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Dolly is happiest when she feels she belongs to the team where she is irking because she likes security & status. Dolly also displays characteristic of being conscientiousness. Dolly feels secure as she is not executing the task alone and there are others in the group as well to provide creative input which gives her multi-dimensional view to the task and which in return also yields her better performance. She also urges to be a part of the group because consciously she is aware of achieving the goal if she is part of a group rather than working alone by her own self.
Dolly likes to socialize and believes in group work because it yields quality work due to different individuals present in group with different mindsets and ideas. C. Beeline is prepared to do anything that is required to get ahead; this attribute of hers displays characteristics of someone who has Type A personality. A person with Type A personality is someone who is aggressively involved frequent struggle to achieve more and more in less and less time. Beeline operates under moderate to high levels of stress and subjects herself to more or less continuous pressure to achieve her goals and to get ahead.
Beeline has characteristics of being a fast worker and her emphasis is more on quantity over quality. Beeline having personality trait of type A can be perceived to be non-creative, someone who would rely on their past experience when faced with a problem. (335 Words) Question 2: The motivational environment a. Motivation is concerned with why people do things as well as what drives them to behave in a particular way. Understanding what motivates individuals is important in the workplace. Fleet & Faster was generally regarded as a good employer before the merger.
The motivation environment that existed in Fleet & Faster prior to merger suggests that the organization valued culture ND supported its role as a good employer and these values influenced the behavior of all individuals within the workplace, making Fleet & Faster a positive place to work. Fleet & Faster prior to merger appeared to keep two- way dialogue through its communication programmer which helped to empower employees. Organization provided employees opportunity to learn and develop and there was a provision for constant growth. B.
Three issues that that has developed at the organization since the hostile takeover are: Employees are feeling defeat and demeaned and no longer ITIL part if the company A Climate of mistrust and suspicion increase Worker morale has plummet Employee motivation can be explained as both intrinsic factors that drive actions and extrinsic factors that serve as encouragement to actions. The intrinsic motivators are the individuals desire to do activities, regardless of whether it is a hobby or a work assignment. Employee motivation can affect three aspects of actions which are direction, intensity and duration.
The first aspect, direction, implies that the individual has an opportunity to choose which way work will progress. The second aspect, intensity, refers to how much effort an individual put into work. The third aspect, duration, explains how persistent an individual are at work. Employee motivation theory is also divided into cognitive theory and process theories. Cognitive theory is based on Mascots hierarchy of needs which states that employees’ behavior will focus on satisfying lower needs in order to be able to reach a higher level on the hierarchy of needs.
It is also assumed that if the individuals’ needs are unsatisfied it will change its behavior to achieve self-satisfaction which can exult in inadequate work performance. Employee Motivation was the least important issue for Even & Quicker. Merger of Fleet & Faster had personal impact on existing placing a large uncertainty in the staff after release of the statement. Uncertainty creates stress, anger, frustration and confusions and these negative emotions have left a bad impression of the merger on staff. Day- to day decision making has grinded to a halt as the overall decision from the top has not been shared with staff.
Employees feel that their security and future has been threatened and battle line has been drawn. An “us vs.. Hem” stance appeared to have emerged where cultural and corporate differences are magnified and feared. (450 words) Question 3: The Organization Engaging in a hostile takeover means leadership at the Group Level (MM) will have limited access to information about finances, employees, organization structure, and company operations during due diligence. As a result, extensive due diligence and development of a synergy capture strategy and plan cannot occur until post close.
Employees at the individual level acquired in a hostile takeover will usually have intensified fears about job security, a hanging work environment, and the future of the company. Organizational Culture (MM) will be ruffled due to creation of uncertainty among employees. Lack of communication from target leadership prior to close will have negative effect on staff morale thus (MM) values and attitudes, personality and emotions will be impacted which will largely impact negatively on Organizational performance systems as well.
Furthermore, the challenges of acquiring and integrating an organization after a hostile takeover can be a test of a company’s leadership abilities. It also will likely test the skills of management and integration teams and many of these challenges will directly affect employees. Organizational Performance System is no longer in place; we can almost guarantee that the organizations performance on profitability would take a turn for worse. Organizations structure and design is no longer valid as the takeover needs to be finalized and leadership would need to be re-aligned.
It is highly likely that Even & Quicker would lose some of the existing Fleet & Faster client portfolio because clients in taxation industry generally like to deal with employees who know their business and eave dealt with them previously. (257 Words) Question 4: Overcoming problems The following barriers or problems now exist after hostile takeover by Even & Quicker: I. Existing staff feel demoralized and do not trust management- This has development after release of statement to wider organization by Beeline, the change agent of Even & Quicker. I. Staffs feel Cheated- After the release of statement by Beeline; staffs are left to wonder as to how long the organization had been planning on takeover execution, as the statement was bold and thoughtfully drafted. Iii. The Culture of “good employer” and relaxed atmosphere has dissolved after the merger. Iv. Employees have intensified fears about job security, a changing work environment and the future of the company therefore as a result of the merger statement; they have started looking for jobs elsewhere.
Four Strategies or interventions that can be used to help overcome this problem: Strategy #1 Stabilize the Organization The top priority should be to address employee concerns and reduce uncertainty in order to maintain business as usual. To help accomplish this, the business should consider announcing the top leadership team and actively engaging employees as part of the new organization as soon as possible. Engage employees by taking steps to identify top talent and create strategies to keep people engaged, transfer unique knowledge and keep a laser focus on key priorities.
Implement change management and communications tactics to leverage these managers to help set the tone for the integration and communicate informally with employees. Consider cultural differences, as cultural differences may impede employee engagement following a hostile takeover. Understanding cultural similarities ND differences across the two organizations can help in designing and launching initiatives that will resonate with employees. Strategy #2: Align Leadership To understand the interests and concerns of the target organization, consider holding one-on-one interviews with its leaders across business units.
Use the information gathered to develop materials for leadership alignment sessions and communication materials. Encourage leaders to be vocal about the positive aspects of the transaction while maintaining a sense of realism, since some employees may view this as an artificial effort. However, if a leader vocalizes negativity and undermines the ability to engage the broader organization, consider removing that leader from the organization. Strategy #3: Communicate to Influence Consider timing as timing of communications is especially important following a hostile takeover.
Communicate often and in a variety of ways, leadership should communicate critical information to employees on a timely basis, using multiple communications vehicles, leveraging existing media (email, portal, leaders, and conference calls) and cascading through managers urine team meetings when possible. Keep in mind current employees, factor them into communications planning and get them involved in the development and delivery of targeted initiatives and messages when possible.
Strategy #4: Hire Professions to assist with the integration Hire professionals to assist with the integration. You only have one chance to make the assimilation work, so you should turn to people who have extensive knowledge and experience. Exploit any opportunity to bring the cultures together. Make judicious use of seminars, retreats and small group functions o get the two cultures talking. Link each of these interventions or strategies to relevant theories: One model of motivation that has gained a lot of attention, but not complete acceptance, has been put forward by Abraham Mascot.
Mascots theory argues that individuals are motivated to satisfy a number of different kinds of needs, some of which are more powerful than others. The term proponents refers to the idea that some needs are felt as being more pressing than others. Mascot argues that until these most pressing needs are satisfied, other needs have little effect on an individual’s behavior. In other words, we satisfy the most pre potent needs first and then progress to the less pressing ones.
As one need becomes satisfied, and therefore less important to us, other needs loom up and become motivators of our behavior. This is links to strategy number 1 where we have to stabilize the organization. Frederick Herbert introduced two types of motivators, one type which results in satisfaction with the job, and the other which merely prevents dissatisfaction. The two types are quite separate and distinct from one another. Herbert called the factors which result in job satisfaction motivators and those that simply prevented dissatisfaction hygiene.
Factors that may prevent dissatisfaction (the hygiene) are working conditions and interpersonal relations which ties to Strategy 3-communicate to influence. David McClellan the need for power, where he says that this need must be disciplined and controlled so that it is directed toward the benefit of the institution as a whole and not toward the managers personal gerrymandering. Moreover, the top manager’s need for power ought to be rater than his or her need for being liked by people. ” This theory ties in with my strategy 2- Align leadership.