FINAL PROJECT-PMOB

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 1. Analysis of Art Foods condition in perspective of human capital.
a. The position in which the educational area staff have found themselves

It is clear that the Educational Department's poor working conditions have contributed to a
significant personnel turnover rate. According to the Executive Leadership Team's mandate,
there is no action plan to address the workers' issue, and there is a general lack of satisfaction
among the workforce. Raquel Torrà, the director of the educational division, is a strong,
proactive lady with more than ten years of professional experience. Her crew adores her. Her
superiors, the so-called Executive Leadership Team, consisting of Roger, Art, the company's
founder and director, and Joseph Font, Chief of Operations, are autocratic bosses who have
disregarded the needs of their staff. The state of this department can be linked to Joseph and
Roger, the executive leader and company founder, who had weak communication and
leadership skills. They disregard the staff's working circumstances. They treat their personnel
with no respect as tyrannical bosses. By avoiding making eye contact with the employees, they
fail to establish a connection, and when there is a connection, it is typically angry and burned.
Roger could care less about the staff members' personal wellbeing and just appears interested
in achieving favorable economic results.

b. Causes of the employee situation and consequences if not intervened

The main causes for the department getting to this position are problems with people
management and a staff that lacks confidence. The following additional factors have also
contributed to the predicament:

 Disagreements on how certain facts and circumstances should be interpreted by

management and employees
 Employees' and management's differing ideals and philosophies
 Disagreements regarding shared success; conflict resulting from these differences
between management and employees as well as inside
 Negative feelings brought on by the workplace environment

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 The corporation stands the risk of losing its experienced workforce due to significant
attrition in the Education department, so an immediate intervention is required. Due to their
decreased ability to perform work duties to meet the needs of the client, this will also have far-
reaching impacts on the number of new contracts the organization signs with businesses and
educational institutions. Due to the higher costs of educating new and inexperienced workers,
this will also have an impact on the company's revenue and bottom line. Depending on how
quickly they become proficient, it will also affect production.

According to Abraham Maslow, a person has five basic needs: physiological, safety, social,
self-esteem, and personal fulfillment. Physiological requirements come first for a human being.
In essence, a human being will perform well at any task once these demands are met. To
continue to be successful, the business will need to make certain changes. Among these
changes is employee motivation. For the employees to feel involved and valued, the executive
leadership will need to take into account their fundamental needs as well as the needs of the
entire workforce.

c. The need company requires which management has not been detected

People's motivation can be attributed to a variety of demands, both at work and in their
personal lives, according to research from the 1940s. This knowledge gave rise to the
hypothesis—later supported by evidence—that attending to these demands will help produce
better outcomes. Abraham Maslow segmented people needs into the five categories. The
physiological demands of a person come first, followed by the desire for protection, social
needs, self-esteem, and personal fulfillment. Our primary driver of behavior is our basic need
for physical survival. Before focusing on meeting the requirements that occur at a certain level,
a human must first attend to their lower-level needs, according to Maslow.

Maslow came to the conclusion that motivating someone required more than simply
meeting their physical and safety requirements. Because people require respect and
engagement in addition to money and rewards at work, this hierarchy is particularly important.
The management did little to make the arts department feel respected and little money and
praise was given to them. Teamwork is made more fun by motivating the group to put in the
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same amount of effort at work as they would in a sporting event. The group's ability to function
as a unit will be improved by engaging in such activities outside of work. The economics is the
most crucial element, though. Since people require a proper pay to meet many, if not all, of
their needs, any leader or manager must provide for the financial needs of their team. Here are
a few necessities:

 The need to feel like a part of the organization;

 A fair wage;
 Cozy working circumstances
 Personal time and engaging work
 Praise and/or awards for both minor and major accomplishments

2. Once the situation is being analyzed

a. Stages of evolution in the work teams and identification of the stage the
Educational Area of the company currently is:

The process of mastering successful teamwork can be characterized as the stages of

evolution in work teams. According to Bruce Tuckman, a psychologist, teams go through five
stages of development before adjourning: forming, storming, norming, performing, and
adjourning. The phases begin when a group first meets and last until the project is completed.
Each has a fitting name and is important in creating a cohesive team. According to the
definitions of each stage, I can declare with confidence that the educational department is now
in the storming stage of group growth because each employee is juggling a variety of obstacles
during their time with the organization.

Stages of evolution:

Forming: The formation stage includes orientation and familiarization time. There is a lot of
uncertainty at this point, and people are looking for authority and leadership. A member may
be viewed as taking on leadership if they are well-liked or show knowledge. Team members
typically ask questions like, "What does the team give me with?" What can I anticipate

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happening? Can I fit in? Most of the time, members get to know one another through social
encounters.

Storming: The most difficult and crucial phase to go through is the storming phase. Throughout
this period, rivalry and conflict are common as distinct personalities begin to emerge. Team
performance may actually worsen during this time due to the emphasis on inefficient duties.
The team's goals may not be shared by all the members, and cliques and subgroups may form
around influential people or areas of agreement. To go through this stage, team members must
struggle to overcome obstacles, accept individual differences, and find solutions to conflicts
over that is responsible for what and what the team's goals are. Teams could become stagnant
in this phase. Conflicts that are not resolved could result in long-term problems.

Norming: Disagreements are resolved and a semblance of togetherness emerges if teams

successfully navigate the storming phase. Agreement develops over the identity of the leader or
leaders and the duties of each member throughout the norming stage. When interpersonal
disputes start to be resolved, a sense of coherence and oneness starts to take shape. Team
performance improves at this point as members start cooperating and focusing on the group's
goals. However, the team's harmony is fragile, and storming might start up again if
disagreements arise.

Performing: The team is now mature, organized, and functional, with consensus and
cooperation well-established. The team's members are committed to their objective, and the
organization is solid and unambiguous. Issues and conflicts continue to exist, but they are
successfully resolved. (We'll discuss the purpose of conflict and conflict resolution in the section
that follows this.) The group is focused on achieving its goals and finding solutions.

Adjourning: The meeting is winding down with most of the team's goals accomplished. The
emphasis is on completing last-minute tasks and documenting the labor and results. Specific
team members might be transferred to other teams as the workload decreases, which would
lead to the team's dissolution.

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Identification of formal and informal teams with justification

The relationships that develop between people as a result of their interactions with one
another are the primary factors that lead to the formation of groups by their members.
Because of their shared interests or because they have comparable ambitions, they may have
the chance to collaborate. When individuals gather together to carry out particular goals and
objectives, a formal organization is created; where in a formal group with specific roles and
structures, with each member's obligations being explicitly stated. Members of a formal group
are expected to adhere to and observe certain rules when carrying out activities in order to
ensure proper coordination. The Educational, Hotel, and Events departments are considered
formal teams within the firm and are comprised of these teams. Because the company's
management created the departments with the intention of fulfilling organizational goals, they
are formal organizations.

When two or more people band together to do a certain activity that is mostly social in
nature, an informal group is created. The informal group's major motivation was to fulfill both
its members' psychological and personal requirements. The personnel of the educational
department and the 12 region coordinators would constitute the informal teams within the
corporation according to this concept. Members of this group founded it based on their own
social demands rather than ones imposed by management.

b. Assign of role to each of the workers in the educational area following the
typology of Meredith Belbin

One of the nine (9) behavioral trait clusters that Dr. Meredith Belbin identified as being
useful for facilitating a team's success is referred to as a team role. According to his research,
the most effective teams had a wide mix of behaviors, and high-performing teams needed to
have representatives of all nine role behaviors on hand at all times. According to the theory,
leaders may assist build more balanced teams by recognizing the various roles within a given
team. By doing this, they will be better able to manage the deficiencies of team members and
capitalize on their strengths, as well as enhance how each member contributes to the team.

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The following employees can be categorized using Belbin's typology:

Finisher: Six years into her employment with the organization, Joan the salesman is a serious
and responsible individual. Above all else and everyone, his job is what is most important to
him. Although he is selfish, he does not have a poor relationship with his peers. According to
the job description, Joan plays the completer/finisher. He is responsible and delivers on
schedule, but because he is also egotistical, delegation is challenging.

Investigator: With his coworkers in the neighborhood, Enrique gets along great. He exudes
happiness and confidence, which highlights his great communication skills. Enrique plays the
position of a resource investigator based on his traits. Enrique's personality meets the
description of an extrovert with strong communication skills that makes up a resource
investigator.

Coordinator: Lorena is a highly upbeat individual who exudes confidence in her abilities, her
job, and herself. Because of her role in the educational sector, she is the wild card among them
all which makes it essential for this area's efficient operation. She is vibrant and constantly
makes the first move and is eager to assist anyone in need.

Planner: As the most experienced employee, Elisabeth is in charge of overseeing everyday

operations. In Despite having no formal training, she works hard to do a good job and has a
fantastic attitude as well as ability to communicate effectively and minimize consumer conflict.
She always smiles, and always works to make her friends' days better. Considering what she
described, Elisabeth portrays a plant because of her aptitude for problem-solving and creativity.

Team worker: As an administrative assistant, Julia works with parents as customers in addition
to other administrative duties. She avoids conflicts because she is the youngest in the group
and tries to blend in. She frequently feels unsafe because she observes how exclusive the
workplace is. Julia fits the description of a team worker based on her traits and behavior.

Specialist: For more than 8 years, Anabel has been working on the product. Her important part
is that she is an expert in her industry thanks to experience. She enjoys the respect of her
peers. Anabel’s is ideal for the position of specialized because of her specialist training.

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 3. Illustration of Roger’s role as a boss
a. Type of power Roger posses

Position or authority generally confers power, which has the ability to have both a positive
and negative impact on others. However, power cannot be referred to as a force that gives you
what you desire. Power can be difficult to define because it is understood and interpreted in
many different ways. Roger possesses expert power. This is a unique form of power that
originates from the better caliber and harder to come by abilities and competence that
someone possesses. The person can use their knowledge to influence others because
knowledge is a very person-specific power that can be developed through time and has a higher
level of respect and credibility. In Roger's case, he founded and served as CEO of the company
for more than ten years.

b. Management function of Roger’s and the roles he lacks

Roger's tasks and responsibilities as CEO and company founder would include the following:

 Developing and putting into practice the organization's vision and mission.
 Controlling the resources and strategic choices of the business.
 Deciding on company strategy and decisions in the end.
 Setting strategic objectives and ensuring that they can be measured and reachable.
 Taking the lead in creating the company's long- and short-term goals long-term
objectives.
 Speaking up for the interests of the company's stakeholders, government organizations
and any notifications to the general public.

Roger's lack of employee contact would be an area for improvement in terms of his tasks. He
doesn't communicate much with them, and when he does, his staff has a bad experience. He
should also give his corporate social responsibility (CSR) efforts to the community, where he
runs his company.

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 c. Specific aspects from leadership approach should Roger work to become complete
leader

To genuinely understand their team members and what drives them, leaders need to have a
high level of emotional intelligence. In order to motivate their followers, leaders must also bring
their own enthusiasm to the workplace. In order to be a complete leader and enhance the
relationships with and working conditions for his staff, Roger would need to focus on the
following.

 Being approachable to his staff by interacting and conversing with them in a way that
encourages them to feel comfortable to share ideas, express concerns or anxieties, and
ask questions.
 Being charismatic with other team members; being informed and aware by paying great
attention to everything pertaining to the team; taking action to bring the team together;
and being fully devoted to the team.

A manager must take the initiative to foster a supportive, team-oriented environment.

According to Messmer, staff members need to collaborate properly and communicate
effectively as a result of the increased use of project teams, the internet, and teleconferencing.
This calls for much more than simply assembling a group of workers and calling them a team;
rather, it calls for combining the skills, knowledge, and efforts of each member. According to
Spector, a work team has three distinct characteristics: each member must have a specific job;
there must be shared task goals and objectives; and individual activities must be
interconnected and coordinated.

d. Actions for Roger have to improve skills in communication, motivation and group
cohesion.

The steps to enhance those abilities in motivation, awards, communication, and group cohesion
shall be taken. Roger will enroll in a quick course to hone his communication abilities. The
course will examine how he focuses on the other person by asking questions and repeating
himself in order to adjust his message to appeal to his audience sentences. He will also need to

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work on his body language, which is another non-verbal cue that can convey emotion. In the
end, Roger will be able to look the other person in the eye and sit in a position of active
listening.

The following actions will be taken to inspire the workforce:

 Clearly defined targets will be created

 Staff will be compensated fairly
 Encourage team spirit via business swag products, reward hard work, promote
autonomy within the organization, encourage friendly competition, have visionary
leaders, and create an inspiring workplace.
e. Recommended leadership style for Roger to improve the condition

A leader's distinctive behaviors when managing, inspiring, directing and leading teams of
people are referred to as their leadership style. Being an authoritarian leader, Roger exhibits a
leadership style in which he controls all decisions and solicits little input from subordinates.
These leaders hold the right to make all final decisions and maintain total control and power.
They frequently have a low regard for their subordinates' competence and exert tight control
over those who work directly under them.

To change the situation, Roger needs to lead with a democratic mindset that enables him to
inspire others to produce, invent, and develop. The most effective type of leadership is usually
this one. Democratic group leaders provide direction, but they also engage with the group and
welcome feedback from other participants. Although they urge group members to contribute,
these leaders nonetheless hold the last word in the decision-making process. Members of the
group are more driven and inventive because they feel invested in the process. Democratic
leaders frequently instill a sense of belonging in their followers, which encourages devotion to
the group's objectives.

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 4. a. Indication of the benefits of empowerment and improvements that can be obtained
for Roger through employee empowerment action plan.

Employees who are empowered at work report having a higher level of job satisfaction
because they feel important and respected as members of the team. Increased organizational
responsiveness to challenges and problems should result from employee empowerment.
Productivity should rise as a result of employee empowerment. Employee engagement to
company goals should increase as a result since they may participate in decision-making that
contributes to goal achievement. Imagine a worker who, simply by virtue of working for a
company that promotes autonomy, was able to fix a customer's problem by thinking creatively.
This individual will ultimately be happier at work and result a stronger sense of achievement.
Employees gain the confidence they need to develop junior talent into senior managers in the
future in situations like those described above.

b. Goals achieved through employee empowerment action plan.

This tool should succeed in achieving the following goals:

 Active employees who feel valued

 Target the right personnel
c. Type of inspiration Roger should use to the subordinates

Roger should utilize a teams-based version of Inspiration. The fundamental vehicle for
fostering individual growth and organizational advancement is a team, according to inspiration.
The distinctive qualities of the team will provide the ideal environment for empowering others.
The group will be able to create a synergy where the sum exceeds the sum of the parts. All of
the team's members feel pride and confidence when the group is mature and successful. They
are inspired to be creative and attempt new things, which might improve team performance
because they feel safe doing so. Employees that work in teams that value empowerment learn
and grow quickly; therefore they require fresh challenges to keep their empowerment. Other
advantages of team empowerment include higher output, lower costs, safety, commitment as
well as job satisfaction.

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 d. Series of actions for empowerment techniques
 Shift from managing through supervision to managing through coaching be made
available to employees so they may find and apply solutions to issues. Employees that
take initiative and are kind to others will receive rewards and recognition, who
demonstrate a stronger feeling of investment in the business. Apparently,
John Powers, managers must demonstrate their readiness and adaptability from
coaching responsibilities to managerial roles.
 Grow employee empowerment with effective coaching, recommends 1000 Ventures, a
website dedicated to employee empowerment. Coaching tactics including questioning,
motivating, and management style adaptation should be used to increase employee
empowerment. When training a new employee on a project, for instance, start by
sharing the fundamentals before building on that knowledge with more in-depth
material. Talk to each employee to see how you might encourage her to care about her
role at the organization.
 Give your team members the knowledge and authority to decide and take action by
delegating to them. Inform your staff of the incentives you've given them permission to
provide to potential clients, for instance, if your sales team finds it difficult to do so.
Teach team members how to approach customer offerings in the most thoughtful
manner. Clear communication is essential for efficient delegating. According to 1000
Ventures, delegation is the favorite coaching technique.
 Express your belief in your team and create goals for them. Your faith in them and your
demands for a quality performance are communicated to them. Hold regular staff
meetings and evaluations of the employees. Powers suggests that smart goal-setting can
motivate employees. Offer rewards for performance to raise the bar in attainable
increments.

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 e. Chronological orders of the planned actions

The following order could result in best outcome for the proposed action:

 Goals and objectives that must be met

 Roger's model will be decided upon.
 Empowerment's advantages will follow.
 Action
 Finally, a number of empowerment and action tactics will be used.

Communication, diversity, and organizational culture directly impacts the productivity of

the company and the performance of the personnel. Every company needs to have a culture
that encourages positive working connections between the staff and management as well as
between the company and the outside world. Effective communication, diversity, and excellent
organizational behavior can all be a product of a strong business culture. This may make it
possible for an organization to successfully pursue its human, societal, and organizational goals.

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Reference

 Stein, J., Feb 2018, Using the Stages of Team Development, from
https://hr.mit.edu/learning-topics/teams/articles/stages-development
 Surbhi, S., July 2018, Difference Between Formal and Informal Groups, from
https://keydifferences.com/difference-between-formal-and-informal-
groups.html#:~:text=In%20a%20formal%20group%2C%20the%20relationship
%20between%20the%20members%20is,problems%2C%20information%20with
%20each%20other.
 Dagher, K., Team Roles and Responsibilities: How to Effectively Define Them, from
https://fellow.app/blog/productivity/how-to-effectively-define-team-roles-and-
responsibilities/
 Pozniak, A., Feb 2022, How to increase team productivity, from
https://nethunt.com/blog/how-to-increase-team-productivity/
 Wong, K., July 2020, Employee Empowerment: Definition, Benefits, and Factors,
from https://www.achievers.com/blog/employee-empowerment/
 HRD Connect, Sep 2019, Employee empowerment in organizations, from
https://www.hrdconnect.com/2019/09/20/employee-empowerment-in-
organisations/
 Eatough, E., Aug 2022, The 5 types of power effective leaders use, from
https://www.betterup.com/blog/types-of-power
 MindTools, Belbin's Team Roles, from
https://www.mindtools.com/pages/article/newLDR_83.htm#:~:text=Belbin
%20identified%20nine%20team%20roles,to%20accompany%20each%20team
%20role.
 Campbell, A., July 2022, Communication is key in the workplace. Here's how to
improve, from https://www.betterup.com/blog/why-communication-is-key-to-
workplace-and-how-to-improve-skills

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 McLeod, S., April 2022, Maslow's Hierarchy of Needs, from
https://www.simplypsychology.org/maslow.html#:~:text=There%20are%20five
%20levels%20in,esteem%2C%20and%20self%2Dactualization.

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