Personal management skills (2000 words)
Terms of reference

I 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.

Procedures
Analyse the company
•     Organisational climate
•     Organisational culture
•     Job design
•     Work restructuring
•     Motivation
•     Leadership
Apply theories and best practice

Recommend 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 organisation


The organisation structure needs to be adjusted.
Peter drucker: operations of a manager
•     Setting objectives
•     Organising work
•     Motivating employees
•     Job measurement
•     Developing people
It 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”. (http://managementlearning.com/topi/mngtorgb.html)

In this case the workers are unhappy, this is because:
1.     they have no responsibilities
2.     they are not motivated
3.     there is no job satisfaction
4.     lack of communication
5.     grading and payment levels are not implemented properly


The 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 models

MODERN     TRADITIONAL
Theory y     Participation     Control     Theory x
     Co-operation     Direction     
Work is natural     Communication     Orders     Work is a necessity
     creativity     security     
(Hannagan Tim, page 58, 2002)

Job measurement
Maslow’s needs hierarchy



Analysis of the company


Findings
•     Identify problems (why is it a problem?)(reference)
•     No responsibilities
•     No motivation
•     No job satisfaction
•     Lack of communication
•     Personal problems
•     Grading and payment levels
•     High labour turnover
•     Unreached targets
•     High level of scrap
•     Attitude
•     Atmosphere
•     Climate
•     
•     Support your findings

Conclusion
     Overall summary of problem (holistically)
Recommendations
     Solutions to the problem
          Why suitable?(reference)








MOTIVATION









Applying Maslow’s need hierarchy

Needs levels     General Rewards     Organisational Factors
1. Physiological     Food, water, sex, sleep     a.     Pay
b.     Pleasant working conditions
c.     Cafeteria
2. Safety     Safety, security,
stability, protection     a.     Safe working conditions
b.     Company benefits
c.     Job security
3. Social     Love, affection,
Belongingness     a.     Cohesive work group
b.     Friendly supervision
c.     Professional associations
4. Esteem     Self-esteem, self-respect,
Prestige, status     a.     Social recognition
b.     Job title
c.     High status job
d.     Feedback from job itself
5. Self-actualisation     Growth, advancement,
creativity     a.     Challenging job
b.     Opportunities for creativity
c.     Achievement in work
d.     Advancement in organisation
(Mullins Laura j. page 419 1999)

•     Alderfer’s erg theory

•     Blake’s management grid

•     


•     Herzberg’s 2 factor theory
•     McClelland’s learned needs theory



Determinants of job performance




Effective performance evaluation asks the following two questions:

Is the work being done effectively?
Are employee skills and abilities being fully utilised?

Improving Evaluations
•     Suggestions for Improving the Effectiveness of an Evaluation System
–     Ask employees to participate in the evaluation process.
–     Set specific performance goals.
–     Provide supervisor’s 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 Process











Herzberg's Two-factor Theory
Hygiene Factors          Motivators

Salary
Job Security
Working Conditions
Level and Quality of Supervision
Company Policy and Administration
Interpersonal Relations          Nature of Work
Sense of Achievement
Recognition
Responsibility
Personal Growth and Advancement


Maslow's Hierarchy of Needs