Managing People and Organizations Leadership and Motivation

Assignment One MBA 5003- Managing People and Organizations
Leadership and Motivation
Section 1) ntrod!ction
After undergoing “Myers-Briggs Type Indicator (MBTI) Personality Test”, I have found that y
personality types are !"T# and !$T#% The test values are sho&n in ta'le ()
Ta'le () MBI Typology *eterination
+ , , + - . - . + , - .
$( "( $. ". T( /( T. /. #( P( #. P.
0 1 10 10 (0 1 (2 2
! I S " T / # P
Both the personality types are atching y 'ehavior such as outgoing, outspo3en, coitted,
active and friendly, innovative, driven to succeed, practical not iaginary, punctual, facts,
decisive fle4i'le, and reluctant to agree iediately% I have chosen “decisive” 'ecause it is the
ost coon 'ehavior in !"T# and !$T# and it reinds e of ho& I &as 'efore and I a the
sae no&%
People around at &or3 or college coplain and focuses on pro'les all the tie% I prefer to find
it as an opportunity to 'ring iproveents rather than ta3ing it as pro'le and undergoing
stress% I a very 5uic3 in a3ing decisions 'ecause I see &hat I 'elieve it, as opportunity% I can
'ring everyone together to 'rainstor ideas, opinions and possi'ilities for doing it in 'etter
&ay%
Section #) $e%lection on $es!lts
#&1) 'hat (or)ed (ell*
"ot only at !irates 6ater 'ut also in 7A8 /ree Trade 9one, training al&ays &or3ed in
otivating staff e'ers% Managers 3ne& &here their eployees &ere lac3ing and they got
training on that 'asis% 6hen one eployee is not perforing &ell then a anager &ill need one
ore staff e'er to ta3e the piling load of &or3%
I have planned and organi:ed the 'asis for anagers to otivate staff e'ers through “"e&
!ployee ;rientation Progra”% I thought that it &ould 'e the 'est thing to settle do&n issues
and pro'les at &or3% I have also discussed ho& it &as in y previous eployent% In the
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Assignment One MBA 5003- Managing People and Organizations
Leadership and Motivation
'eginning, I can do it so anagers and eployees &ill have an idea and aterials to start &ith%
<ater, they can add and update &ith changes or iproveents%
• Managers
– ,ecrease in the n!m-er o% complaints a-o!t poor per%ormance and mista)es&
– $ed!ce o% re.!est %or more emplo/ees or (or)ers&
I have seen that eployees coplained less and they got ore a&areness a'out the copany%
Managers coented that they ade less ista3es and as3ed less 5uestions% 6ith orientation
progra, eployees have ore self-confidence and =o' satisfaction% They interacted &ith each
other &ith less stress, pressure or tension &here I did not hear people screaing% After
delivery of “"e& !ployee ;rientation Progra”, I have noticed siling faces ne4t day instead
of stressed or serious good orning greetings% I did not hear any eployee coplaining of
ista3es or errors% In addition, I did not find lost eployee loo3ing for soething in the &rong
departent% *uring 'rea3, anagers fro different departent than3ed e for “"e& !ployee
;rientation” initiative% They entioned that eployees> confidence level &as high and they had
positive attitude to&ards their &or3 sho&ing =o' satisfaction% /or e4aple, ar3eting and sales
eployee did not coplain that their target &as unrealistic and she is not getting the help she
re5uires fro other departents such as office supplies, copany car or list of her clients &ho
placed orders and ade payents% 6hen anager in5uired a'out eployees daily tas3s and
o'=ective, he felt the positive attitude and can see the potential in gro&th% By the end of the
day, there &as no re5uest fro anager to replace soeone or hire ore assistants%
• 0mplo/ees
– ncrease o% satis%action and con%idence level&
– mprovement in manager and emplo/ee relationship&
– Positive attit!de to(ards the compan/ (ith increase in gro(th potential&
I &as a'le to identify the reasons 'ehind eployees &ere not satisfied a'out their =o' and they
al&ays coplained a'out their colleagues% I &as a'le to achieve inforation to sho& to the
anageent that it is iportant to plan, organi:e and ipleent “"e& !ployee ;rientation
Progra”% They too3 &or3load &ith full confidence &ithout any coplain that they are
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Assignment One MBA 5003- Managing People and Organizations
Leadership and Motivation
overloaded% Managers appreciated and otivated staff e'ers &ith positive coents and
appraising &ords%
#&#) 1!t!re implementation
"e4t tie, I &ill conduct training needs analysis to deliver =o' specific in-house trainings for y
staff e'ers% I have proposed that anagers should do the sae so they can identify
&ea3nesses of their eployees and develop or enhance the s3ills%
<ater, I &ill not 'e delivering eployee orientation progra 'ut anagers should do it for their
eployees% Because anagers should 'e the one, to create a&areness a'out the copany for
staff hired in their departent% It &as an opportunity for e to do soething for the copany
'ut I &ould li3e to focus on ar3eting and sales eployees only ne4t onth% In addition, if there
is need for iproveent or change in different departent, I &ill propose for anagers to ta3e
action and put set of intrinsic and e4trinsic re&ards 'ased on eployee feed'ac3 so they can 'e
otivated%
I &ill focus on eployees in ar3eting and sales only% I &ill iprove current contents of
eployee orientation progra and a3e it ore specific to ar3eting and sales 'ut copany
related inforation such as ission, vision, structure and policies or procedures &ould reain%
<ater, &hen there is a pro'le, I &ill otivate staff e'ers and colleagues to loo3 at the
'right side not =ust siply get panic attac3, &orry or cry a'out it%
Ta'le () /uture Ipleentation Plan
Actions and !4ecution Ite Tie frae ? Period
(% Perforance evaluation and revie&s
Identify areas to develop, iprove and enhance such as coputer
s3ills, language s3ills, soft s3ills, etc%
( day ? Annually
.% Training needs analysis
Identify &hat trainings staff need and lin3 it &ith their
perforance and set training hours%
( day ? Annually
,% @ategori:e trainings
Identify &hether I can deliver those trainings or I should send
staff for pu'lic courses%
Auarterly
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Assignment One MBA 5003- Managing People and Organizations
Leadership and Motivation
1% !valuation and re&arding
Identify &hether eployee perforance is iproving 'ased on their
reflection on learning fro trainings and ho& they &ill apply at
&or3% Monitor eployee progress and set intrinsic and e4trinsic
re&ards aligned &ith action (%
• Assign challenging tas3
• 7e&ard &ith 'onus, or salary increase
*ue after attending
training
7e&arded during annual
perforance revie&
Section 3) 2oncl!sion
In conclusion, 'eing decisive is 5uite interesting and aa:ing for e% I see y staff e'ers
tal3ing to e openly 'ecause if they have concerns, I can give a glance for the &ith the right
and possi'le 'est &ay to do it% They 3no& I &ill not fire the 'ut I &ill otivate the%
Therefore, they &ill do their 'est 'ecause there is no such thing as pro'le or ipossi'le 'ut
instead challenge and opportunity to perfor higher and 'etter%
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