Fab sweeta

Personal management skills (2000 words)Terms of referenceI have been employed by Fab Sweets Ltd to analyse the production side of their business, and to suggest and develop solutions to the problems that exist.

ProceduresAnalyse the companyOrganisational climateOrganisational cultureJob designWork restructuringMotivationLeadershipApply theories and best practiceRecommend actions to be taken (future actions!)According to Charles Handy (1991), the modern organisation requires us:To learn new ways and new habits, to live with more uncertainty, but more trust, less control, but more creativity.The shape of the current organisationThe organisation structure needs to be adjusted.Peter drucker: operations of a managerSetting objectivesOrganising workMotivating employeesJob measurementDeveloping peopleIt is clear that the management here are not doing all the operations which they should, especially as regards motivation.Effective organisations contain happy people. If organisations are run in a way that everyone can give of their best, then we will all be happier, more prosperous with greater security.

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(http://managementlearning.com/topi/mngtorgb.html)In this case the workers are unhappy, this is because:1.they have no responsibilities2.they are not motivated3.

there is no job satisfaction4.lack of communication5.grading and payment levels are not implemented properlyThe leadership is inappropriate,It is clear that the production supervisor is only concerned with the production targets, she has no concern for the employees, this compares to the theory x manager by Douglas McGregor (1960). A better type of management would be the theory y manager.Management modelsMODERNTRADITIONALTheory yParticipationControlTheory xCo-operationDirectionWork is naturalCommunicationOrdersWork is a necessitycreativitysecurity(Hannagan Tim, page 58, 2002)Job measurementMaslows needs hierarchyAnalysis of the companyFindingsIdentify problems (why is it a problem?)(reference)No responsibilitiesNo motivationNo job satisfactionLack of communicationPersonal problemsGrading and payment levelsHigh labour turnoverUnreached targetsHigh level of scrapAttitudeAtmosphereClimateSupport your findingsConclusionOverall summary of problem (holistically)RecommendationsSolutions to the problemWhy suitable?(reference)MOTIVATIONApplying Maslows need hierarchyNeeds levelsGeneral RewardsOrganisational Factors1. PhysiologicalFood, water, sex, sleepa.Payb.

Pleasant working conditionsc.Cafeteria2. SafetySafety, security,stability, protectiona.

Safe working conditionsb.Company benefitsc.Job security3. SocialLove, affection,Belongingnessa.Cohesive work groupb.

Friendly supervisionc.Professional associations4. EsteemSelf-esteem, self-respect,Prestige, statusa.Social recognitionb.Job titlec.High status jobd.

Feedback from job itself5. Self-actualisationGrowth, advancement,creativitya.Challenging jobb.Opportunities for creativityc.Achievement in workd.Advancement in organisation(Mullins Laura j.

page 419 1999)Alderfers erg theoryBlakes management gridHerzbergs 2 factor theoryMcClellands learned needs theoryDeterminants of job performanceEffective performance evaluation asks the following two questions:Is the work being done effectively?Are employee skills and abilities being fully utilised?Improving EvaluationsSuggestions for Improving the Effectiveness of an Evaluation SystemAsk employees to participate in the evaluation process.Set specific performance goals.Provide supervisors training in evaluation subordinates performance.Communicate the results of the evaluation process to employees.Do not focus entirely on problem areas; good performance should be actively recognized and rewarded.Make performance evaluation a continuous, ongoing process.The Reward ProcessHerzberg’s Two-factor TheoryHygiene FactorsMotivatorsSalaryJob SecurityWorking ConditionsLevel and Quality of SupervisionCompany Policy and AdministrationInterpersonal RelationsNature of WorkSense of AchievementRecognitionResponsibilityPersonal Growth and AdvancementMaslow’s Hierarchy of NeedsWords/ Pages : 437 / 24