Running head: Teamwork and Motivation
Teamwork and Motivation
Dr. STEPHANIE LYNCHESKI
Imagine that you are the owner of a small manufacturing company. Your company manufactures a commodity, widgets. Your widget is a clone of a nationally known widget. Your company’s widget, WooWoo, is less expensive and more readily available than the nationally known brand. Presently, the sales are high; however, there are many defects, which increase your costs and delays delivery. Your company has fifty (50) employees in the following departments: sales, assembly, technology, and administration.
The motivation of the team lays heavily on the leadership of the company. Managers must learn how to motivate the team in an effective manner to reach a common goal. In this case, making sure that the widgets are being produced with little to no defects, and being sent out in a timely manner while keeping costs down. The objective is to design an organization motivation plan that will encourage the team to work and achieve this goal.
Highly motivated individuals can make a huge difference to the overall attitude of a team and the production. The first step in developing a motivated team is being able to understand what a team really is. According to Organizational Behavior, “A team is a group of people holding themselves collectively accountable for using complementary skills to achieve a common purpose.” (Schermerhorn, Jr., Osborn, Uhl-Bien, & Hunt, 2012) Team work then occurs when the members of the team take collective accountability to reach and accomplish the common goal.
In this case, there are fifty employees in various departments of the manufacturing company. All must come together and work collectively as a team to achieve the common goal of designing, producing, and selling the widgets. Each role of the sales, assembly, technology, and administration, all work collectively together as a team for the sole purpose of making the widgets and selling them. However, each department has their own goals to focus on their specific areas of the company. The motivation of each employee may vary among each department. Knowing how and what to do to keep these areas motivated falls in the leaderships hands. The first step is setting a goal by developing and formalizing performance targets or objectives. “Goals are the most motivations when they are challenging and specific, allow for feedback on results, and create commitment and acceptance. Management by objective is a way of applying goal-setting theory in day-to-day management practice.” (Schermerhorn, Jr., Osborn, Uhl-Bien, & Hunt, 2012)
Job satisfaction is a key factor in keeping an employee motivated. “Job satisfaction is an individual's emotional response to his or her current job condition, while motivation is the driving force to pursue and satisfy one's needs. Managers can help employees achieve overall job satisfaction, which, with the employee's internal motivation drive, increase performance on the job.” (Alshallah, 2004) The individual attributes and work efforts fall into how one’s work performance and job satisfaction falls in with what keeps an individual motivated. Motivational opportunities are what drive job satisfaction. There are two types of motivation opportunities that can drive a reward system to an employee; intrinsic rewards and extrinsic rewards. “Intrinsic rewards are valued outcome received directly though task performance. Extrinsic rewards are valued outcomes given by some other person.” (Schermerhorn, Jr., Osborn, Uhl-Bien, & Hunt, 2012) The combination of both drives overall job satisfaction. Rewarding employees intrinsically or extrinsically is a sure way to motivate employees and overall job satisfaction.
Another role for leadership in this case, is to come up with a motivational plan that encourages low turnover. High turnover can hurt...
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Ingram, D. (2013). How Does an Organization 's Incentive Plans Relate to Organizational Objectives? Retrieved May 25, 2013, from How Does an Organization 's Incentive Plans Relate to Organizational Objectives?: http://www.ehow.com/about_7216340_organization_s-plans-relate-organizational-objectives_.html
Schermerhorn, Jr., J. R., Osborn, R. N., Uhl-Bien, M., & Hunt, J. G. (2012). Organizational Bahavior (12th ed.). Hoboken, NJ: John Wiley & Sons, Inc.
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