...Motivation is the internal and external factors that stimulate desire and energy in a person to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal (Business Dictionary, 2013). The main priority of an organization should be its people. They are the ones who help maintain the mission and the vision of the organization as well as keeping the business flowing. This paper will provide a design of an organization motivation plan, identify two methods that motivate employees and propose three ways to motivate the minimum wage worker. Additionally, this paper will analyze the relevance of the individual work and finally provide design a individual work to team chart. Design an organization motivation plan that encourages: a. high job satisfaction b. low turnover c. high productivity d. high-quality work As the manager of Small Manufacturing Company, high job satisfaction, low turnover, high productivity and high quality work are synonymous with motivating employees and the business as a whole. A motivation plan should include the basic of job design, job enrichment, rewards and alternative work schedules. Implementing and identifying a job design is a process through which managers plan specified job task and work arrangements that needs to be accomplished (Schermerhorn, 2012). Job enrichment is the building of high-content jobs that involve planning and evaluating duties. Through job enrichment creates...
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...What motivation theories may be found in each case study? Some motivation theories were that her kids were making money as well as learning about business. This company gave the mother something to do while her children went to college and she did not have a job. Her children would always have something since they are part of the franchise. Describe the theories found in each case study and cite specific examples. In two men and a truck the theory was to move but have it respectfully done. The mother wanted to make money but in the right way. What was each business owner’s approach to creating high-performing teams within their company? In two men and a truck after the sons left the mother hired two more guys. I think that having these same two guys people can gain trust in them. Also as said in the article “treat everyone how you would treat your grandmother.” Also since she was a mother she could relate to people moving the way they do. What motivation theories may be found in each case study? People wanted to keep their jobs. The bosses also wanted to be the better competition. I also think that the boss wanted to strive to keep the company going to he motivated his self to be a better boss. Describe the theories found in each case study and cite specific examples. The boss wanted to make it to the top and “drown the competition. He wanted to be more than a boss and knew it was going to take a lot to be more than a boss. What...
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...up 32,0000 and in return Sheets saw to it that new owners and employees were fully trained in all they needed to know about how to make their franchise as successful as the original company is. The way that Sheets created a great high-performing team was to sell a franchise to someone and then make sure that they had all training needed to make sure that they could make the company work ( Jones p. 219). Sheets makes sure that there is training available to make sure the people in the new franchise are fully trained. In the case study of Siemans Company the CEO. Nolan used the theory of Job Enrichment. This theory helps to motivate employees to become more responsible about their own jobs. The way that Kleinfeld used this theory as manager was to give employees both an enlargement, which means they expand job experience into other areas so they can learn new skills in each area they get into, and job empowerment, which is to expand the employee’s responsibilities and tasks so they have autonomy on how to do their work( Jones p. 231) Mr. Nolen in building this high-performing team took the very energetic Kleinfeld and put him in charge of the failing areas of the Siemans Company. Once Kleinfeld took over he was able to motivate his team with his upbeat manner and they saved those areas of the company making it more profitable. References: Jones, (2007), What is Business, Introduction to Business; Pages 219-233; Mcgraw Hill Company...
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...Teamwork and Motivation In just a few years WooWoo manufacture has gained much success by becoming one of the world’s top producer of widgets. Recently sales have been high, but a new report was just released that exposed some defects with our product. This defect issue can quickly turn into a serious problem that will increased our costs and delay deliveries to our customers. During these critical times we must find a way to motivate the 50 employees in our sales, assembly, technology, and administration departments. Shafeka Carter, India Lowry, and myself are all part owners in this small manufacturing company. At one of our meetings last week we came up with a plan that will help motivate employees to work hard. We decided that providing all employees with adequate training, pay incentives and recognition will help promote a positive work environment in which employee are more motivated to accomplish work goals. We all had different ideas on how to best motivate our employees. So we each will do research on a different motivational theory, and come to a group conclusion on which theory will work best for our company. Our goal will be to find a motivation theory that will best fit our motivational plan that will help encourage high jobs satisfaction, high productivity, high quality work, and low turnover, which are significant elements to an organizational management plan. In this paper I choose to show how the expectancy theory can implement those elements. I will also...
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...MOTIVATION AND TEAM DYANAMICS Introduction Motivation can be defined as a process that starts with a physiological deficiency that activates a push that is aimed at a goal incentive The aim of this essay is to show that how motivation can be an important factor for better performance of employees in a sector (Steininger, 1994). In the first article, the author analyzes the nature of motivational research and the approach adopted by motivational researchers in order to figure out what motivates the employees of a given organization to perform their best. He calls marketers as instrumentalists who in fact only research about motivating others so as to attain their own means. The second article reemphasizes and analyzes some necessary components of employee motivation, so that managers, like those who are inexperienced can increase their knowledge and understanding of employee motivation. (Hersey, 1996) First Article Analysis and Evaluation In this article the author analyzes the nature of motivational research and the approach adopted by motivational researchers in order to figure out what motivates the employees of a given organization to perform their best or even what motivates customers to buy the products that marketers intend to sell. (Blanchard, 1996) The author, through this article analyzes motivational research and says that the approach towards motivational research can be considered unscientific if the traditional definition of science is taken into consideration...
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...I think the motivation theory that can be found in this case study is the Expectancy theory. I think Mary Sheets was motivated to start her moving company this way because the harder she worked the more business she had come in. When Mary started seeing more business and profits, she quit her “day” job in order to build her business. I believe she saw the rewards the business was starting to show, and decided to devote all her time and energy into the moving company. Mary Ellen Sheets approach to creating high-performing teams within her company was to build a school called “Stick Men University”. Here she trained franchise operators and employees the basics of the company, from answering the phones to how to move furniture. Doing this helped to train her workers and franchise operators how to maximize their profits and make the business successful. Siemens’s New Boss The motivation theory that I feel Kleinfeld used was Goal-setting theory. I believe he set goals for his workers in his medical equipment unit in order to keep this unit of Siemens open and profitable for the company. All of the employees would have lost their jobs if Kleinfeld did not motivate the workers to become more productive, and with their efforts and team work, they were able to build a 100,000 dollar machine in one week versus the 6 weeks it previously took them. This generated more income for the company, and helped keep this part of the company open. Kleinfeld’s approach to creating high-performing...
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...Checkpoint: Motivations and Teams Case Study The Mary Ellen Sheets study showed Maslow’s Needs Hierarchy Theory in action. By making her company mission statement “Treat everyone how you would want your Grandma to be treated”, she immediately brings the belongingness needs into view. It shows a strong cultural tie to family, and shows the supportive side of her as a leader. By franchising the company, she put the success in the hands of the owners, bringing the self-actualization and security needs to the front. By owning that part of the company, it gives the owners job security and (almost) complete control. To help ensure her franchises high performance, and to help with esteem needs, she gives pre-paid post cards with a simple five question survey to all customers, of which only 1% have been negative. In the Siemens case study it is easy to see the prevalent motivation theory is the Expectancy Theory. As Kleinfeld was quoted when speaking to students at the University of Rhode Island, “Working hard earns the right to play hard.” By putting in the time and energy himself, he showed his employees the rewards that could be reaped. He had to convince them to work on days and at times that they had not done before. He made himself available at all time, and held 10 different positions within the company over a 17 year period. This showed the employees, and provided them with good reason to perform highly as hard work would be rewarded with new opportunities, raises, and...
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...CheckPoint: Motivation and Teams Case Study • Resource: Ch. 7 of Introduction to Business • Read the two case studies on pp. 233–236 of the text. • Answer the following in a 200- to 300-word response: • What motivation theories may be found in each case study? • Describe the theories found in each case study and cite specific examples. • What was each business owner’s approach to creating high-performing teams within their company? In the first case study, The Two Men and a Truck, the motivation theories used by Sheets were Maslow’s needs hierarchy theory, the expectancy theory, and the job enrichment theory. Originally, Sheet’s motivation was to assist her two sons part-time moving business attract more customers. By doing this, Sheets was using the Maslow’s needs hierarchy theory because she was focused on her sons’ physiological needs of earning income. Because she did not want to reject the business call, she decided to take advantage of the orders she was still receiving. Sheets saw a demand for a localized moving company. After her last child completed college, the expectancy theory applies because she believed that she had a service that would serve the needs of other individuals to begin their own business by creating a franchise opportunity. She believed that she possessed the ability, self-efficacy, to create the moving franchise opportunity. By creating this opportunity for others to reward for their work efforts and efficiencies, she empowers the job enrichment...
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...233–236 of the text. Answer the following in a 200- to 300-word response: What motivation theories may be found in each case study? Describe the theories found in each case study and cite specific examples. What was each business owner’s approach to creating high-performing teams within their company? In the first case study, The Two Men and a Truck, the motivation theories used by Sheets were Maslow’s needs hierarchy theory, the expectancy theory, and the job enrichment theory. Originally, Sheet’s motivation was to assist her two sons part-time moving business attract more customers. By doing this, Sheets was using the Maslow’s needs hierarchy theory because she was focused on her sons’ physiological needs of earning income. Because she did not want to reject the business call, she decided to take advantage of the orders she was still receiving. Sheets saw a demand for a localized moving company. After her last child completed college, the expectancy theory applies because she believed that she had a service that would serve the needs of other individuals to begin their own business by creating a franchise opportunity. She believed that she possessed the ability, self-efficacy, to create the moving franchise opportunity. By creating this opportunity for others to reward for their work efforts and efficiencies, she empowers the job enrichment theory. Her approach to creating a high-performing team was to provide a personal touch, provide excellent customer service, and comprehensive...
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...Motivation and Teams Case Study It is imperative for companies to motivate employees so they can achieve success for the company they work for and for themselves. According to Introduction to Business, work motivation is the “psychological force within people that arouses their interest, directs their attention, and causes them to persist and work intensely to find a way to achieve their work goals” (Jones, 2007, p. 210). Maslow’s needs hierarchy, expectancy, goal setting, equity, and job-enrichment are five theories that illustrate various sources of employee motivation. In the first case study, Two Men and a Lot of Trucks, the owner, Mary Ellen Sheets used Maslow’s needs hierarchy theory. This theory specifies why and how people try to satisfy their needs through their behaviors at work. Sheets was helping her two sons with the moving business, but when they left for college, she continued to receive moving inquires. Rather than turning down business, she kept the company going to fulfill her own psychological needs. She felt great pride in her ability to provide a service where her clients were being treated with respect and got what they paid for. She understood that moving had a negative reputation, which is why her company put a premium on customer service. For example, “Sheets put her movers in uniforms and gave them business cards, charged by the hour instead of weight, and paid for any damage to be fixed” (Jones, 2007, p. 234). The company’s mission statement...
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...Increasing Team Motivation, Satisfaction, and Performance Campion, Mumford, Morgeson, and Nahrgang (2005), focuses on the practical significance of work design in the organization as a method of team motivation, satisfaction and performance. Work design is one method to boost the ubiquitous effectiveness of a team. However, the attitudes, emotions, personalities and values of the individual team members affect the operation and behavior of a team. Understanding, evaluating, and analyzing the attributes of each team members contribute to the work design and team layout of an organization. Team members who are not ecstatic about their job are usually not comfortable with the team concept. Using the emotions, attitudes, values and personalities of employees to motivate their team performance creates a cohesive and progressive team. An analysis of Team C Future Leaders personality tests created a progressive team assessment. The evaluations were used to combine personality traits to create a cohesive and productive team. Their interactive personalities are dreamers that create ideas and persuade others to believe in the dreams. Their outgoing personalities lead marketing, and advertising projects. The members of Team C are interactive which will perform well in those roles. Attitudes Attitudes are individual perceptions on people events or items. Attitudes are either negative or positive reactions. Attitudes contain components which develop their perception, which are cognitive...
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...service to Killeen and the surrounding areas for over 5 years. Jazzy Klassy and a passion for the beauty and wellness industry and strive to ensure that each client is completely satisfied with their service. Culture And Ethics Ethics - A code of moral standards of conduct for what is good this is our model at Jazzy Klassy. At Jazzy Klassy we respect one another (religion, sex, race) this is a place of diversity a family orient, relaxing atmosphere. Do you enjoy beauty products? Do you often wish that you worked in a fun and energetic atmosphere? Do you feel that you are creative and have ideas to share? If you can answer yes to these questions then Jazzy Klassy Nail Spa is the place for you. Dynamic people Team-oriented environment Excellent benefits Contact Us Opportunity for advancement Meet Out Employees Jazzy...
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...Summary Opinions about the consequences of happiness on work differ. There is no research on the effects of life-satisfaction on productivity but there is a lot of research on the link between job satisfaction and work performance. This research shows modestly positive correlations with productivity, absenteeism and labour turnover. These correlations tend to be stronger among white collar workers. It is still largely unclear to what extent satisfaction effects productivity or vice versa. See Scheme 1. There are different claims about the effect of happiness on productivity. Some think that the enjoyment of life will produce involvement and smooth interaction, thus boosting productivity. Others rather expect that happiness will reduce the motivation to seek improvement and make them passive and dull. There is no research on the effects of overall happiness or life-satisfaction on productivity. However, there is a lot of research on the relationship between job satisfaction and work performance. Job satisfaction is quite highly correlated with overall happiness, and can be looked at as one of its main components. Hence the results of the available research data are at least suggestive in this discussion. The Human Relations movement, of Elton Mayo and others, believed that job satisfaction had beneficial effects, including increased work performance (Argyle, 1988). Let us consider whether this is in fact the case. Do satisfied workers really work harder? If they do, is it because they...
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...The Lumen and Absorb Teams at Crutchfield Chemical Engineering Case Introduction: We would like to give a brief outline of the Crutchfield chemical engineering company (CCE). This company is a U.S subsidiary of PPQ worldwide industries it was acquired in 1996 by them. It’s main line of business is speciality chemical lines and has been replacing this with engineered lines for a variety of products. CCE was in the last stage of a companywide downsizing that had resulted in an 18% reduction in work force over the past six months. In CCE there is a department called Corporate Technology Development (CTE) division. The mission of the CTE is to develop new technologies and products that could yield significant new revenue in new markets over the next five years. This CTE division consists of three departments, with one of the departments being the Polymer’s department which was under Paul Burke, who was the director of this department. This Polymer’s division was sub-divided into five project teams each with their own specific mission, team leaders and members. (They were all research and development teams.) An HR annual study of the skill sets, performance, work environment and motivation of each of Paul Burke’s research and development teams was done. The study contained good and bad news. The good news being that even though CCE had downsized the work force Paul Burke had still nearly managed to keep all the top and qualified performers in his department. The bad...
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...For the exclusive use of V. Chugh, 2016. 9-804-118 REV: JULY 5, 2007 TERESA M. AMABILE ELIZABETH A. SCHATZEL The Lumen and Absorb Teams at Crutchfield Chemical Engineering Realizing that his next appointment would be starting momentarily, Paul Burke hurriedly attempted to tidy up his somewhat chaotic desk. The meeting was going to include discussion of some troubling data he had recently received, and he wanted space for spreading out and making notations on the charts. It was April 2003, and Burke was in his sixth year as director of the Polymers Department in the Corporate Technology Development (CTD) division of Crutchfield Chemical Engineering (CCE), a large, international chemicals and fibers manufacturer. CCE was in the last stages of a companywide downsizing that had resulted in an 18% reduction in force over the past six months. At 52, Burke had seen a number of prior downsizings and other organizational upheavals in his years at CCE and other firms in the industry. He was well aware that, following such changes, employee morale and performance often suffered initially but soon rebounded. However, a recent Human Resources (HR) survey and his own observations had led him to become particularly concerned about drastic differences among his five research and development (R&D) teams in both motivation levels and performance. Wishing to reverse what seemed to be a dangerous trend, he had engaged organizational psychologist Joanna McKinty, an external...
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