British Telecom(BT)Case Study
Managers and leaders (Lawler 1986) are responsible for maintaining the morale of workers.Successful leadership requires four elements. The need for vision and the ability to diagnose what needs changing and decide how they would like the future to be shaped. They have to be strategists so they are aware as to what steps must be taken and can plan progression towards the overall vision.An effective leader must also have determination through the implementation of his plan, and they must be resourceful in overcoming setbacks. However, these three characteristics are nothing without the "commitment of others". To commit others, the manager must be able to communicate his vision effectively and keep his employees interest through motivating. He should sustain belief by example.An effective leader will motivate others. In order to this a manager will need to take into account what actually motivates people. Three main theories arise from the study of management employee relationships. "Low morale needs to be tackled first" managers have certain responsibilities to there workers for maintaining morale. In the case of BT, the managers need to implement basic motivational theories in order
At the moment, it would perhaps be apparent that a coercive if not calculative relationship existed between the employer and employees. A reward scheme needs to be put in place as part of motivating employees, and clear consultation as to when and why people are being transferred needs to be done. The contract can be one of three between the employer and employee. 0 Conclusions & Recommendations As a researcher for Hadley's Organisational Development Consultency hired by BT, I can conclude that the problems BT is experiencing with the "Involving Everyone" initiative are due to non-performance management practices. This will make employees feel valued and they can be assured that their skills are greatly needed. Management can create a sense of belonging through communicating their vision to the employee and making them feel part of the vision. BT should review their awards in order to motivate staff, and increase productivity. Safety needs are that the job you are in is secure and you are not likely to be made redundant soon after starting. In this way, teambuilding was implemented, providing learning situations in which he employees could have the same experience as working in a variety of team situations, with an opportunity to reflect on their contributions and performance. 0 Voluntary Redundancy If BT were surprised at the numbers of employees opting for voluntary redundancy, then they should not have been. The company has little to no vision and he consequences of this are evident in the workforce who feel they are working, but to achieve what? Also the coercive relationship that exists needs to be changed to an interactive co-operative one, so that ideas, visions and opinions can be shared to benefit the company and hopefully make it more profitable. The individual can as a result meet greater levels of satisfaction with regards to physiological, security and esteem needs in particular. Belonging is where employees feel part of the company and wanted both by colleagues and the employer. Management to do this should use three principals of motivation.
Common topics in this essay:
McClelland Hertzburg,
Quality Management,
Development Consultency,
Motivators Managers,
Porter Lawler,
Redundancy BT,
Hierarchy Maslow,
Company BT,
Sovereign Involving,
Project Sovereign,
motivational theories,
employer employee,
successful team,
throughout company,
psychological contract,
total quality management,
effective leader,
vision effectively,
total quality,
self actualisation,
rock bottom,
vision effectively employees,
quality management scheme,
|
Acceptance Essays
