The importance of motivation is well studied and explained as the psychological why an employee exhibits behaviors to increase level of performance in the workplace. (Jones & George 2013). The intrinsic or extrinsic motivation is the driving force behind an individuals actions and attitudes. (Straker 2015). The case we are reviewing here involves a manager, Ron Powell. His management style is contradictory to his personal work style leads to the subsequent issues to address, conduct a review of motivational theories and offer suggestions. The style of Powell’s management is described in the case as aggressive, but at the same time unstructured. Personally Powell had achieved success in being higher task oriented, but the work of the staff
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This begins the cycle of coercive power by which the new staff may have a low level of job security. By continuing the higher-then-fire cycle the stress level could have escalated to excessive. The Contingency Models of Leadership models explores the importance of altering personal style to fit different situations, whether in culture, work structure and so forth. (Jones & George 2013). They key is to alter the style appropriately. Within the nature of motivation are a variety of models Powell could have implemented at several points during his tenure. Instead of firing the unsuccessful staff upon take over, by inquiring as to the needs of the staff to motivate them to achieve a high level of attributable satisfaction. (Needs Theory (Jones & George 2013).). To maintain high motivation or instill in the new staff, a model blending Expectancy and Equity Theories. By enlisting a high level of expected outcomes through motivating with high levels of expected outcomes for each team member, Powell may have produced a higher level of success; through an employee focus instead of organizational profits. (Jones & George …show more content…
(Jones & George 2013). This model first addresses organizational goals, then works with each staff member to set individual performance goals and then to monitor achievement with feedback or resetting of goals. Propositions could include self-managed work teams to maintain client satisfaction. Possible consequences to this group function are an increased level of participation, adoption of group norms, aiding in an overall emphasis in office goal attainment. The monitoring task should follow the Apex P.E.R.F.O.R.M. model of performance management. (Higson & Sturgess 2015). The definition being: Potential, Expertise, Resources, Focus, Opportunities, Results, and Motivate. These attributes of performance management are for self-motivated teams who require minimal supervision. Performance analysis for Powell’s success and failures by his leaders should be synergy focused. (Jones & George 2013). A popular synergistic phrase is “The whole is more than the sum of its parts.”. (Aristotle). With two successes and one “failure” his scale of performance rating from 1-10 should be within the 7-8 range. One reason the Dallas struggle should not overshadow the successes is the responsibility of his leaders to recognize not all successful mangers will succeed in all situations. The focus should now be in Powell’s development of transformational
This begins the cycle of coercive power by which the new staff may have a low level of job security. By continuing the higher-then-fire cycle the stress level could have escalated to excessive. The Contingency Models of Leadership models explores the importance of altering personal style to fit different situations, whether in culture, work structure and so forth. (Jones & George 2013). They key is to alter the style appropriately. Within the nature of motivation are a variety of models Powell could have implemented at several points during his tenure. Instead of firing the unsuccessful staff upon take over, by inquiring as to the needs of the staff to motivate them to achieve a high level of attributable satisfaction. (Needs Theory (Jones & George 2013).). To maintain high motivation or instill in the new staff, a model blending Expectancy and Equity Theories. By enlisting a high level of expected outcomes through motivating with high levels of expected outcomes for each team member, Powell may have produced a higher level of success; through an employee focus instead of organizational profits. (Jones & George …show more content…
(Jones & George 2013). This model first addresses organizational goals, then works with each staff member to set individual performance goals and then to monitor achievement with feedback or resetting of goals. Propositions could include self-managed work teams to maintain client satisfaction. Possible consequences to this group function are an increased level of participation, adoption of group norms, aiding in an overall emphasis in office goal attainment. The monitoring task should follow the Apex P.E.R.F.O.R.M. model of performance management. (Higson & Sturgess 2015). The definition being: Potential, Expertise, Resources, Focus, Opportunities, Results, and Motivate. These attributes of performance management are for self-motivated teams who require minimal supervision. Performance analysis for Powell’s success and failures by his leaders should be synergy focused. (Jones & George 2013). A popular synergistic phrase is “The whole is more than the sum of its parts.”. (Aristotle). With two successes and one “failure” his scale of performance rating from 1-10 should be within the 7-8 range. One reason the Dallas struggle should not overshadow the successes is the responsibility of his leaders to recognize not all successful mangers will succeed in all situations. The focus should now be in Powell’s development of transformational