BM2018

Name: Avestruz, Erin Date:4/17/2023

BSBA 3.2A

Case Study (30 points: 6 items x 5 points)

Instruction: Analyze the case studies and answer the processing questions in no more than five (5)
sentences.

CASE 1: LIGHTING A FIRE

Lenora Hapkins, an employee of Tyson’s Production, was proved to be a difficult employee in her field
assignment in the Marketing Department. Rather than risking a fight with the union for firing her, she
accepted the decision to be moved to the "front office" under a different manager.

Allison Clark was a reluctant supervisor. She handles three (3) minority employees, including Lenora.
Fortunately, two (2) of the three (3) employees were very proficient.

In Allison's point of view, Lenora has an awkward personality, poor communication skills, and little
involvement with her co-workers. After a three-month period, Allison wanted Lenora to learn some
other tasks so that she could back up the other secretaries in the unit. Lenora's cross-training proved
difficult for two (2) reasons: (1) she did not get involved in the training process itself, consequently
learning a little, and (2) she resisted helping others when the workload demanded it.

Allison already decided to talk to Lenora about her unwillingness to help out. Lenora countered that she
felt she was taken advantage of and paid improperly for the work she was being asked to do.

Ted, the personnel officer, was concerned that the union might file a grievance on the issue of Lenora's
being in the wrong job classification. He suggested giving her a temporary adjustment, to be made
permanent on her performing successfully. Allison agreed, and Ted explained the decision to Lenora. He
gave a pep talk about working hard now to have things pay off later.

However, his message did not seem to get through. Three (3) weeks after Ted's meeting with Lenora, one
of the secretaries complained to Allison that Lenora was not helping out on a major project. In fact, the
secretary had asked for help on several occasions. At one point, Lenora outright refused.

Questions:

1. What were the problems mentioned in the study? How do these problems affect organizational goals?
= The study found that Lenora Hapkins has trouble doing her job, so instead of firing her, the
company put her in a different area. Even though she was moved, cross-trained, and given a pep talk,
she didn't get any better. She still wasn't driven and didn't want to help other people.If people don't
care about their jobs, it could be disastrous for the company's goals.Employees who don't care about
their job and don't care about the company's goals and purpose don't care about the business or
their co-workers. Because of the problems found in the study, which included the fact that Lenora
Hapkins couldn't do her job, she was moved to a different area instead of being fired. Even though
she was cross-trained and given a pep talk, she didn't change much. She was still uninspired and
didn't want to help others. The goals of a company could be ruined if people don't care about their
jobs or aren't excited about them. Employees who don't care about their companies or coworkers
don't want to do their jobs and don't care about what the company stands for or how it works.
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 BM2018

2. What motivational theory can help Allison distinguish the needs of Lenora as an employee? Justify
your answer.
= Lenora said in the study that she thought she was being taken advantage of and not being paid
enough for the work she was asked to do. Expectancy theory is a theory of drive that can help
Allison figure out how to solve the problem. The Expectancy theory says that an employee's
motivation is based on how much he or she wants a prize, how likely it is that the action will lead
to the expected success, and how likely it is that the performance will lead to an award. For
example, Lenora will be more likely to work harder at work so that she can do a better job. If she
knew what the rewards would be, things would move along steadily. For example, an extra day off
or a pay raise would be a good example. Achievement David McClelland says that the idea of
motivation can help Allison figure out what Lenora needs as an employee. It's all about how a
person's wants change over time as he goes through different things in life. The theory also
explains how a person's desire for success, power, and relationships affects how he acts.

Here are some things that Allison should have on her list to make things easier.
1. Build relationships based on trust by supporting open talk and discussion.
2.Giving your team power.
3.Giving feedback and taking the goals of team members seriously.
4. Handle disagreements as soon as they come up.

3.) If you are Allison, what measures would you do?

= If Lenora had not changed at all, and if I were Allison, I would let her go. We give her a lot of chances by
moving her, training her, and even giving her a pep talk and answers for what she needs to do better at
work and be happy there. If Lenora didn't take all of those chances, it would be great to find a new
employee who is ready to learn, help, and get better, and who will be paid based on how well they do their
job. If I were Allison, I would work on building up her character and personal skills so she could learn how to
work well with the team. I will do this by giving her training classes that will help her improve and become
more useful. I will also keep giving her advice and encouragement. If she doesn't take the steps seriously, I
will fire her because it will show that she isn't good at her job.

08 Task Performance 1 *Property of STI

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CASE 2: IMPROVING PERFORMANCE IN BUSINESS SERVICES

The State Department of Economic Development created the Business Service Group (BSG) to provide
special services to out-of-state businesses that consider relocating in the state. Within two (2) years, the
BSG put together a good record of helping more than 35 businesses move in the state efficiently.

The BSG was staffed with a competent Department Manager and Business Development (BD)
Specialists. BD specialists are responsible for working and identifying the needs of each business and
making sure that these needs are met. Each specialist had a quota of contacts and services to make each
month.

Charles Thompson was made acting supervisor of BSG after the hasty departure of the previous
Department Manager. After three (3) weeks, he was then promoted to manager. Charles was originally
hired as a specialist, was then transferred to another related department to serve as assistant manager.

Charles was ecstatic when he learned he was moving back to BSG together with John Willis, who is now
the senior specialist of BSG. Suzy Harris, Barbara Garrett, and Tom Rollins were added to the team
thereafter, and with a fairly high level of experience in the business level function, these individuals
performed really well.

In spite of the consistent record, Audrey Downs, Head of the Economic Development, felt that there was
still room for improvement. Audrey wanted to institute a Service Quality Management program in the
company and wants to start in the Business Services Group. Charles relays the information to the staff
the next Monday morning.

In order to start the program, Charles told them to achieve the following immediately:

 Raise the service quotas by 20%

 Submit anyone who failed to meet the quota to formal disciplinary action.

The specialists didn't give any comments but had exhibited noticeable changes in how they treated
Charles over the next week. They were more distant, hostile, and tense around him.

After two (2) weeks, Charles reviewed the performance records of the specialists and found that Suzy
Harris hadn't met her quota. Being true to his words, Charles issued a written reprimand to her, which
made Suzy speechless but angered.

After two (2) days, Suzy has filed a grievance in the Personnel Department against Charles. John Willis
requested for transfer, and Barbara is preparing to put in a request, too. Now, none of the employees
talk to Charles, and he noticed how services to certain businesses have slightly slipped.

Questions:

1. What were the problem/s discussed in the study? How did these problems influence staff
performance?

= The study talks about problems like raising service goals by 20% right away, which will double
the amount of work. This is because Charles chose to make a lot of changes to his team in a short
amount of time, which made his team treat him differently. If the targets aren't met, the
employee will get an official warning in writing. And his choices turned into problems that affect
how his workers feel and how well they do their jobs. Because Charles reprimanded the staff for
not making her target, the staff started to doubt his ability to solve the problem. He then made a
 choice that hurt one of his employees, which led to the team's eventual failure. Due to his poor
handling of the problems and his lack of care, the services they were about to provide failed and
got away from him. Performance management and awards systems can be used to inspire and
drive both individual and group performance, which leads to better performance, productivity,
and growth for the company as a whole. success and awards systems are also "cultural" because
they show how a company controls its workers' success (or lack thereof) and how much they are
willing to separate and credit for it.

2. What motivational theory can explain the actions of Charles’s staff to his decisions? Justify your
answer.
= The Social Learning Theory explains how the actions of Charles's staff affect his choices. In social
learning theory, the importance of beliefs about goals and an individual's ability to reach them is
stressed. This theory also recognizes the importance of support as a predictor of future actions.
Charles didn't think about whether or not his staff or team could handle the big step he took to meet
his growth goal. Albert Bandura's idea of social learning and incentives shows how Charles treats his
workers. It's only a punishment for her to be fair to her coworkers. In the company, support is
needed to reach the goals that need to be reached. She needs to be told off because they have a
target to meet in order for their business to do well.

3. If you are Charles, what decisions would you replace and why? And what decisions are you going
to implement?
= The main goal is to get his team to give better service. Charles should not worry about how many
people are served but how well they are served. Charles should start with a small percentage limit
and raise it when the workers are ready. If people aren't meeting their goals, Charles should talk to
them and give them help instead of scaring them and writing letters of reprimand.You can get
both amount and quality of service at the same time if the worker knows the pace and can keep
up with the demand. If I were Charles, I would have a secret meeting with the workers who didn't
meet the goal. First, I'll let them tell me why they didn't meet the goal, and then I'll tell them to
finish what they started. I will follow through on my choice that those who don't finish the job will
have to deal with a certain outcome that will make them more likely to finish it. I think there is an
answer to every problem that can be talked about without making your workers look bad in front
of other people. I just based my answer on what I thought the question meant. That's all, I hope
you get it.