Organizational Behaviour, a Case Study of Brownloaf Mctaggert

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Organizational Behaviour Issues in Watkins

Introduction

The MacTaggart case presents a company with an array of organizational issues that if not acknowledged and addressed might have severe implications for the firm's future success. While Watkins International's acquisition of Brownloaf MacTaggart and Co. (BM) may have been a shrewd business investment, from a human perspective the integration has not been particularly smooth. The shift from being a small independent company to a division within a large corporation has meant sudden changes in leadership and management styles. The result is that the former BM employees have been left somewhat isolated - clashing with Watkins' culture and values. In addition to the problems of cultural integration, the company seems to lack in sophisticated goal setting and reward policies. This has led to an unpleasant atmosphere with a clear hierarchy and a fiercely competitive 'backstabbing' environment in which consulting projects are assigned based on punishment or reward, as opposed to the skill and ability of individual consultants. There are two major views to consider within this case: firstly is the macro view, i.e. the impact a vertical acquisition can have on an organization's culture and how it adapts. Secondly, is