In this paper, I will investigate the behavior of those involved in the case study "Insubordination or Unclear Loyalties?" by using my knowledge of organizational behavior, knowledge drawn both from reading the literature on the ways in which the dynamics of organizations are structured and change as well as on my own personal experiences in a variety of different organizational settings.
The major figures in this case study are Ellen, who is the program director of Omega House, an organization dedicated to assisting individuals who are ill with the range of services that they need - from getting to medical appointments to finding financial aid to getting childcare while they are in the hospital. Ellen is concerned that George, a new development officer hired by the Social Action Consortium to help Ellen with fund raising efforts for Omega House, does not have the best interests of Omega House at heart.
The Social Action Consortium helps a number of service agencies such as Omega House with fundraising efforts for the less needy and Ellen is unsure whether George feels too loyalty only to the Social Action Consortium and not to Omega House or perhaps favors some of the other recipients of money from the Social Action Consortium over Omega House.
The situation that we are presented with in this case study is certainly a common enough one. The director of an organization like Omega House (a position that requires a significant amount of personal time commitment and that allows for a great deal of good work to be accomplished in society) is one that tends to promote a high level of loyalty between such a director and her (in this case) organization. It is not surprising that Ellen is likely to find the degree of dedication to Omega House lower in those that she works with than in herself.
In order to understand the dynamics that are at work between these two workers as well as in the organizations as a whole it may be helpful ...