Organizational behaviour

Part 1(a)

The arrival rate is based on which customers arrive in the system. In the arrival rate, the more customers there is, the higher amount of in the queue. Inside the single-channel queuing system, the service rate is the rate that serves the customers in the queue. The service rate must be greater than the arrival rate in a single-channel queuing system because it will allow customers that arrive in the queue without having to wait.

Part 1(b)

To begin with, a single-channel system usually will only have one server. The example our text used was the drive through bank teller line.  The vocabulary words used in our question are defined closely to how their name looks with the customer number and average time or wait. For a system to be single channeled, it must abide by 7 assumptions put out by Poisson arrivals and exponential services. Service rate must be greater than arrival rate or else your system would have a holdup or long line. Therefore in this case, you wouldn’t be running an efficient system and not maximizing profits. Since there’s only one channel, you couldn’t disperse arrivals into other service queues.


Hanna, M. E., Stair, R. M., & Render, B. (2009). Quantitative analysis for management. Pearson Prentice Hall.

Part 2(a)

Is an associate required to work in a team if they preferred not to do so, I think the answer depends on the job description and position. Some jobs do not require collective work. However, for a corporation to be competitive associates most work together, share ideas, and use a diverse group to solve problem.

If an associate preferred not to work as a team, he or she will hider the team and lead to poorer performance, interpersonal problems, and produce process loss. Process loss is the “difference between actual and potential team performance that is caused by diverting time and energy into maintaining the team” (Hitt et al., 2018). If the managers or HR must continuously coach, train, and motivate individuals to work as a group to perform task it will affect performance of the organization.

However, some high performing employees are not team players. It is up to the leadership to utilize their full potential to move the organization forward. For example, many high performing employees in the IT field are not good at group, therefore many managers assign sections of the project to multiple IT specialists and programmers.


Hitt, M. A., Miller, C. C., & Colella, A. (2018). Organizational behaviour (5th ed.). Wiley.

Part 2(b)

Should associates be required to work in teams if they prefer not to do so; that is, if they prefer to be evaluated based only on their individual efforts? What are the implications of allowing people such choices?

As an effective manager, one of the most demanding tasks is identifying and utilizing an individual’s potential and characteristics that will benefit the firm best. I believe this process should start by using and enhancing the associate’s individual talents. Secondly, a manager should group the associates that showed a propensity towards a specific task or goal and group them. Once a team has been established, “organizations must provide support for teams to work effectively. An organization cannot simply declare that it will increase the level of teamwork without planning, training, selecting, and rewarding people for teamwork (Hitt, Miller, Colella, & Del Carmen Triana, 2018).”  Generally, organizations will select team members based on their abilities. However, teamwork implies that each member can perform other team-building tasks such as stimulating new ideas and enhancing synergism. “Teamwork and individualism are particularly interesting human characteristics because despite being antonyms, they are both universally valued, and their importance to society is considered a truism (Latham, 2021).”


Hitt, M., Miller, C., Colella, A., & Del Carmen Triana, M. (2018). Organizational Behavior: Enhanced Text. Wiley.

Latham, A. (2021). Teamwork vs. Individualism. Retrieved from Chron:…