Environmental and Occupational Health & Safety Management: “CASE STUDY 24JAM

Key Problems / Issues Identified

 ‘24JAM’, a convenience giant store in Singapore was writing new success stories under the flagship of Richard Lim, but by March 2005 24 Jam’s fortune took a dramatic turn with the two events that were:

• Discovery of   an explosive lookalike device in the 24 Holland Village Store and the Orchard Rd Store. This led to falling of stock prices of 24 Jam from $ 4 to $2.
•  Consequently the news of Richard Lim’s heart attack led to further falling in the stock prices of 24 Jam to $1.

Both the above events led to acquisition of 24Jam by the Hong Kong based retailer called, Canton Investments. This gave rise to many problems and issues which are listed below:

• Aggressive management Approach of Canton Investments.
• Imposing their own leadership and management style on the employees
• Staff feeling  dejected and  demoralised at the same time
• Numerous customer complaints related to poor and  unfriendly  services at 24Jam
• Many employees quitting or planning to quit leading to higher attrition rate in 24Jam.
• Employees who had left planned to pose a threat or competition to 24Jam by opening their own convenience stores.

These issues which have been highlighted are very important because these are the main cause resulting in downfall of 24Jam which was once a major success in Singapore. The main causes which have been identified for the problems or the issues highlighted are:

• Change in the Leadership Style earlier Richard Lim followed Charismatic Leadership Style where there were some reflection of trash formational leadership and he always inspired the employees of 24Jam to fill them with enthusiasm and motivated his teams to always move forward which led to teams working towards full commitment towards work which reflected in least customer complaints. But in case of Sam Wong, who followed the Autocratic style of leadership (Kano, 2012) where the leader has complete power over the staff and people. Staff and the team members have very little time to make any suggestions.
• Staff felt dejected and demoralised because of the new CEO Sam Wong used aggressive tone, was unwilling to listen to the employees’ ideas and the issues which led to employee dissatisfaction (Murray, 2012).
•  Ending of the barnstorming sessions was considered to be waste of time by Sam Wong and he replaced it with self-directed teams which followed the traditional hierarchical structure.
• The profit-sharing scheme was also removed thus the employees did not have any motivation to strive towards work.
• Installation of video cameras led the staff think that a close eye has been kept on them.
•  Wearing uniforms in Sam Wong’s time made the staff feel as if they were being ruled under typical military like autocratic style.

Theories/ Concepts / Models relevant in Understanding the Case

Organisation

The concept of organization is not new and the term ‘organization’ has many definitions attached to it and organisation in plain and simple language can be defined as an activity which forms the important function of management and in any organisation the people are being united for a common purpose. This is what even Richard Lim followed. As stated in the definition by Mooney and Riley (Mooney and Reiley, 1939) “Organization is the form of every human association for the attainment of common purpose.” This means that the people who work towards a common goal along with each other form an organisation (Ahmad, Gilkar and Darzi, 2008). In this case also all the staff and the employees along with CEO or senior management are working towards a common goal of achieving profits and making the convenience store a successful store in Singapore.

Organisational Behaviour

Organisational behaviour is mainly the study as well as application of that studied knowledge regarding how the people as individuals as well as in groups work or act within any organisation (Ahmad, Gilkar and Darzi, 2008). The main aim of organisational behaviour is to find out the most effectual and effective ways in which people can work for any organisation. It is very useful set of tools which helps managers at various levels of analysis which are listed below:

• Helps in identification of individual behaviour in the organisation
•  Understand the complexities which are involved in inter-personal relations during interaction of two people.
• Helps in finding the dynamics of relationship i.e. formal or informal
• Finding the inter-organisational relationships  for example joint ventures,  managers etc. (Jain, 2005)

 Organisational behaviour has been defined as the study of human behaviour          in the settings of an organisation and as the interface between the human behaviour and the organizational context and d the organisation itself (Griffin and Moorhead, 2009). The main goals which have been identified in organisational behaviour are understanding, predicting, controlling human behaviour and describing the human behaviour mainly in the context of organisational environment. There are many theories of organisational behaviour which have been divided as per:

• Decision Making
•  Personality  Traits Theories
•  Control sand Stress Modelling
• Motivation  in Organizations

The human behaviour in the organisation is involved basically at the three levels majorly:  individual, group and organization.

• Individual Concept: It is concerned with the behaviour of any individual who forms the basic component of the organisation .These concepts cover personality, creativity, motivation, behaviours, perception, learning, needs, attitudes and stress.
• Group Concepts: It involves the interaction which occurs between two or more individual in the organisational setting. It covers concepts like intergroup conflict, power and politics, group dynamics and leadership.
• Organisational Concepts:  It is related to the organisation itself. It covers topics like, performance appraisal, problem-solving, decision-making, organisational structure, job design, rewards, communication and organisational design.

Thus in case of 24JAM the concept which is applicable is the Organisational Concept because the issues which are being analysed are mainly related to the organization itself and decision-making, job design etc. needs to be changed. The change in the organisational structure is what caused the problem at the first go.

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