1 8 Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc. Abstract In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study. Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc. BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work. Introduction Current Situation (OB Issues) The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain: 1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective. 2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective. 3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable. 4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion. 5. Everyday administration .