领导方法虽然在某些情况下可能有效，但在这个成长和变革的时期并不适合 J.J. Meyers。公司的运营挑战和协作需求需要更灵活、适应性更强的领导风格。该理论解释了为什么 Peter 的领导风格未能满足公司的特定需求，从而导致运营效率低下和决策失误。
Question 3: Outline your preferred solution to two most critical problems in this case. Provide a brief justification of your choice and an implementation plan to explain how your preferred solution could be executed.
问题 3：概述您在这种情况下对两个最关键问题的首选解决方案。提供您选择的简要理由和实施计划，以说明如何执行您的首选解决方案。
Problem 1: Ineffective Communication and Lack of Collaboration Between Management and Employees
问题 1：管理层和员工之间沟通不力和缺乏合作
Solution: Implement a more inclusive decision-making process. Peter should adopt a participative leadership style, where he actively involves key departments, such as operations, marketing, and sales, in the decision-making process. This would ensure that decisions are based on the input and expertise of the relevant teams, leading to better planning, smoother execution, and greater alignment with company goals.
解决方案：实施更具包容性的决策流程。Peter 应该采用参与式领导风格，在这种风格中，他积极参与决策过程，例如运营、营销和销售等关键部门。这将确保决策基于相关团队的意见和专业知识，从而实现更好的规划、更顺畅的执行并与公司目标更加一致。
Implementation Plan:
实施计划：
Step 1: Create cross-functional teams to collaborate on major initiatives, such as new product development and marketing strategies. These teams should include representatives from each relevant department.
第 1 步：创建跨职能团队，就新产品开发和营销策略等重大计划进行协作。这些团队应包括来自每个相关部门的代表。
Step 2: Hold regular meetings to discuss progress, challenges, and strategies, ensuring transparent communication between departments.
第 2 步：定期召开会议，讨论进展、挑战和战略，确保部门之间的透明沟通。
Step 3: Provide training to managers, including Peter, on the benefits of participative leadership and effective communication.
第 3 步：向包括 Peter 在内的管理人员提供培训，让他们了解参与式领导和有效沟通的好处。
Problem 2: Leadership Failures and Decreased Employee Morale
问题 2：领导失败和员工士气低落
Solution: Rebuild employee morale through recognition and supportive leadership. Peter should reinstate the profit-sharing scheme and holiday bonuses to demonstrate appreciation for employees’ hard work. In addition, Peter should focus on adopting a more supportive leadership style, recognizing employee contributions and addressing concerns proactively.
解决方案：通过认可和支持性领导来重建员工士气。Peter 应该恢复利润分享计划和假期奖金，以表达对员工辛勤工作的感激之情。此外，Peter 应该专注于采用更具支持性的领导风格，认可员工的贡献并积极解决问题。
Implementation Plan:
实施计划：
Step 1: Reintroduce profit-sharing and communicate this decision clearly to employees, explaining how it will positively impact their compensation and overall company performance.
第 1 步：重新引入利润分享并将此决定清楚地传达给员工，解释它将如何对他们的薪酬和公司整体绩效产生积极影响。
Step 2: Reintroduce holiday bonuses and other forms of recognition, such as employee of the month awards, to acknowledge hard work and dedication.
第 2 步：重新引入假期奖金和其他形式的表彰，例如月度最佳员工奖，以表彰辛勤工作和奉献精神。
Step 3: Provide leadership training for Peter and senior managers to enhance their emotional intelligence, conflict management skills, and ability to foster a positive work environment.
第 3 步：为 Peter 和高级管理人员提供领导力培训，以提高他们的情商、冲突管理技能和营造积极工作环境的能力。
Conclusion
结论
In conclusion, J.J. Meyers’ struggles stemmed from key organizational issues such as ineffective communication, poor leadership, and operational inefficiencies. By applying theories like transformational leadership, communication theory, Herzberg’s Two-Factor Theory, and contingency theory, we gain insight into the causes of these challenges. Addressing the most critical issues—communication breakdowns and leadership failures—through solutions like participative decision-making and employee recognition can help the company regain its stability. With these improvements, J.J. Meyers can rebuild employee morale, streamline operations, and ultimately return to profitability.
总之，JJ Meyers 的挣扎源于关键的组织问题，例如沟通无效、领导不善和运营效率低下。通过应用变革型领导、沟通理论、赫茨伯格双因素理论和权变理论等理论，我们可以深入了解这些挑战的原因。通过参与式决策和员工认可等解决方案解决最关键的问题——沟通中断和领导失败——可以帮助公司恢复稳定。通过这些改进，J.J. Meyers 可以重建员工士气、简化运营并最终恢复盈利。