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MGMT101 Management

Published : 08-Sep,2021  |  Views : 10

Questions:

1. Summary of the Company and Facts (i.e., symptoms of the problem) 

This section should describe the symptoms of the problem by discussing the company and its people. Your group needs to present the company and its people in such a way that your audience can tell what the company is doing well and where there is room for improvement. It should be clear to your audience, after reading this section, what the problem area(s) is (are).
 
2.Problem Identification 

This section should identify the major problem or problems in your company. It should include a concise statement of the major problem or problems you see in the company. 

Some questions to ask when formulating your definition of the problem are: 

1. Have we identified the basic problem(s) or am I dealing with the symptoms?
 
2. If we have identified more than one problem, are they separate or related?
 
3. Are we putting ourselves in the manager's shoes and looking toward future actions? 
 
3. Causes of the Problem 

This section should provide a detailed analysis of the causes of the problem(s) your group identified in Section II. A major objective is to illustrate clearly how your group is using course concepts to better understand the causes of the problem. Show that you are applying course material!!! An example of application is: According to Maslow's hierarchy of needs, a satisfied need does not motivate an individual. Sam's need for security is apparently satisfied as is evidenced by his comments to Dale when he says ... Therefore, the current attempts to motivate Sam are not directed at the right needs level. [note: using Maslow was just for illustration purposes, you won't use this theory in your paper.

Some questions to ask when writing your causes of the problem section are: 

1. Have we applied the appropriate course material?
 
2. Do the causes we have identified relate to the problem(s) stated in Section II? Be sure that you are focusing on causes and not on symptoms. Ask yourself, for example, what is causing the leader of the organization to act that way (is it his/her personality? Or what?) 
 
3. When we draw conclusions or make assumptions do we support these conclusions or assumptions with a sentence from the case or a quote or paraphrase from the readings or an example from class? 

4. Possible Solutions 

This section should describe a number of possible solutions. Each solution should also have detailed the pros and cons (strong and weak points) that relate to it. Again, be sure incorporate course content. 

5. Solution, Its Implementation, and Justification
 
This section should outline your recommended solution to the problem(s). The solution will be one or a combination of the ones listed  It should be specific stating what should be done, by whom, and in what sequence. In short, it will include not only what should be done but how it should be done. This section should also be realistic. You should pick a solution that could actually be implemented in your company, not some solution that only looks good on paper. For example, you may have a possible solution to fire all top managers; however, that's not realistic, so given the way the company operates, what could realistically be done? Be sure to include any barriers to implementation that will need to be overcome before your solution could be implemented and include how you will overcome those bathers. One barrier that needs to be addressed is who is going to convince management to change and how they are going to do that. 

Some questions and concerns to keep in mind when writing your solution, implementation, and justification section are: 

1. Have we indicated an awareness of the problem of implementation (the how aspect)?
 
2. Have we been too general? For example, a general solution might state: "The manager needs to realize that he/she should match his/her style to the situation." A specific solution would indicate what style is most appropriate for the situation and how you will attempt to have the manager "realize" the appropriate style. Note the emphasis on how as well as what.
 
3. Does our solution, implementation, and justification address the problems and causes identified in the previous sections? Does our solution take into account the pros and cons listed earlier?
 
4. Have we applied the appropriate course material? 

Answers:

Introduction

Community management refers to a particular way in which a given society or company is organized so as to realize the core mission and the vision of the business in which they are indulging. It takes the efforts of different levels of the management set up found in the firm with the aid from the other stakeholders such as the government by providing of security and general ample working environment for the business. For instance, they should consider the state and the size of the corporation before coming up with the amount of levy to be exercised by the company. On the other hand, an organization refers to the business entity which undertakes a particular type of endeavor with the aim of providing goods and services to the public. It can either be a profit or non-profit making business (Deci & Ryan, 2014). Returns making business is one in which it provides products to generating wealth.  On the contrary, non-profit making enterprises are those who are in business for charity purposes. An example of this kind of business is the World Vision. They are facilitated by the humanitarian organizations such as the United Kingdom Aid (UKAID). Despite those differences, Dewi & Baridwan, (2016) view the two organizations similar in that, they to create employment as well ensure products are available for their target population. The human resource in the business framework is always affected by the manner in which they are handled, and thus they provide their expertise based on the treatment from their employer. Therefore, it is basic to understand problems and how they can be solved in an organization. In this piece of work, one will delve upon the summary of the company and the facts, identification of the problem, causes of the problem, possible solutions and its implementation and justification so as to bring about coherence and harmonious working environment in the society.

Summary of the company and facts

The company under scrutiny in this work is Melbourne Computer Centre. It was founded in 1999 and provides a plethora of advantages to the students undertaking information technology courses among other business related subjects. Such significance includes job opportunities and attachment vacancies. It is made up of relatively four hundred employees working in different departments. It is incumbent to outline the working environment and the structures of this company, and the facilities are made in a modern way (Dörnyei & Ushioda, 2013). It has been running in a cordial manner until recently when the employees from all levels started to work in a laxity manner. For instance, one is received at the reception in such a way that makes one feel he should not have been at the company in the first place. Besides, the entire workforce is always in groups discussing issues in which one does not understand what is going on in the firm.  More so, a large number of workers have been transferring to other companies without giving out the reasons behind such actions. The human resource department is always busy trying to solve disciplinary cases as directed by the board of director of the given association. Likewise, Dwivedula, Bredillet & Müller, (2017) outlines that, at times, each staff works as an individual in the company. Everyone is seen to concentrate on their work, and in most cases the output is poor.  Additionally, some recruits are always fond of concentrating into programs in the social media platforms and have little time to do their duties. They spend an extended period to complete the tasks given to them to their clients unlike in the past where their work was done on a timely basis. In spite of all this, one realizes that the workforce sometimes held meetings with their welfare and what follows is performing well for certain duration of time before they embark on their culture of laxity (Estes, 2014). What is so amusing with the entire workforce is that during their grace period when they want to provide an exceptional job, they are always jubilant and they perform to the maximum. During such periods, the clients are satisfied since their reception, and the manner in which they are handled is outstanding. This perplexes them because they leave the company wondering what is happening. The employees in some occasions are late to report to their duties, and on the other times, they are quite punctual. Such cases draw a cycle of finding it hard to come up with the best answer on what is happening in this company (Goldman, 2015). During the general meeting organized by the stakeholders, one sees that the corporation coordination is incredible. What's more, they are always working as a team with few complaints, and they make their presentations in a suggestive manner which one needs to do the analysis of the statement presented before making the conclusion concerning why they are always filled with perplexing ways while performing their duties. Therefore, it is subject to the employees to unlock their problems to the company's management so as to avoid speculations.

Problem identification

According to the featured portrait in the company, one realizes that the major setback is mismanagement. The workers have been experiencing delayed payments on their wages as well problems in the increment despite that one has been working in the company for quite a long period. Most of them have been in the same job group for over a period of ten years working with the same amount of salaries (Shafritz, Ott & Jang, 2015). Additionally, they are not provided with services such as house allowances, transportation and during the close of the financial period they are not even given some appreciation regarding things like luncheon. Additionally, in spite of their commitment to the company for such a long time, they are not awarded with incentives such as shopping vouchers as a way of appreciations during holidays such as Christmas and Eid Al-Fitr (Van et al, 2016). Therefore, people find it hard to be consistent working in the same position and without increment in remunerations. Moreover, most of the workers find it impossible to work in the organizations which do not offer overall coverage to the basic human wellbeing such as health and security.

Causes of the problem

Academicians have presented several theories in outlining of the problems experienced by the employees in different companies. For instance, the employees were not performing well due to failure by the organization to increase their salaries. This problem can be validated by cognitive evaluation theory in which it outlines that people should be given the morale of working by revising and amplifying their wages within a particular period of time not more than three years (Petty & Cacioppo, 2016). By doing so, the managers will work an extra mile in ensuring the company achieves its objectives through the expertise in which they offer. Failure to do such like the Melbourne Computer Centre, the workers will be reluctant to do their duties as expected. The cognitive theory also views the promotions in the workplace to cause the workers to stagnate in providing jubilant output. According to the symptoms outlined concerning the matter, one realized that the employees had been in the same position in which one was employed. Cognitive approach embraces that the employees who are uplifted from one job group to another fail to perform well. The issue is caused by the monotony present in one rank in employment.  Moreover, people are creations who love to be associated with new experiences and affiliations in their lives (Pinder, 2014). These things are only gained when one is given an opportunity to do so by the employer. Failure will make ones live boring, and thus chances of providing quality work are curtailed. The cognitive theory further alluded that the working environment becomes irritating to the employees if they fail to receive feedback from the management. In our case, the workers used to hold meetings with their welfare group as well as the human resource fraternity with view linking them with the decision-making body in the company to air the views, but they never received feedback (Reeve, 2014). Such matters made their working conditions being unconducive since one could not satisfy the need of conscience since the feedback presented for that matter was not responded upon by the administration. Consequently, most of the workers started being lazy and provided poor quality and untimely output in the company.

Additionally, the mismanagement in the company subjected the company into experiencing difficulties while providing their labor force. The employee turnover was too high to an extent that the offices became inadequate. According to reinforcement theory advanced by B. F Skinner, the operant conditioning is used in describing of the consequences which arise as a result of the failure to provide humble working environment for staff.  The management continually employed the new work force as a result of high demand in the market with an aim of increasing their profits. However, they failed to realize that, the working condition needed to be improved by increasing the number of offices as well as the sanitation sides. The employees’ ratio to the number of available washrooms was disgusting. Their employer denied the workers of the Melbourne Computer center the positive reinforcement. For instance, the company was not rewarding the right job done throughout the year (Pedersen, et al., 2016). Most of the workers perceived their output was taken for granted and thus most became so slow in providing quality services to the clients as expected. Most of the management team was always too busy to hear the grievances of the workers. Majority of them appeared only during special occasions while the entire work of administration was left in the hands of the heads of departments who did not have power over the general running of the firm (Weiner, 2013). Additionally, the administration team was always on business trips and thus usage of a lot of company’s finances in payment for the expenses of such places. According to some analysis done, the close associates to the company realized that the executives were on daily basis making visits to foreign countries for pleasure with their families. Therefore, it was established that this problem lead to reduction in the profitability margin and almost making the company to collapse due to financial constraints.

Possible solutions

The Melbourne Computer Centre needs to have the way out for this matter affecting the management of the company. One of the most important points of consideration is the employment of competent managerial body. The new management will be taken through the does and the dons of the company. For instance, they should be taken through vigorous training on how to manage an organization in an explicit manner. Additionally, the overseeing body such as the stakeholders should reduce the privileges of the managers. They should not handle any financial issues in the company. By this, one means that, the managers should not approve any financial expenditure. The board of directors who employees the management should have the final say concerning the funds which should be withdrawn from the association Kelley et al., (2017). This matter will lead to cutting off of expenses used in undesignated journeys to foreign countries. More so, the management will realize that, they are controlled by another body and thus they should act responsibly. Conversely, the given out modus operandi have their own challenges. The administrator of the firm might not agree with the terms since one would feel they their work is under a lot of pressure (Hill et al., 2016). For that reason, most of them might leave the firm for greener pastures else.  This matter will later lead to escalations in the amount of capital used in the advertising, sourcing and interviewing of another planning officer in the firm.   Additionally, the scale of the salaries of the board of management should be revised (Hullberg & Sjögren, 2016). Such factor will motivate them to develop an extrinsic motivation as by the Cognitive approach which highlights that the employees can work better if the spirit from the external force such as money is incorporated in their needs. The major pros in this action are that the company will reap more since the coordination of the work by the managers will improve (Reeve, 2014). Despite that, the company will not be able to make such a step since the budget might be too high considering the number of supervisors in different levels of the company. More so, the issue may lead to industrial boycotts and strikes since the other employees in other levels may as well demand for an increment in their salaries.

Additionally, Kaiser, Kibbe & Arnold,  (2017)  supports by reiterating that the company should provide the managerial body with incentives such has house and commuter allowances. They could as well build the houses for the managers within the company. This matter will necessitate the mechanism at which they should be reporting to their working place. Furthermore, it will give them the sense of accountability since they cannot afford to stay at their houses while seeing while they are needed in the company to perform their duties. Besides, leaving within the company premises will lead to an improvement in the way work is being supervised. Most of the workers will be quite active in their duties due to the fear of being got in the wrong side by the administrative body (Maslow, 2015). On the issue on the commuter allowances, those managers who stay outside the company might increase their frequency to the workplace. This is caused by the fact that their transportation is catered for by the firm. This objectively will result into improvement in the output of the company since the presence of the administration will give room for the employees to air their views, make discussions and thus coming up with new models of facilitating the work is achieved. Such suggestions are supported by cognitive evaluation theory which highlights that the employees should be given incentive in order to improve the way in which they provide their services.   

Solution, its implementation, and justification

Melbourne Computer Centre has been experiencing myriad of problems due to the poor management in which they posses. It is pivotal outline that the administration body forms the crucial sector of the business. It is through them that the management can realize company can thrive in the commercial world and exhibit the competitive advantage in the market. Therefore, companies in which the administrative sector is faced with issues might face challenges such as poor or high employees’ turnover depending on selfish or selfness character of the person in charge of the entire or certain head of department in the association (Peruche, 2017). Consequently, resolution for that matter is needed so as to allow the company to work in an overt manner. The Melbourne Computer Centre should have a complete makeover of its managerial team. This task should be done by an expert in the field of management. The employer should finance a vigorous training through which this class of people should be taught about the manner in which they should be performing their duties in the firm (Sen et al., 2014). Moreover, they should be taught on the values in which one should exhibit as a supervisor in an organization.  Besides, the group of experts should ensure that the management is given the teachings on their core objectives in the firm. The lessons given should be demonstrated and they should be given also an opportunity to do experimental trial on them.

The managerial body after the training should be given an opportunity to implement on the resolutions in which they obtained lessons. They are the best to do the implementation since they have been indulged with the ideologies in which they were not aware or in other case they have been reminded since in most cases the school of management and the experience one obtains in management helps in shaping up the decision-making in an organization (Crocker, Canevello & Brown, 2017). They should be given a time frame of one year before the board of directors carries out an assessment on the productivity of the firm. The departmental managers should be allowed to make implementations on their department within a period of six months. After the successful achievement is made in the departmental section, the entire governing body should use the diverse implementation policies achieved by the sections to provide a general umbrella for the entire company (Maslow, 2013). The overall manager cannot implement anything if at all there are dysfunctional sectors in the body.

The justification of this solution results from the fact that a deep problem is being experienced in the firm. Therefore, a functional management should be sort and given an opportunity to implement the policies and the lessons given concerning the managerial work (Nuttin, 2014). This is because they are the ones who will always be in charge of all the operations and thus the entire work of flourishing the firm lies on the hard work and commitment to use the knowledge obtained in improving the running of the company.

 Conclusively, the company should devise the modus operandi which will enable the managerial bodies from different sections to appreciate their work. For example, they should implement on the incentives such has bonuses for good job done by the managers (Van et al, 2017). They should do an assessment each year so as to provide room for the different bodies involved with the human resource from the board of directors or even an external site. Such measures will improve the working condition of the firm. Furthermore, they should provide a framework through which they can have an opportunity to listen to the grievances of their workers at least once in a year. This agenda will enable the company to understand the management as well as the entire body dealing with the management o different levels in the company. Such long-term measures are crucial for the growth of the industry since the detection of the problem is made and corrected at an early stage.

References

Crocker, J., Canevello, A., & Brown, A. A. (2017). Social motivation: Costs and benefits of selfishness and otherishness. Annual Review of Psychology, 68, 299-325.

Deci, E. L., & Ryan, R. M. (2014). Autonomy and need satisfaction in close relationships: Relationships motivation theory. In Human motivation and interpersonal relationships (pp. 53-73). Springer Netherlands.

Dewi, P. N., & Baridwan, Z. (2016). FACTORS AFFECTING THE MOTIVATION ON INTEREST STUDENTS TO PARTICIPATE AN ACCOUNTING PROFESSION EDUCATION (Empirical Study on Accounting Students in Four State University Est Java). Jurnal Ilmiah Mahasiswa FEB, 3(2).

Dörnyei, Z., & Ushioda, E. (2013). Teaching and researching: Motivation. Routledge.

Dwivedula, R., Bredillet, C. N., & Müller, R. (2017). Work Motivation in Temporary Organizations: A Review of Literature Grounded in Job Design Perspective. In Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy (pp. 609-618). Springer International Publishing.

Estes, W. K. (2014). Handbook of Learning and Cognitive Processes (Volume 4): Attention and Memory. Psychology Press.

Goldman, A. I. (2015). Theory of human action. Princeton University Press.

Hill, B. D., Foster, J. D., Sofko, C., Elliott, E. M., & Shelton, J. T. (2016). The interaction of ability and motivation: Average working memory is required for Need for Cognition to positively benefit intelligence and the effect increases with ability. Personality and Individual Differences, 98, 225-228.

Hullberg, F., & Sjögren, P. (2016). Motivation through Benevolence: A Case Study on the Impact of CSR on Work Motivation.

Kaiser, F. G., Kibbe, A., & Arnold, O. (2017). Self-determined, enduring, ecologically sustainable ways of life: attitude as a measure of individuals’ intrinsic motivation. In Handbook of Environmental Psychology and Quality of Life Research (pp. 185-195). Springer International Publishing.

Kelley, N. J., Hortensius, R., Schutter, D. J., & Harmon-Jones, E. (2017). The relationship of approach/avoidance motivation and asymmetric frontal cortical activity: A review of studies manipulating frontal asymmetry. International Journal of Psychophysiology.

Maslow, A. H. (2013). A theory of human motivation. Simon and Schuster.

Maslow, A. H. (2015). A theory of Human Motivation. Classics of Organization Theory, 50, 142.

Nuttin, J. (2014). Future time perspective and motivation: Theory and research method. Psychology Press.

Pedersen, C., Halvari, H., Sørebø, Ø., & Williams, G. (2016). Effects of a worksite intervention on autonomous motivation, exercise and health: a randomised controlled trial. European Health Psychologist, 18(S), 560.

Peruche, B. M. (2017). Implications of Internal and External Motivation to Respond without Prejudice for Interracial Interactions.

Petty, R. E., & Cacioppo, J. T. (2016). Methodological choices have predictable consequences in replicating studies on motivation to think: Commentary on Ebersole et al.(2016). Journal of Experimental Social Psychology, 67, 86-87.

Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press

Reeve, J. (2014). Understanding motivation and emotion. John Wiley & Sons.

Sen, A., Huffman, D., Loewenstein, G., Asch, D. A., Kullgren, J. T., & Volpp, K. (2014). Do financial incentives reduce intrinsic motivation for weight loss? Evidence from two tests of crowding out. ASHEcon: health & healthcare in America: from economics to policy, Los Angeles, 23-25.

Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015). Classics of organization theory. Cengage Learning.

Van Cappellen, P., Fredrickson, B. L., Saroglou, V., & Corneille, O. (2017). Religiosity and the motivation for social affiliation. Personality and Individual Differences, 113, 24-31.

Van Yperen, N. W., Wörtler, B., & De Jonge, K. M. (2016). Workers' intrinsic work motivation when job demands are high: The role of need for autonomy and perceived opportunity for blended working. Computers in Human Behavior, 60, 179-184.

Weiner, B. (2013). Human motivation. Psychology Press.

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