Midshires University and Wallace-Price Company - Different Styles of Management - Case Study Example

Factors that affect individual behavior Introduction The success of an organization usually depends on the form of individual behavior. Therefore, as a manager, it is of great importance to comprehend organizational dynamics of individuals, groups/teams, processes, and power as well as structure dynamics. This is well emphasized by the Associate Professor of U.S International University, Suthinan Pomsuwan (2007) while describing scientific and classical management in an organization. It was actually the idea of Fredrick Taylor in the year 1917 when he developed a scientific management. The four principles in the theory includes how to find the best way of handling tasks, matching each worker with his/her skills, workers’ supervision while using rewards as motivators and planning and control of activities. Delta Company (2006) the apparent mechanism that leads to high economic rewards in the company are individuals’ motivation in the organization. He sees Mayo’s approach to behavior as genuine strategy to analyze individual needs in the organization. Paying attention to the concern of employees in the organization in a friendly way normally increase returns of the organization. This will make employees feel inclusive in the decision making process. He defines clearly the implication of this as that it often delivers substantial results in the processes within the organization. Like any other organizations, Midshires University exists in an environment which may either be highly volatile or low volatile. Therefore, the institution needs to be adjusted to fit to this environment that would logically change to meet the needs of the individuals in the organizations. High performance is normally the main motivating factor in most organizations, therefore the domains that exist within the culture should make decisions that are provisional to the current state of the organization. Most of the individuals in the organization continue to work even if they have enough money and good lifestyle. This leaves a question of; ‘why would we remain in the organization and yet we have enough money to sustain our living?’ This is actually the case in all organizations beneath institutions of learning to business enterprises. Seemingly, this has made motivation a universal phenomenon in all organizations. Anne Henderson, who was once a student and later became a tutor in the same institution, Midshires University, has vividly demonstrated the above phenomenon in a virtual manner. Individual behaviors are affected by different factors either within the business environment (internal) or outside the business (eternal). Apart from the internal and external factors, Sheila (1993) explained that human thinking also affects human behavior. Different experts in the field of psychology identified various mind habits that affect behavior. These habits are the built on perception and the way people think about others in the organization. Theory X and Theory Y together with expectancy theory demonstrate elicit thoughts affects perception. Indeed, workers in Midshires University are less motivated. One of the lectures in the university is complaining of extra work load he is carrying in the institution. He teaches 15 hours a week as well as supervising projects for the 12 final-year students in the university. This actually reflects the idea of John Miner (2007) when he was describing humanistic motivation theory. A self actualized individual in the organization usually fulfills his own potential in an efficient way. Statement of problem It is apparent that departmental bureaucracy of Midshires University is quite subjective. Staffs are not self actualized since they perceive that effective decisions comes only from the top management of the organization. The institution has five faculties, Engineering, Science, Humanities, Built Environment and a Business School. It is shocking to have forty staff of the same gender in one department. This is actually a problem to the department that will in turn affect the overall performance of the organizations. Most of the staff feels relaxed; this is an apparent symptom of the problem. This is caused by informal leadership offered by the head in the department of mechanical engineering. John Miner (2007, 183) believed that leadership is a process where an individual identifies his/her career and take institutionalized roles which are observed to be compatible to his/her responsibilities in the organization much of which it is not practiced in Midshires University. Although we have those leaders who are elected in the intellectual elite, for instance, the vice chancellor who is well recognize as an industrialist, the institution have not embrace gender diversity. If we are to set out a hypotheses test on the character of the vice chancellor, then managerial motivation would have been the vital role of change accomplishment. However, the force of resistance may be an apparent pressure in instigating the idea. Theoretical perspective of motivation Researchers define motivation as a process of exciting, guiding and developing a unique behavior towards a set goal. That is absolutely what drives Anne Henderson to high expectations in the organization. She has energy (aroused), has a direction (choice of conduct) and very willing to persist until the goal is reached. She is actually an amazing lady. Motivation by gathering basic human needs Sheila McGinnis (1993) claim that organizations that endeavor to provide satisfactory needs to their employees will in turn make them to perform outstanding work. These needs are well described by Abraham Maslow in his needs Hierarchy Theory. The fact is that individuals in the organization will not be well adapted to their responsibilities if all of their needs are not met. These needs include psychological needs at the lowest order, followed by safety needs, social needs, self esteem needs and self actualization at the higher order. Through her loyalty and hard work, Anne Henderson is given a promotion which was accompanied by other privileges as an annual salary of £ 80,000, classic car, free use of company’s flats and non-contribution to pension schemes. The needs below self actualization were satisfied that is why she had to take a vacation when the business was targeting £ 2 million worth. The objective for the vacation was actually to gain self actualization for what she was going to work with and through the people of Wallace-price organization. Unlike her former institution of learning, that is Midshires University, we never realize the pyramid of needs satisfaction to the staff. The institution only focused on the external factors not emphasizing staff motivation. We have two bottom lines of organizations and learning essentials in this case. a) An effective manager that observe and apply behavioral models in order to enhance shared thoughts among workers in the organization. This essential is well described by the management style of Anne Henderson. b) Relaxed team of management with democratic leadership style of Midshires University. This describes the influence of power on individual behavior and how managers use this power to manipulate activities. Ann’s motivating factors 1. Performance appraisal As observed by Viki Holton and Peter James (2002, 8), graduate employees are evaluated on a universal set of competences. Therefore, after appraisal by the two institutions, Ann developed self actualization thus realizing that she can handle quite a number of responsibilities of different pressure in an organization. Personal development planning is what also motivates Ann while handling managerial concerns in Wallace-price. Though the current organization evaluates much on gender diversity, they also concentrate on her work and reputation after the completion of the task. 2. Recognition and rewarding Usually, recognition and rewarding motivation element is a performance allied pay where it reflects three variables; company high results, team gratuity and individual bonus. Ann is recognized as a lady by the management of the organization. She is not rewarded because she is a leady but she is appreciated. Her ambition which has lead to company’s high results is what has made the company to reward her. She is motivated not only by the reward from the company but also the great achievements of her competency in the field of engineering. 3. Training and development Ricky Griffin and Gregory Moorhead (2011, 48) concluded from that employees training and experience adds value to the organization. This is perfectly reflected in the case of Ann where she enrolled herself to doctorate degree while working as research specialist in Midshires University. Apparently, this was a development process of her experience. She gained a range of skills which attracted Wallace-price enterprise. Where her motivation does comes in then? Apart from technical skills, she also gains self confidence. This will help her develop efficient behavioral skills like teamwork capabilities thus becoming more self-actualized. Management system, processes and practices Management systems, processes and practices in organizations involve how work is organized, recruiting and selection of employees, monitoring and evaluation of responsibilities that guides the main goal and objective, performance appraisal and employees’ development (Ricky Griffin and Gregory Moorhead, 2011, 65). The university is headed by the vice-chancellor whose the main responsibility is to enhance corporate leadership in the institution. He has the deputy who is in charge of academic affairs. The organization has various departments portraying the picture of bureaucracy. Generally, the organization of work in the institution is shared among the staff in the departments leaving only decisions to be centralized. There are no definite procedures that handles recruitment and selection processes in the institution (Midshires University). This is clearly seen from the department of engineering when the head is being described as an ‘idea’ man rather that an administrator. The department lacks formal policies and procedures for these processes. Democratic approach that the manger is up to is preferred only for centralization of decisions not selection of employees to the organization. John Miner (2007, 183) thought that effective leaders are selected by considering their intellectual elite but not who is supported must by the other core-workers in the organization. This is actually a great challenge to organizations not to consider and identify possible abuse of power since it may politicize the activities in the organization and perhaps may harm the performance. Ann’s motivation Ann’s attributes are unique and leaders of the same character are hardly found. We realize that Ann is a person who is very ambitious and normally people who are determined in life have intrinsic motivation. She is prosaically whereby she makes work more pleasant and productive as well. She was recruited as a research assistant that is where her whistle-blowing behavior was identified. To some point, Ann’s motivation has changed. This is due to the external environment she is exposed to. She had no car before but now she has one, she is not paying pension scheme as well as being given company flat for residence. She sees all these as necessities that enable her do work suitably. She uses the motivation elements to improve the performance of the organization rather that using it for personal issues. She is generally an amazing leader. Recommendations Midshires University should develop good approaches that will enhance organizational commitment. We realize that most of the stall in the institution are complaining of excess task granted and may be it is obligatory that they should perform. They lack commitment generally. To enhance effective commitment, the institution should; support the interest of the institution together with those of the staff and to develop policies that will allow compatibility of new employees to the organization. The company (Wallace-price) should adopt job characteristic model whereby a person in the job directly comes into contact with the receiver of the service. This will enact a variety of skills and building self-sufficiency as well to the staff/employee thus contribution to motivation. Conclusion This report offers an overview of factors influencing differences individual behavior in an organization, and highlights how satisfaction of human needs contribute to high performance in an organization. The case study describes two institutions that had different styles of management, Midshires University and Wallace-Price Company. The implication of the study for managers is that employing motivating factors like performance appraisal, training and development as well as recognition and rewarding sometimes may not change individual’s attitude on the work, but rather became necessity in performing that work. Therefore, as a manager we need to study individual behavior before working on the motivation elements. Reference Delta Company. 2006. Understanding and Managing Organizational Behavior. Los Alamitos: Delta Publishing Company. Pp. 35-48. Retrieved from: http://www.apexcpe.com/publications/471001.pdf Griffin, W. R. & Moorhead, G. 2011. Organizational Behavior: Managing People and Organizations. Texas: Cengage Learning. Pp. 45-70. Holton, V. & James, P. 2002. The Development and Motivation of R & D Staff. Vol. 2, ISBN: 0903542374. McGinnis, K. S. 1993. Organizational Behavior and Management Thinking. Pp. 39-50. Retrieved from: http://www.jblearning.com/samples/076373473x/3473x_ch03_4759.pdf. Miner, B. J. 2007. Organizational Behavior: From theory to practice. Volume 4 of Organizational Behavior. London: M.E. Sharpe, pp. 180-195. Miner, B. J. 1994. Role Motivation Theories. People and Organizations. London: Routledge. Pp 5-10. Pomsuwan, S. Associate Prof. 2007. Organizational Behavior: Theories and Concepts. Bangkok University: Bangkok University Press. Read More