Bella’s: A Case in Organizational Behavior

Bella’s: A Case in Organizational Behavior
Name
Institution
Bella’s: A Case in Organizational Behavior
Companies focus too much on the customer’s experience, service, and satisfaction and fail to satisfy the needs of the employees. However, job satisfaction and employee engagement have proved to help the company grow by attracting and retaining key employees (Huang et al., 2014). As a manager, it is important to consider all the factors which surround the employees to figure out how to increases their productivity. Employees who are satisfied by their jobs are more engaged in their occupations and display a high level of productivity. As a manager, it is important to conduct a survey and analyze the data to determine areas which need changing to improve employee satisfaction. In this case, it would be important to change the leadership style which used in Bella’s case and embrace that which improves employee satisfaction and engagement (Huang et al., 2014). Thus, the democratic leadership style would be the most effective to improve the communication, engagement, satisfaction, and culture at Bella’s.
Changing the leadership style from autocratic to democratic allows for the employees to be involved in decision making. The contribution of the employees is key to the organization and gives the workers a sense of belonging (Huang et al., 2014). The leaders are also involved directly in daily activities’ guiding the employees in increasing their efficiency through proper communication and satisfaction.

Democratic leadership style gives the employee a channel to communicate about their struggles and help the manager to build an effective organizational culture. The employees need incentives to improve the overall productivity. Therefore, it would be important to offer them compensation for extra hours worked and commissions to increase their sales (Huang et al., 2014). Employees who are motivated are engaged in the activities of the company and involving them in decision making gives them a chance to make the company better in the long run.
Reference
Huang, Y. H., Lee, J., McFadden, A. C., Murphy, L. A., Robertson, M. M., & Zohar, D. (2014). The impact of safety climate beyond safety outcomes: Job satisfaction, employee engagement, and objective turnover rate. In Proceedings of the 11th International Symposium on Human Factors in Organisational Design and Management, Copenhagen, Denmark.