Appendix A (interview questions) ………………………………………………………12
Appendix B …….………………………………………………………………………..14
1. Overview
This report will analyze John Scotti Auto Ltd’s organizational behavioural and describe the results our consulting team discovered. The report will start with a brief overview and history of the company with some of its accomplishments. The analysis will be made through four different techniques. First we will have one of our consultants Claude Scotti contributing his time as being an employee working for John Scotti. Claude will be able to communicate with the different levels of employees, trying to obtain the different views within the organization. He will also be able to provide his personal perspective due to his position as a lower level employee. Our second approach will be through interviews. Having the whole consulting team communicating with different level employees will give our team a stronger idea of possible problems within the organization. Organization behaviour theories will allow us to better understand our findings in our previous methods. By using theories, an action plan can be developed to assess the problems. Finally, external research on companies who have experienced similar problems will be used to compare our suggestion to the actions of other organizations.
2.Description of the organization
John Scotti Auto Ltd is a group of multi brand automotive dealerships. The company’s dealerships are extended through three regions; Saint-Leonard, Repentigny and Brossard. The group sells and services vehicles ranging from low range Mitsubishis to luxury brands such as Lamborghinis. Adding to its ten manufacturer dealerships, John Scotti also has a Classic Cars division with a vast inventory of vintage cars, a diversified body shop and pre-owned cars for sale. Before becoming what it is today, John Scotti Auto Ltd started its operations in 1977 in a rundown garage on Avenue Salk in Montreal North. During this period Giovanni (John) Scotti with the help of his four brothers, fixed local clients cars. After great success, the Scotti’s were able to purchase and resell cars giving them enough capital to purchase their first dealership. In 1986, the group John Scotti obtained Volvo as their first manufacturer dealer. Since then the group John Scotti has imprinted its name in the market by providing the most exotic cars in the region.
3. John Scotti’s overall problems and symptoms are not directly affecting the company’s performance. According to the efficiency and performance chart provided by Ciro Scotti, part owner of John Scotti Auto Ltd is not supporting our findings from our analysis. The efficiency chart claims that the general performances of service employees are above the 100 percent efficiency. The efficiency chart is shown below in figure 1 and Appendix B.
Figure 1
Figure 1 shows the efficiency levels of service employees for the month of December 2013. The efficiency is calculated by taking into account the actual working hours used for labour in a full working day. The chart also calculates the amount of time distributed to the available working hours and the indirect time spent assisting other service tasks. These measures show how an employee is actually spending his/her time during the total working hours. The chart’s total of 116.65 percent indicates that the employees perform at a higher rate than the expected 100 percent from the employer.
