Organisation Behaviour refers to both the interaction and behaviour of people within an environment. In this case, the Dave and Debs case, the environment is the call centre where they both work. It is clear when looking at the problems and lack of successful interaction within the call centre that there is a clear lack of Organisational behaviour between Dave, Debs and the majority of the workforce. This leads to several problems in terms of motivation and leadership.
In this piece of writing, I will attempt to analyse the problems faced by the lack of organisational behaviour in these two fields and also attempt to find solutions to these problems in an effort to rectify an under-performing system. I will address both motivation and leadership individually and suggest solutions to help rectify these problems. In any successful business, it is vital that the relationship between employees and employers is kept in a good condition to maximise efficiency and promote a solid production-based output level with good work rate and sound communication.
In this case, it is clear that both of these targets are not being met, and therefore need to be addressed before any headway towards a better workforce is seen. Motivation
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It is vital to entail motivation in all walks of employment, as incentives help improve both productivity and employee rapports. Motivation can be indirectly linked to satisfaction, so poor motivation could lead to a lack of employee satisfaction which in turn leads to further de-motivation. Lack of satisfaction will lead to absenteeism and further problems both in terms of output and motivation where staff, who are present will feel de-motivated. Dave has noticed that Mondays and Fridays are poor days for attendance, which leads to part-timers being employed. This frustrates.
Absenteeism is down to a pure lack of motivation which stems from frustration created by a poor system. The problem is that the existing system contains many errors which lead the employees to believe that their involvement does not justify increasing their effort levels and hence the afing on the job , where staff wouldbusy out their consoles. Charles Handys Understanding Organisation states that: Motivation by involvement will only work if the group and the task are important enough to the individual to justify his acceptance of additional responsibility.
Otherwise it will be involvement by powerThis relates perfectly to the call centre and should Dave wish to motivate his staff better, he should consider utilising a system where it is impossible to busy outi the consoles so the staff would feel that should they not be bothered to answer their calls, that they are in the wrong job. In time, this would lead to better production levels, even if it were at the expense of the lazy loafers.
Another of the motivation problems was that Reports of errors arrived weeks after information was provided making it virtually impossible to determine who made the mistake or why. To understand how this problem relates back to motivation, we must look back to the motivation satisfaction relationship. Charles Handy states that:Although satisfaction does not necessarily lead to productivity, productivity can lead to satisfaction. The pride and sense of achievement that comes from being a member of an effective group can lead to satisfaction if the individual values the group and the work that it is doing.
This is relative to the case as the existing system offers little disincentive for making errors and mistakes. In this instance, it means that should an operative make errors that are undetectable to the management, then the operative will not effectively do her job, and not capitalise on the sense of achievement gained from completing a task. This problem is one that needs to be addressed should Dave wish to correctly motivate his staff. There are two ways in which Dave could look to change this problem in order to help motivate his staff better:
Alter the existing system so that errors and mistakes are identified quickly so that the erroneous member of staff can be told of her errors to help improve quality or work and decrease the likelihood of the event ever taking place again. Although there are probably staffs that don t care how many mistakes they make as they receive a wage either way, a majority of staff would prefer to succeed in their tasks in order to receive a greater feeling of job-satisfaction. Offer a greater level of staff training in the areas in which the majority of problems are made.
Although staff would feel that they have been well-trained, a further training course would enhance the image that the company places an emphasis on error-free work, which could allow the staff to feel that their job is more important to the well-being of the company. Both of these solutions would only work with maximum effort from both Dave and Debs. So, should either party not particularly care about the well-being of the company, then the existing problems would not be uprooted and the problem would continue to disrupt the efficiency levels.
LeadershipLeadership as a topic has rather a dated air about it. It smacks of trench warfare and imperial administration. It implies setting one man up above another, raises spectres of elites and privileged classes. From Man and Women of the Corporation by Rosabeth Moss Kanter. Although a touch dramatic, it does state a good point and does ask the rhetorical question: Surely a group of intelligent, well-meaning individuals can tackle any problem without the need for a leader? Although, in theory, the question is a valid one, in practice, it is far from reality.
In the business world, it is important for a leader to handle the way in which a group is handled. In this case, the problems of leadership stem from Dave s inability to communicate successfully with the operators and in particular, with the un-elected spokesperson, Debs. The first problem of leadership is that when Dave first started his job, he showed initial leadership skills where he spent the first days communicating with staff in an effort to find faults and problems with the system.
not accepting them, where as Deb saw it as a lack of effort to use these proposals effectively. From a leadership perspective, Dave should have either: Campaigned harder should the people upstairs had said no to the proposals, or Worked together with both Debs and the people upstairs to negotiate a system where both parties were satisfied. If Dave had used either of these methods, successfully or unsuccessfully, then at least Debs, someone who is influential in relation to all operators, would have felt that her leader would have valued the input given by her.
Oppositely, by not using the input effectively had a negative output in terms of implementation of employee resources. This led Debs to feel that she was almost useless, and therefore Dave s leadership methods failed as he had a negative effect as a leader and disrupted the way in which future leadership would be seen. The second problem, and probably greatest problems in terms of leadership, is the style of leadership. The style of leadership shown by Dave is not successful, as the case study states that Dave was: