Read both analyses and answer questions below:
1.Do you agree with their analyses?
2.Discuss with your classmates any valuable insight you gained from the cases they presented.
3.Is there anything you would have done differently as a manager? Why or why not?
Peer 1- Option A: Case Study: A Matter of Motivation: The Delayed Promotion
Thoroughly analyze the likely state of your ability to motivate yourself in your new position. In the process, comment to whatever extent you feel necessary on your level of confidence in the relative stability of your position and how this might affect your performance.
When working in a new position, I try to learn everything I need to know about the position I am working. I ask a lot of questions to be sure that I am doing something right. I find that even you get trained in new positions, somethings are always left out, and you end up learning as you go. Once I feel that I learned what I needed to perform a job, I then feel confident. I wouldn’t say I like feeling unsure about a job that needs to be done.
Describe the most likely motivational state of your HIM staff at the time you assumed the director’s position, and explain in detail why this state probably exists.
The motivational state of the HIM staff appears to be very low. The external interviews suggest to the team that the company preferred to hire outside and not from within. This could discourage employee growth, and development, making career advancement seem to be an unattainable goal. The staff may feel there is no reason or motivation to be competitive and improve their performance. They may feel unappreciated.
Based on the podcast, what are some proactive strategies that management could have used to reduce the potential for conflict in this situation?
As soon as the HIM put in their resignation, an organization-wide meeting should have been held to communicate that. The meeting should have informed the employees on the need to fill the position and informing employees if they wanted to be a candidate for the position to apply, giving everyone a chance through the interviewing and performance at the job before seeking any outside candidates. With communication, it would have given a fair opportunity for all. When you have people working at a job for a long time and are qualified for a position, and they get looked over is difficult. Hiring within could be both challenging and rewarding. Challenging because it could cause tension for staff if they have friendly relationships, and they feel that you act differently in a new position as well as expect things from you. Rewarding because you know how the job is supposed to run because you have been doing most of the work already.Strong
Peer 2- Option A: Case Study: A matter of Motivation : The Delayed Promotion
Starting a new position would come with some anxiousness and nervousness to a degree. This will be uncharted water with more responsibility. I would make sure that I know all I need to know about the job and the responsibilities that go along with it. I may have been performing some of the those job duties already in the absence of the director, but there still may be knowledge to acquire to feel confident in that new position. A manager must observe employees and work conditions , cultural expressions, and also study managements work theories. (Liebler & McConnell, 2017).
There does not seem to be high morale with the HIM staff and the motivational state is not good. Apparently there was not a large pool of applicants who wanted to be conidered for the job even outside the job. If the staff is not motivated in their current position they will so need to be productive or seek advancement. Managers must sift through the reasons employees work to understand worker satisfaction they can be internal and external. When a worker is satisfied they will work toward the goal and mission of the organization than a unsatisfied employee. (Liebler & McConnell, 2017).
Communication is the key and it should be done effectively. According to the podcast, there needs to be defined communication that deals with task and responsibilties, everyone knows their roles and responsibilities, and avoiding making assumptions. (Yeley, L. (2018). The orgnizations plan for replacing the director should have been made public in the beginning. Open communication with the staff members whether they wanted the position or not would keep down any confusion or conflict and resentment. Since there could possibly be reentment toward just assuming one person wants the position its best to make it open for all.Masters