Goals and expectations are confusing at times
Penalty and reward structure is flawed
Organisational performance may not reviewed on daily basis
Performance related issues might be raised
It often mislead because there is no connection between final results and recognition
Changing approach of the employee
Control over choices
Proper cooperation to work with other people
Happiness at work
Showing trust towards the other working people
4. a. Yes he did.
b. His team member’s accountability approach
c. Yes, if the team has taken its ownership seriously, the expectation can be managed better.
d. Performance related issues relating to the team should be solved at the initial stages. By taking this approach, Bhanu Shankar could increase his team commitment.
5. a. No. Vijesh was not accountable for the project failure. It is not right to blame him because all of a sudden he accepted to take the post of a project manager within 2 days. However, it was his accountability to take care of the project, but it was already an outdated project plan and team was already taking things lightly and this was the main cause of project failure.
b. According to the situation, Nirmala was a manipulator. She should aware the situation in front of Vijesh before he takes up the role of the project manager.
c. Yes. If she shared the correct situation of the project to Vijesh, then he would assess the situation in advance.
Dawkins, S., Tian, A.W., Newman, A. and Martin, A., 2015. Psychological ownership: A review and research agenda. Journal of Organizational Behavior.
Reed, C., 2015. Information in the cloud: ownership, control and accountability. Chapters, pp.139-159.