Motivation at small company

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Reference no: EM132182919

Motivation at a Small Company

Two years ago, you were hired as the President of a small company with thirty employees. Four directors report directly to you, and the remainder of the staff report to them. Over the past few months, you’ve noticed the following:

John – Director of Operations- He runs the day-to-day operations of the business and has been employed at the business for over ten years. He hoped he would have been hired as the Managing Director instead of you (he actually interviewed for the position). After a rocky start, you’ve developed a strong relationship with him and turn to him as a resource as do all of the other managers. Whenever you are on vacation or unavailable, he steps in as the lead manager on your behalf. He also has the full confidence of the owner. You are aware that he is getting close to retirement and seems to be financially prepared for that phase of his life. You want to find a way to motivate him to achieve great things in his last couple of years of work.

Sally- Director of Sales- Sally is a younger manager who shows the highest energy level of all of the senior staff. She is a dynamo within her department and has achieved the best sales results in the history of the company. Lately, you’ve been sensing that she might be looking for another job and you do not have a #2 in her department who can step up and assume her role. You want to find a way to keep her connected to the company, motivated to stay, and functioning at her current high level.

Shirley- Financial Controller- Shirley has been the controller for seven years. She is a Certified Public Accountant who came to the company with limited experience. At the time that the Chief Financial Officer (CFO) resigned three years ago, the owner and then President of the small company decided to outsource some of the CFO function to an outside accounting firm. Shirley was given a small increase to reflect a slightly increased work load. When this change took place, Shirley reluctantly accepted the conclusion that her experience was light at the time. Over the past three years, Shirley has taken on much of the work initially outsourced to the accounting firm. Shirley is giving off signals that she is unhappy in her role. You want to find a way to improve her level of motivation.

George- Director of Facilities- George was the lead maintenance worker for five years and reluctantly accepted the top job as director. When he was at the lower level, he worked fewer hours and made overtime for anything over 40 hours worked each week. He hesitated to accept the promotion because he knew that as a manager he would work even more hours and no longer be paid overtime. George has three small kids and is struggling financially. He recently thanked you for the opportunity to be in management, but indicated that he actually took cut in pay. He would like to return to work as a maintenance worker. You want to find a way to keep George in his management position because he has done an excellent job and you do not want to replace him.

You’ve discussed the above with the owner, who had previously also acted as President and you both believe that these top managers must be highly motivated in order for them to motivate the people below them. You have established a fund that can be used for increases, but you do not have enough in the fund to give raises to all four directors. You may decide to adjust titles, change responsibilities, or make any other changes you think will help motivate this group. Using the concepts of Maslow’s Hierarchy of Needs (page 556 in your textbook), outline a plan to increase the motivation of each employee.

Prepare a Word document labeled Week 11 Assignment and include a section describing your recommendation to motivate each of the four directors. Make sure you can make the connection between your recommendations and Maslow’s Hierarchy of Needs. Upload your completed assignment to this dropbox.

Reference no: EM132182919

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