This is a case of organizational behavior.What questions might be asked and whic

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This is a case of organizational behavior.What questions might be asked and which knowledge points should i handle?
Case Study 1-"What Motivates Matt? Matt Jones considers himself to be an average guy: he likes a drink with his mates after work; he works fairly hard at his job most days; and most people seem to get on well with him. But there are two people that drive him crazy-one of his workmates, and his boss Matt is a management consultant at a small, but successful consulting company. He works in a team of five people on projects ranging from managing change to leadership interventions. Like most people, Matt gets along with most of his team and has good relationships with them. Except for Jack Jack is very different from Matt. Where Matt prefers to wear Hawaiian shirts to work, Jack prefers to wear a tailored suit; where Matt will leave early on a Friday afternoon to have a beer at the pub, Jack will go for a drink at a wine bar in the trendy part of the city; where Matt gets excited about working on projects that he feels passionate about, Jack gets excited about working on projects that are highly paid or that will lead to power or promotion. Jack thinks that Matt is lazy, unmotivated and will go nowhere. Matt thinks that Jack is manipulative, power-hungry and Machiavellian. Matt's impression of Jack isn't helped by the fact that he knows that Jack earns more than he does. In a recent interview, Matt said, You know, I tell myself that money isn't important; that that's not why Im doing this job. But when I found out that he was earning more money than me, well, it really made me mad. Then again, I guess, at least I know that if I get a raise then I earned it-he just manipulates people to get what he wants. I wouldn't want to be like that for all the money in the world The person that Matt believes Jack is manipulating is their boss, Peter Finch. Peter is a senior consultant and has been with the company for over 12 years. Peter admires Jack's ambitious get-up and-go, and wishes that Matt could have a little more ambition as well. The day came when Peter had to give Matt his performance appraisal. Neither of them had been looking forward to it: Peter doesn't like conflict and Matt doesn't like performance appraisals. Here is what Matt had to say about the appraisal: T hate these reviews-they never get at the "real" stuff that I do. I mean, I work like a dog for my clients, and they tend to be pretty happy most of the time, but Peter just looks at the money. I cost too much and don't bring in enough extra money. I don't flatter the clients or tell them they need additional things when they don't. And that's what gets you good performance reviews around here. So I figure, what's the point? If I'm not going to get recognised for my hard work, why should bother? But, of course, I couldn't get out of it. So we started talking about what r'd been doing this year how I thought I'd gone, where I thought I'd done well, and what I thought I could improve on. And actually, it wasn't nearly as bad as I thought it was going to be. We spent most of the time talking about what I wanted to do next year and how we could make it happen. We decided that I would take the lead on a couple of big client contracts (rather than just leading the smaller ones) and that I was to get high customer satisfaction ratings from those contracts. At first, he wanted to include getting lots of money in my list of goals, but I'm just not in it for the money, I'm in it to help people. So we settled on the customer satisfaction ratings. It is going to be hard getting good ratings particularly on the big projects where there's a million and one stakeholders who all want different outcomes, but hey, it's worth giving it a shot

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Knowledge points to be taken care of:

In order to answer the questions and get insight in the case, knowledge on following points need to be handled:

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