Management PracticeAssignment 2 4th C Submitted to: Mam Saleema Hafiz Submitted by: Syeda Amna Rehman SP14-BBA-016 Syeda Ayesha gillani SP14-BBA-033 Amna kausar SP14-BBA-018 Taimoor khan SP14-BBA-047 Junaid mubeen SP14-BBA-024 2 Abstract: Rohit Narang joined Apex Computers (Apex) in November after a successful stint at Zen Computers (Zen), where he had worked as an assistant programmer. Rohit felt that Apex offered better career prospects, as it was growing much faster than Zen, which was a relatively small company. Rohit joined as a Senior Programmer at Apex, with a handsome pay hike. He joined Aparna Mehta's five-member team. While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Time and again, Rohit found himself thinking of Suresh, his old boss, and of how he had been such a positive influence. Aparna, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels. Issues: » Motivation » Need for recognition Introduction Rohit Narang joined Apex Computers (Apex) in November after a successful stint at Zen Computers (Zen), where he had worked as an assistant programmer. Rohit felt that Apex offered better career prospects, as it was growing much faster than Zen, which was a relatively small company. Questions for Discussion: 1. What, according to you, were the reasons for Rohit's disillusionment? Answer the question using Maslow's Hierarchy of Needs. Reasons for rohit disillusionment were lack of motivation, attention by the boss Aparna and incentives. He is not focused that what he should do and how. So he was not satisfied from his job and willing to approach a leader who can guide and lead him in workplace like he was in his previous job at Zen Company. 3 Maslow's Hierarchy of Needs Biological, Safety and Love and belongingness are fulfilling of Rohit and his members. Esteem needs refer to the need for self-esteem and respect, with selfrespect being slightly more important than gaining respect and admiration from others. As a member, you can account for the esteem needs of your employees by offering praise and recognition when the employee does well, and offering promotions and additional responsibility to reflect your belief that they are a valued employee. Self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, is not particularly given to the members by the boss or top management which was causing disappointment to 4 them. Self-actualization needs describe a person's need to reach his or her full potential. The need to become what one is capable of is something that is highly personal. While I might have the need to be a good parent, you might have the need to hold an executive-level position within your organization. Because this need is individualized, as a manager, you can account for this need by providing challenging work, inviting employees to participate in decision-making and giving them flexibility and autonomy in their jobs. So the employees are not able to realize their personal potential, self-fulfillment, seeking personal growth and peak experiences which is becoming a obstacle for their self actualization 2. What should Rohit do to resolve his situation? What can a team leader do to ensure high levels of motivation among his/her team members? Rohit resolve his situation through motivate the members by these steps: 1. Hire people who have the skills and abilities for the job. 2. Give members/employees the training they need to do the job right. 3. Treat members/employees with respect and courtesy. 4. Set and explain goals for each employee/member or team. The goals need to be meaningful to the member/employee. They need to be measurable. They need to be achievable. 5 . Show an interest in the work the employee is doing in achieving the goals from day to day on the job. Ask what you can do to help, and do it. 5 6 . Reward members/employees for achieving goals. Make the rewards something the employee values. 7 . Get member/employees involved in decision-making about things that matter. 8 . Provide positive feedback and say thank you. 9 . People are motivated by different things. Use what motivates the member/employee, not what motivates you. 10. Keep the workplace interesting. 11. Know when members/employees are overworked and do something about it. 12. Resolve conflicts as they come up. 13. Give members/employees authority and let them know you expect responsibility.