The high number of bosses (eight) is the main cause of Peter’s declining performance at work. The different superiors Peter has could be sending mixed signals to him confusing him on their expectations on him. He therefore does things to in an attempt to please his superiors disregarding company procedures and policies. Peter would be show improved performance working for Initech if a clear chain of command existed. According to Inamori & Analoui, (2010) the observance of clearly defined instructions from one boss improves motivations as one seeks to fulfil clear tasks devoid of confusion Peter Gibbons needs not being met at Initech There are several discomforts for Peter while working at Initech.
The apprehension of the management team is understood because that is the culture; however, once the functionality is implemented and the management team sees the growth and positive change, the company will be more adapt to change. The project management consultant’s strategies to convince the Levon management team to accept and move forward with the change required realistic information to be presented, as well as for the team to be shown where they can
Case Study Memo #1 From: Discussion: Re: Case Memo #1 Motivation: Engstrom Auto Mirror Plant The main problem is a lack of employee motivation. Key issues include a sluggish pace of productivity, poor product quality, employee distrust, questions of fairness, and potential pilfering. Expectancy Theory, Equity Theory, Maslow’s Need Hierarchy, McClelland’s Need Theory, and Herzberg’s Two-Factor Theory help explain how incorrect motivators and organization factors have led to a lack of employee motivation. Expectancy Theory focuses on links between effort, performance and reward. Before the downturn, strong effort leading to greater performance and higher profits and consistent quality was rewarded with good financial outcomes.
Some employees will try to produce more for fear of losing their jobs, but this does not provide positive motivation which, in my opinion, is a better means of motivation. I do not feel that these ranked appraisals necessarily boost morale by pointing out an employee’s ranking in production when they are hardworking, show up on time, and don’t miss days. For employees that don’t try and don’t want to work, this an excellent tool for trimming the fat, but not a motivational technique. It could also help to make short-term production goals, but could serve to further disgruntle employees without a perceived positive motivational enforcements. From an expectancy theory point of view, in my opinion, the forced ranking performance appraisals would still need to be coupled with goal setting and rewards to motivate the employees to step up their efforts to work harder, and to be more efficient and productive.
W.L. Gore and Associates lattice approach focuses on empowering employees to be decisive while the weaknesses of this method have led to reasons why organizations have not adopted this approach. While Gore focuses on having fun and making money, he delineates from a solid managerial structure. W.L. Gore and Associates gets rid of the vertical hierarchy and instead focuses on a horizontal structure.
These concerns would be especially hard hitting on the R&D division of the organization. We can clearly see by examining the survey, that the company was some distance behind the competition within their business theater, especially when we look closely at the care and well being of employees. A good idea would be to emphasize the areas of strength where the company fared well, thus allowing employees to recognize attempts by leadership to deal with those areas of the survey that were not scored so highly and exposed needs. If the management teams were to focus on those issues where poorer scores arose, and could come up with and implement ways to efficiently and effectively improve those areas, not only could they save costs, they could resolve problems that obviously have a negative impact on the company’s ability to grow. Continual turnover issues and employee dissatisfaction will otherwise continue to plague the organization and hinder potential.
Many traditionalists feel that power, professional identity, visibility, and the facilitation of meaning-making processes are key factors in workplace productivity (Gluch, 2009). At W. L. Gore & Associates, they have proven such traditionalists wrong. W. L. Gore & Associates recognizes that innovations come from inspired employees. These inspired employees do not need power or professional identity via job titles. This is demonstrated in the manner in which they conduct business.
However, this placement resulted in on-going discussion between both district and corporate headquarter employees and consequently has Hanover-Bates’ best sales representative (Hank Carver) threatening to quit. Secondly, the Northeast district has very poor profit performance compared to other districts within the firm. They are not making their sales quota and are not utilizing the opportunity of potential future accounts. In addition, within the chemical industry, customers perceive minimal quality differences among products. With this being said, we believe competition is very high and it is important to have a sales force producing the best of their ability.
>> Describe the lessons learned from this case. The case study is about B&D that lose out their market share to competitor in the Professional-Tradesmen segment. In spite of having powerful brand name and high product quality, the company still failed in the Tradesmen segment due to other factors. Since B&D tools were highly regarded in the demanding Professional-Industrial segment, the problem of loosing share was obviously not related to product quality. This was proven with thorough laboratory and onsite testing that B&D products are not mechanically inferior to any of the competing power tools.
This theory is much softer than other leaderships styles and could be looked at the leader wouldn’t have the respect of the workers as they were being to soft on them in the work place as employees are workers not friends. A harder approach is commonly looked at as the better approach when it come to leading a team as respect is essential to ensure plans all run smoothly. There are many different forms for management and commonly not just in the workplace and very often all the same rules that apply in both aspects. Adcroft, A has looked at conventional management in not a conventional management situation “the paper develops a theoretical