Teamwork and Motivation Essay Example
Teamwork and Motivation Essay Example

Teamwork and Motivation Essay Example

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  • Pages: 6 (1624 words)
  • Published: September 25, 2017
  • Type: Case Study
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Organizational Motivation Plan

Motivation is the internal forces that determine the effort, direction, and persistence of an individual's work. Direction refers to the choices an individual makes when faced with various options.

According to Alexander Hiam, degree refers to the amount of effort an individual puts forth, while continuity refers to the length of time a person sticks with a given action (Schermerhorn, J).

(Writer of in Motivational Management: Inspiring Your Peoples for Maximum Performance) Directors face a challenging role as they are required to achieve their goals by delegating tasks and relying on the efforts of others.

The saying "If you want something done right, make it yourself" is true because it is usually more difficult to find employees who can perform a challenging job well compared to doing it yourself. However, directors should resist the urge to intervene and instead encourage their employees to


develop the necessary skills and commitment.

I believe that having highly qualified leaders who promote positive attitudes within organizations is crucial in resolving half of the conflicts. The motivational program I would implement will incorporate various theories like MBO, Equity, and Expectancy theory.

Measure 1 - Establish organizational aims and ends

The organizational aims and ends should be clear, concise, and achievable. These aims will be reviewed and updated quarterly, with ultimate ends being identified. The mission statement will be revised and initial employee incentives established.

The main objectives include identifying the reasons for product defects, developing a solution, and implementing the program. As a result, we can reduce our costs by 30% and our delivery times by 50%.

Step 2- Communicate aims and ends to employees In order for everyone to commit to the same goal,

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communication program should be developed to ensure that employees at all levels understand the organizational mission. This will be achieved by conducting strategic meetings with each department, providing individual attention to any employee who is uncertain about the newly implemented procedures. During this time, suggestions will be collected for the company's rewards system.

Step 3 - Identify Cross Functional squad members A cross functional squad of leaders, consisting of directors from each section such as Sales, Production, Technology, and Administration, will be established. These leaders will meet at regular scheduled times to collaborate and utilize their expertise and team thinking to create an environment where everyone is working towards a common goal.

This team member's role would be to set goals for public presentations with active involvement from lower level team members, promote growth, and advocate for their individual teams.

Step 4 - Establish formal teams within each department

These teams consist of work units that will carry out tasks assigned by each department manager, which will be part of the cross functional team. Employees should be matched with appropriate tasks based on their area of expertise.

The team's preparation would provide employees with a sense of camaraderie with their colleagues from different departments. It would promote employee participation and a feeling of accomplishment. The director would also hold meetings with the team to discuss progress and address any concerns.

Step 5 – Monitoring team and individual performance

The evaluation of employee performance will be conducted annually for performance purposes.

Quarterly ratings will be conducted for squad public presentation through a 360 degree rating procedure, involving equal foremans and subsidiaries.

Both self-ratings and squad ratings will be used to evaluate performance.

The director will oversee the placement of exceptional work within the squad, while upper management will handle squad ratings.

Step 6- Evaluate and Reward Performance

The evaluation of performance will be closely tied to the rewards program. Teams will receive quarterly rewards for achieving objectives in a timely and effective manner, as well as for various categories in which each team member will be recognized for their contribution to the team.

Employees are eligible for annual merit increases based on the evaluations of their peers, supervisors, subsidiaries, and self. Additionally, employees have the opportunity to earn individual bonuses for exceptional performance.

For employees who go above and beyond for the organization, there are wages in the form of intrinsic and extrinsic rewards.

Methods of Employee Motivation

Motivation comes from various sources and should start with the individual.

Attracting and engaging motivated staff is crucial. The key to maintaining their motivation lies in making them feel that their contributions matter and they are valued by the organization. Additionally, I have discovered that employees are happier when they perceive growth prospects within the company, which can be manifested through promotions and salary hikes. To motivate employees, there are two primary methods I employ: firstly, offering opportunities for creativity and advancement; this can be accomplished by involving all employees in various team structures like cross-functional or functional teams to foster a sense of belonging.

The organization fosters commitment and creativity through encouraging feedback and idea sharing in team meetings. They also arrange team building workshops and annual retreats to promote personal connections among employees and develop camaraderie. This camaraderie creates a supportive team environment where every member is valued.

The retreats also

provide time for everyone to relax and return rejuvenated and ready to work.

Ways To Motivate Employees Who Earn Minimal Pay

Employees who earn minimal pay can be difficult to motivate. They are usually young with limited experience and receive low wages. However, just like any other job, it requires effort to understand the needs of your target audience.

I have developed some ideas to activate these qualities in workers. These ideas include:
- Training opportunities: I would provide opportunities for professional development by implementing a mentoring program, pairing employees with experienced workers to learn their jobs faster and gain confidence in their abilities. I would also offer tuition reimbursement to encourage employees to expand their knowledge in their respective fields.
- Opportunity for advancement: In addition to adequate training, I would also offer job rotation options so that employees can gain experience in different areas of the organization.

Therefore, when there is an opportunity, employees who have already gained experience in the country can be promoted. This would also allow staff to discover if they excel in other areas within different departments. In terms of rewards, I propose acknowledging employees who demonstrate exemplary efforts by presenting them with certifications in front of their team and featuring their names in the company newsletter. Additionally, we can recognize them as the employee of the month and provide a well-written account of their accomplishments at retreats.

In addition, a quarterly pecuniary incentive may be provided to an individual employee, serving as a goal for all employees, thus encouraging a motivating work environment. It is crucial to create such an environment as it ensures that effective management practices are implemented to foster growth

and prevent failure of the organization in its entirety.

The goal is to ensure that all directors receive proper training in leadership and mentorship. It is important for them to be able to provide words of encouragement to the staff when needed. This aligns with Clayton Alder's ERG Theory, which identifies three types of needs: Being needs (desires for physical and material well-being), Relatedness needs (desires for fulfilling interpersonal relationships), and Growth needs (desires for ongoing personal growth and development).

The Single Worker in Today’s Organisational Context

According to Judith Heerwagen, the changing forms of work can be explained by two main factors: the growing pressures on organizations to become more competitive, agile, and customer-focused - essentially, to become a "lean enterprise." Furthermore, advancements in communication and information technology such as mobile technologies and the Internet have enabled work to be detached from specific time and location.

"In recent decades, rapid technological advancements have led to changes in organizational structure and requirements. Consequently, employers now seek a higher level of skills from individuals. In the past, possessing the necessary skills for a particular job was enough; however, there is now a requirement to be versatile across various roles. Employers anticipate individuals to possess an expansive mindset."

The current trends show a paradigm shift in thinking 'outside the box'. There is a noticeable increase in squads and cross-unit collaboration, with a greater focus on effective communication and information sharing. While previously individuals were encouraged to be team players, now it is crucial to be an integral part of a cohesive team.

Individualism is less valued in today's society, with organizations placing greater importance on being part of a team. Success now

hinges on the success of the team rather than individual accomplishments. Consequently, there are fewer chances for promotion. In the past, outstanding employees would be recognized and promoted when opportunities arose.

Employees are now hidden within the squad and non recognized for single attempts, which can do employees lose motive. There needs to be a manner for employees to experience that they are making a difference even as part of the squad, or there will be more loafing going on than real teamwork.

Individual Work to Teamwork

  1. Individual worker
  2. Team member
  3. Negotiations
  4. Listen more that you talk
  5. Me oriented
  6. Team oriented
  7. Departmental focused
  8. Team Focused
  9. Competitive
  10. Concerted
  11. Logical
  12. Team thought
  13. Written messages
  14. Group Communication
  15. Image
  16. Team image
  17. Secrecy
  18. Shared information and feedback
  19. Short-term sighted
  20. Long-run ends
  21. Immediate consequences
  22. Objective or mission accomplishments
  23. Critical
  24. Open Minded
  25. Tenure
    Long term planning


    Heerwagen. J. . Heerwagen. J. H. & A ; Associates. Kelly. K.

& A; Kampschroer. K. (2010) The Changing Nature of Organizations, Work, and Workplace. Http://www. Hiam. A. (2003).

  • Motivational Management: Inspiring Your People for Maximal Performance.
  • New York: AMACOM. American Management Association. Schermerhorn, J.


    M.&A; Hunt, J.


    • Organizational behaviour. (12th ed.) Wiley Plus.
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