Resentment also stems from Kevin’s decision to allocation of the ‘stamping and writing’ duties to the produce-shelving team. This increase in workload, while intending to increase team efficiency, in fact does the opposite by further adding resentment towards Kevin. The Equity Theory explains that workers expect the ratio between work done and wages received to be consistent amongst all employees (Daft R., et al. pg 533, 2005). The additional task of ‘stamping and writing’ means an increase in work done by the team and decrease in work done by the permanent staff. Assuming wages received will remain unchanged, a perceived inequality now exists, hence increasing dissatisfaction within the team and subsequently affecting team culture.
Leadership
According to Fiedler’s Contingency Theory (Daft R., et al. pg.279, 2005), leadership orientation and group effectiveness is contingent upon the extent to which the situation is favourable for a particular style of influence. Kevin’s style of influence as a leader has proven to be not conducive to the current situation.
Kevin expresses the traits of a task-leader and not that of a social-emotional leader as deemed necessary in this situation. Kevin’s authoritarian approach reflects energy, self-confidence, dominance and initiative. However, over-dominance, a lack of emotional-stability (reflected in the replacement in staff) and a lack of honesty and integrity appears to suggest that Kevin’s attributes do not match those which are necessary to lead this current team. Kevin’s apparent need for self-achievement provides no direction or orientation toward a common goal for his team members.
Communication
Maslow’s Heirarchy of Needs stipulates that in order for a positive and cohesive framework of team culture to be established, the needs of the workers must be met with certain priorities. Communication, especially feedback is important as it has been “found to improve performance even when that (feedback) involves negative or corrective comments (Hinkin T., Schrieshein C., pg 362, 2004). Next to basic physiological needs, the greatest fundamental need for a human being is emotional security. (reference to somewhere)
The lack of communication that has developed within the team has fostered an environment where belongingness and self-esteem is neglected. This is exacerbated by the team member’s unwillingness to express their concerns. The lack of communication has been created by the elimination of open dialogue by Kevin. “The hallmark of an effective leader is (an) aptitude for listening. A smart coach will know how to mix praise with criticism” (Messmer M., pg.28, 1995) of which Kevin displays neither. The workers have no social outlet to relax and converse and the workers subsequently have no motivation and direction, eventuating in constant underperformance and dissatisfaction.
Communication has not been established to inform staff of their change in roles and the benefits as such. Kevin’s role as “being in charge” is not a clearly defined role and this can be a site for conflict. Indeed, conflicts often emerge when job boundaries and associating responsibilities have not been made clear. These jurisdictional ambiguities can only be resolved through adequate communication of roles and duties when defined clearly and predictably. This allows people to know where they are positioned in the current environment Daft R. et al pg.603)
MOTIVATION
As a result of the lack of communication, the leadership, the inflexibility and increase workload the motivation of the employees has been severely affected. The extent to which persistent effort is directed towards a goal (Samson D., Daft R., pg.134, 2005), motivation, has been severely affected. The performance has been slowed and the hours have been further extended. The staff cannot maintain the same levels of performance as accomplished previously as their perception of work and its environment are no longer appealing. This is in part due to the lack of communication and the lack of socialisation brought about by Kevin’s removal of informal communication in the workplace. Social facilitation is seen as fundamentally important to motivation as people are more energised and active when they are around other people (Abdrewartha G., Armstrong H., Carlopio J., pg 599, 2005)
Solution
In accordance with the Team Building Theory, it appears that the solution for Fresh Produce Company Ltd.’s declining performances lies in the reparation of the disintegrating team effectiveness.
This means constructing solutions to address the three primary areas of team culture, leadership and communication.
Improving Team Culture
- Establish past history of culture
Explain
- Strengthen bonding between the team
Explain
- Improve working environment
Explain – music etc.
- Reduction in workload (equity theory)
explain
Leadership
- Review core structure of team and group
Explain – group structure vs team structure
Ref - Leadership is more than giving orders
Paul R Willging. Nursing Homes. Cleveland: Apr 2004.Vol.53, Iss. 4; pg. 24,
- Flexibility, openness and adaptation in leadership
- Honesty, expose vulnerabilities
Explain
Ref - Together Everyone Achieves More!
Risa Simon Dental Economics; Nov 2004; 94, 11; Accounting & Tax Periodicals pg. 144
- Apologise, look forward not behind
Communication
- open dialogue communication
explain
- increased accountability (team meetings)
explain
____________________________________
To increase productivity, it is important to develop a plan to strengthen bonding between the team so they work towards a common goal. Improvement can be obtained through “understanding and acceptance among individuals involved in problem solving and decision make (with) team member participation in the process (Andrewartha G. et al pg.598). One of the ways is to communication between workers and Kevin. By having informal conversations, Kevin can have a greater understanding of the workers and their needs. It can be done quite easy during coffee breaks and get to know the workers in person. With the knowledge of the workers personalities, Kevin can position them according to their person-job fit. Open group discussions are needed there is a change of job task or decision making. As the worker participate more with decision making and change of work plan, ( the Vroom-Jago Model) it can increase team cohesive and harmony. So the workers and Kevin do not fight against each other, operate as team instead of as a group. They share responsibilities in making decision which would increase their belongingness to the company. In making the decisions and discuss problems as a team, Kevin has changed it from a group structure to a team structure, establishing a common goal using the Goal Setting Theory which is ‘an approach to motivation in which performance is considered to be the outcome of a goal that an individual sets to fulfill a need’ (Davidson P., Griffith R., pg. 534, 2003) The down side of have a group meeting is time consuming. If the group does not come to an agreement, it will cause more conflict and worsen the relationship between Kevin and his group. A plan can be followed to increase productivity of the group. Kevin and the group can have a team meeting fortnightly with open discussions; this could be a good opportunity for the group to raise issues on work and try to come up with an agreement as team on how to improve the problem. Kevin can also establish team goals and measure performance monthly, as well as spot checks on staff performance monthly or relatively regular, this way Kevin can ensure that everything is running smoothly and can solve problems as soon as possible.
Reduction in workload can ease the tension within the work group and pressure which has made them unsatisfied with the job. One way of doing this is the workers do less ‘stamping and writing up’ in free time temporarily as a short term plan to rise morale of the team first. Slowly increase workload as the team adapts to its new work task. Later removal ‘stamping and writing up’ could be use as a motivational tool to increase productivity when needed. As the expectancy theory mentioned…..
A reward program can be developed to increase productivity. The disadvantage of having a reward program is that not everyone would be interested in the reward. The worker might become competitive because of the reward program. So to compensate this, the program can be designed to suit everyone and lead them to work towards a common goal cohesively.
Kevin can establish past history of the work place and understand its culture. This helps him in decision making and better interaction with the group. It is history that allows people in charge to “determine their organisations current position using comparisons with the past” (Knowles, H., 2004, WWW) Different types of culture create different types of organizational culture. One way of developing an adaptive culture is to understand the company’s history as ‘historical study increases our understanding of humanity and has lessons for human aspirations, ambitions and organizations…historical study can [also] develop communication skills (language ability, writing proficiency)’ (Knowles, H. 2004)
In the long term, Kevin can create a more pleasant working atmosphere with music to motivate workers. A slogan can be created, each time they read the slogan before they start work. Kevin can also note the achievements of his workers when a good result is produced. Rewards do not need to be monetary as long as he follows some basic guidelines including praise staff immediately, note the task achieved well, praise both efforts and accomplishments and choose the right time and place Mitchell, Lea Anne, pg 5. 1993).
Having open information and flexibility in working, it has become an easier culture to adapt, try to have more general motivation and staff support and ultimately increase motivation and productivity of the group. This is in line with the “Effectiveness Ethic” (Sibson R., pg.1, 1996) which aims to communicate the need for productivity and goal setting at every opportunity.Another important thing is to increase motivation of the team since the team seems to have a low motivation during work. If the team is motivated together through some sort of motivational program to increase team sprit, then would increase productivity. It is vital for a person in Kevin’ position to recognise this as to be an effective leader learning must be made a priority, motivation must occur with passion, morale must be increased constantly, goals directed towards growth and to be flexible (Guoquan C., Tjosvold D., pg 557, 2002).
DEVELOPMENT PLAN (included in solution)
- Team meeting fortnightly (open forum and discussion)
- Create a more pleasant atmosphere (ie: music)
- Establish team goals and measure performance monthly
- Allow for 10 min breaks before truck arrives?
- Removal of ‘stamping and writing’ if team is busy or appears fatigue and use as a motivational tool to increase productivity when needed
- Spot checks of staff performance monthly or relatively regular
- One on one interviews or group discussions
References
Andrewartha, G., Armstrong, H. Carlopio J., (2005) Developing Management skills. 3rd edition. Pearson Education Australia
Buck E., (2000) Organise and improve your teams work. Retrieved March 29, 2005 from….
Daft R., Samson D., (2003) Management. Pacific Rim Edition. Thomson
Davidson P., Griffin R., (2003) Management: An Australian Perspective, 2nd Ed, John Wiley & Sons Aust Ltd.
Guoquan C., Tjosvold D., Asia Pacific Journal of Management. Singapore. Dec 2002., Vol 19. Issue 4 pg.557
Hinkin T.R., Schrieshein C.A, Cornell Hotel and Restraunt Administration Quarterly. Ithaca. Nov 2004. Vol 45. Issue 4. pg 362-373
Johns G., Saks A., (1996) Organizational Behaviour: Understanding and Managing Life at Work, 6th ed. Pearson Prentice Hall
Knowles H., (n.d) Why Management and Business Studied Need History, Retrieved August 1,2004 from http://www.econ.usyd.edu.au/wos/worksite/knowles_history.html
Mitchell, Leas Anne, Supervisory Management. Saranac Lake, March 1993. Vol 38. Issue 3. pg 5
Messmer M., CGA Magazine. Toronto. Aug 1995. Vol 29. Issue 8. Pg 28
Robbins, D., Training and Development. Alexandria. Dec 1993. Vol47. Issue 12. pg 17
Sibson R.E., Getting results.. for the Hands-On-Manager, Saranac Lake, Jul 1996, Vol 41, Issue 7, pg 1
