1 1.0 Introduction (NOTE – taken from the Ojuice case - Leadership). OJuice is a long run, experienced company in the juice industry that is currently facing some serious management issues. A changing environment has seen competitors stealing the market, staff resigning and the company could be facing bankruptcy due to the managerial leading that is currently in place. The management issue at hand is that OJuice is too transactional in their style of leading and instead should be changing with the environment towards a more transformational style. As stated by Samson and Daft (2009, p.442) the most important element to business success is leadership, and the wrong kind of leadership can send a company into despair. It is evident that OJuice needs to shift their style of leading in order to keep the company running strong. This report will argue the need for Ojuice to change its leadership approach from transactional to a more transformational style so it can regain its market strength. 2.0 Issue Identification (NOTE – taken from the Woromby Regional Hospital case - Teams). The issue identified is that Woromby Regional Hospital did not implement self-managed teams properly. Indeed, a self-managed team is defined as a type of work group, with “a high level of autonomy and decision-making responsibility” (Tata, 2000). This means that the control of the team is decentralized and that managers just interfere at a minimum level in the team to provide directives on the tasks to perform (Balkema & Molleman, 1999). Also, team members are taking the responsibilities that managers and supervisors used to have (the planning, the organization, the direction and the staffing of the work) (Golden Pryor et al., 2009: Kulish et al., 1993). However in the Hospital case, it is written that the chain of command is still the same and that members of the team do not have the ability to initiate new methods of work without the approbation of the managers. As a consequence, there is no real autonomy and no real share of decision-making responsibilities among team members at the Statement of the management issue, but presents the argument repetitively – not required Explanation, why an issue with literature support Linking the issue to the literature Link to the case facts and relevance Reiterated with further literature support Headings For direct quotes use page numbers Page number Case facts relevant to the management issue Topic sentence Clear statement of the argument that will be critically analysed Poor term selection ‘Organisation’ is a more appropriate term Wording - ‘Longterm focused’ is more appropriate Ensure you check Australian spelling - ‘s’2 hospital. It is an issue because it was shown that “organizations which closely align their culture to support their business strategies tend to outperform those whose strategy and culture are not aligned” (Conti & Kleiner, 1997: Rothwell as cited in Tata, 2000). It was also shown that the more supervisors intervene with self-managed teams, the more they obstruct effective performance (Conti & Kleiner). 3.0 Critical Discussion (NOTE – taken from the Woromby Regional Hospital case – Motivation – STUDENT A). Herzberg’s two-factor theory deals with overcoming motivational issues in the workplace with employees. Although it has been argued that it is not relevant with cases involving education organisations or the business world today (Gawel, 1999). The argument centred on whether Herzberg’s motivating factors for business workers would attract the same response from teachers or whether it was incorrect. It was found that this was not the case, with behaviours being different between the two types of workers resulting in different motivations, most notably the factor of money being a big motivator for those in education circles (Gawel). A study was conducted by Bellott (1999) involving people from the education fields of employment, asking of the importance of each of Herzberg’s hygiene and motivational factors. The results showed that salary was the most imperative of Herzberg’s hygiene factors (Gawel). Furthermore, it was found that salary was the prime source of motivation, surpassing even Herzberg’s motivational factors. This view was also supported by Bellott and Tutor (1999). The fact that Herzberg’s work was conducted so long ago, it has been deemed to be irrelevant in today’s business world, along with education workers. It was also argued that workers are influenced by hygiene factors to a greater extent in the workplace today, and Topic sentence/ claim. The theory/ model is clearly stated More information and a cited example of a study to back the claim Citation to support claim Link to the next paragraph Effective, deep critical analysis, additional literature to add to the support Additional literature to add strength to the support For second citation within the paragraph no year is required3 consequently rules teachers and those in the education field to be exempt from Herzberg’s two-factor theory (Gawel). Despite these claims, a wide range of sources believe Herzberg’s theory is still relevant. In opposition, it is argued that Herzberg’s theory of motivation and its components are still relevant today and can be applied to the workplace. Herzberg’s theory focuses around two-factors, hygiene or dissatisfiers and motivation or satisfiers (Chyung & Vachon, 2005). Motivation of employees cannot be lifted by improved hygiene factors, but merely reduced dissatisfaction (Zillmann, 2000). It is argued that employees motivation levels can be raised significantly if they are satisfied, which can be ensured with improved recognition, achievement, responsibility, advancement and the work itself (Hinze n.d,). Frunzi (2000) states that these motivators can influence an employee positively by increasing their work performance. It has also been determined that in today’s workforce, employees are willing to transfer between different companies, not for money, but for an increase in Herzberg’s motivator factors (Kubo & Sak, 2002). It is also argued that Herzberg’s theory is still applicable in today’s business world because the majority of people entering the workforce are searching for a job which has meaning and encourages self advancement (Zillmann). Based on the evidence, it is clear that Herzberg’s two-factor theory is still relevant in business today and can help with the motivational issue at the university. The argument against Herzberg claims that the research was conducted too long ago (Gawel, 1999). This view though is questionable with new workers still striving for Herzberg’s motivational factors (Zillmann, 2000). Also against Herzberg was the research suggesting that people in education supplying jobs were more motivated by money (Gawel). The issue with this statement though is the research was conducted nearly two decades ago and Topic sentence/ claim Topic sentence/ claim. Notice how the author has shown the link between this and previous paragraph Explanation of why the theory is still relevant today with literature support Critical analysis of opposing views Critically evaluates information in the light of the overall argument4 with the workplace being ever changing, Herzberg’s theory is still relevant and can be applied in business today and the university case (Gawel). In the case of the university, the employees were already motivated and searching to take on more responsibility by holding a conference and possibly getting more recognition, both being motivational factors in the theory (Gawel). With the dean disallowing their ideas, the minimal communication not only lowered their motivation factors and overall motivation, but soured their relationship with the supervisor, making the hygiene factor of interpersonal relations lower and creating dissatisfaction towards their job (Hinze). These factors inevitably result in negative changes in attitude towards work and a wanting to the leave the job. By recognising the insufficient factors, it is possible to resurrect the situation based around a few recommendations. 4.0 Recommendations (NOTE – taken from the Woromby Regional Hospital case – Motivation – STUDENT B). To provide employees with a healthy working environment and keep them motivated the following is recommended. The top priority for the Hospital is to improve the working environment. Ramlall (2004) indicated that an environment that is productive, respectful, provides a feeling of inclusiveness and offers a friendly setting will keep employees satisfied. It is said to be more powerful as a predictor of job satisfaction than pay – a hygiene factor of Herzberg’s theory. Kimball et al. (2006) also asserted that “[e]mployees may join a company because of its generous pay scale or lucrative benefits package, but how long they stay and how productive they are is determined by the relationship with their immediate supervisor much more than their satisfaction with pay”(p.67). With that being said, as long as Hospital employees are satisfied, employee engagement occurs and enables the organisation to achieve high productivity, profitability, customer service, staff retention and workplace safety (Kimball et al., 2006). Although it is not considered a motivator, a healthy Link to next paragraph Suitable recommendation supported with the literature Topic sentence linking to the management issue The recommendation has been applied to the case5 working environment for the Hospital allows for motivators to be presented once it is improved. It is emphasized that motivating employees in hospital industry is crucial because of labour intensiveness (Kyung, 2002). Therefore, understanding and utilizing recognition is an effective motivational strategy in the case of hospital industry. Gibson (as cited in Bhopal, 2007) stated that employees are motivated to excel when their work and achievements are recognised. Recognition can appear under the form of praise, bonuses or incentives (Schaefer, 2005). The hospital can employ praise as “a powerful, yet least costly and most underused, motivation tool” (Wiley, 1995, p.264.). In sum, with some changes in management style, employees will be motivated when going to work every day (Schaefer, 2005). 5.0 Conclusion (NOTE – taken from the HIH case – Ethics). HIH clearly has a management issue of unethical behaviour and it is important that the unethical behaviour displayed by HIH be addressed owing to the loss of jobs and life savings that eventuated. After reviewing the literature, the best way for HIH to solve the issue of unethical corporate behaviour is by firstly developing and implementing a ‘Code of Ethics’ within the organization and thereby creating an ethical climate. In addition, HIH needs to effectively communicate this Code of Ethics to the workforce by establishing ethical committees and an ethical ombudsman. Effective communication of the Code of Ethics will assist top management and employees moving towards the same goals of creating a positive ethical culture. In sum, these strategies are recommended to be implemented by HIH, due to the devastating consequences on society and members of the organisation when corporate failure occurs due to unethical corporate behavior. Link to next paragraph and recommendation Topic sentence and link to previous paragraph Suitable recommendation supported with the literature Concluding sentence The recommendation has been applied to the case Clear summary of the report argument and statement of the outcomes Clear links to the case No new material has been added in the conclusion6 References Adams, J.S., Tashchian, A., & Stone, T.H. (2001). Codes of ethics as signals for ethical behaviour. Journal of Business Ethics, 29(3), 199-211, doi: 10.4554/56565655 Carson, T.L. (2003). Self-interest and business ethics: Some lessons of the recent corporate scandals. Journal of Business Ethics, 43, 389-394, doi: 10.4554/56565655 Cohan, J.A. 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