1. The foundation of open systems theory is that all the components of an organization are inter-related, thus, changing one variable impacts many other components of the organization. Additionally, organizations use external and internal inputs to produce outputs. (McShane & Steen, 2009).
Further, there is a nonlinear relationship between different components of an organization. Meaning, a small change in one variable can cause enormous changes in another, and conversely, large changes in one variable may have a small effect on another. Therefore, organizations are in a state of dynamic equilibrium. Thus, organizations are seen as open systems which continually interact with their external environment (rather than being closed and independent units).
Clearly, in the case of Napanee Beer Co., a communication failure in one department affected different parts of the organizational subsystem. One part of the organization, the marketing department, did not inform another component of the organization, the production department, that there was a new marketing campaign. Due to this lack of communication, the production department was not prepared to produce the higher priced specialty beer, which was now at higher demand, due to the work efforts of the marketing department.
This dilemma relates back to the organizational efficiency, where the amount of output is directly related to the number of inputs (McShane & Steen, 2009). The input that was lacking in the case of Napanee Beer Co. was information. The marketing department, by failing, to provide up to date information to the production department, resulted in the production department not being able to turn the input of the marketing department into an output of higher priced specialty beer. Since internal subsystems of an organization are dependent upon one another to relay and receive the correct information, ideas or materials (McShane & Steen, 2009), transforming. 2. According to the MARS model of individual behaviour there are four factors that directly influence voluntary individual behaviour and performance. Those factors are Motivation, Ability, Role perceptions and Situational factors.

Employee Motivation: Motivation is the force within the person that affects his or her direction, intensity and persistence of voluntary behaviour. As the captain has stated in the scenario that he is facing problem to find ways to motivate the employees.There was no clear motivation for employees to do their job perfectly as required. Motivation does not mean only financial motivation; people are motivated not only with money but also with an appreciation by the leaders of the company is enough to motivate them...
Why does Conestoga-Rovers and associates and other companies try to create a positive work environment?

Answer – Conestoga-rovers and other companies try to create a positive work environment because it is very important not only for the employees but for the whole company. A positive work environment facilitates a feeling of cooperation, teamwork and joy among the staff. The working environment affects our sense of well-being, health and motivation to go in to work. It is both an employer’s responsibility, and in his/her interest, to ensure that employees work in a positive atmosphere because conditions at work can either maximize or minimize productivity and cause or prevent stress and fatigue, it also helps to recruit top talent because everyone wants to work at a good place where he/she can enjoy working and gets an opportunity to grow both professionally and socially. On the other hand if the working conditions are negative at the workplace it will not only affect the employees mentally and physically but it will also affect the company profits very badly and no employer would like to get into that kind of situation. A positive work environment is also very necessary to build trust amongst the employees and the employer. It encourages the employees to perform at their best. A positive work environment creates team spirit and it minimises the risk of stress which may cause job burnout. When there is a flow of positive energy at the workplace, the employees remain cheerful and work happily with each other and the company prospers.