Company Culture And Employee Motivation

Chickenpox is a common childhood skin disease that caused by a viral infection. The virus that is involved is called the varicella zoster virus (www.medicinenet.com). The disease has a worldwide distribution and is reported throughout the year in regions of temperature climate. The peak incidence is generally during the month of March through May lifelong immunity for chickenpox generally fellow the disease.

The word Motivation is a common terminology which most employers are familiar with and in every organisation the employers has different techniques and strategies the use in motivating their employees. Many scholars have argued on different forms of motivation and argued that to be motivated should be individual employee’s responsibility and the employers responsibility, this theory was criticized by some school of thought.

This organization falls under the matrix structure and practices the participative leadership model with a top down flow communication module to communicate with their employees.

An organization’s culture and structure play a significant role in its adaptability and perceptions by employees. The case of CH2M HILL provides a business example of this issue. While the company’s historical employee-focused culture and decentralized structure gave rise to its success (Newman, 2013), this same culture and structure eventually hindered its ability to retain and develop leaders for the future. The following analysis of CH2M HILL provides insight into how the company’s problems arose and offers potential solutions senior leaders may use to remedy the situation.

involved in value creation within a firm will be more tightly connected to others. Customers

The rational goal model emphasises control and an external focus and views planning, goal setting, productivity and efficiency as effective. Innocent employ experts in all areas from web designers to nutritionists to sales representatives which means everyone works in their specialized field to get the best possible outcomes for the company. This is important as in some

Organizations can have open or closed systems. Open systems interact with environment through giving and receiving information (Vogt, 2013). Contrary to widely held belief that organizations are closed systems, the virtue of the fact that they exchange resources with their environment qualifies them to be open systems. Public relations department is considered to be an open system because it interacts with the outside environment on a regular basis (Vogt, 2013). In closed systems all interactions and knowledge are transmitted within the system only. This hampers growth because the flow of information cannot allow for interaction with the outside environment (Vogt, 2013). Closed system organizations are known for setting up a hierarchy of offices, creating rules that guide performance, and separating personal and professional rights. Closed systems hold efficiency and control in high esteem. A company's production line is a typical example of closed system. Any deliberations from top level management or information from competing production lines cannot interfere with its activities (Vogt, 2013). Workers in that line are obligated to their tasks on that line with interference from any quarter. Research and Development within organizations like the computer organizations are a closed system because such departments do not interact with outside division. This is purposefully done to protect trade secrets and inventions from being leaked to competing

One skill that managers and leaders must be able to exhibit is the ability to motivate their employees. Administrators in all fields must find ways to hire, retain, and motivate employees (Kroth, 2007). Workplace motivation is a result of a set of internal and external forces that cause an employee to choose an appropriate course of action and engage in certain behaviors (Newstrom, 2015). Motivation also requires discovering and understanding employee drives and needs, since it originates within an individual (Newstrom, 2015). The beginning stages of motivation stem from the manager and their behaviors, and also the employee and their drive. As we know, people tend to develop certain motivational drives as a product of the cultural environment in which they live (Newstrom, 2015). Engstrom Auto mirror plant began to face a recession in productivity and employee motivation, while also facing a downturn in the industrial field as well. The plant adopted the Scanlon Plan, the plan was originated by Joseph Scanlon in the 1930’s in order to help small, distressed companies (Beers & Collins, 2008). Problems began to develop at Engstrom when the company began to redesign product lines to incorporate new technology. The long production delays resulted in alienated customers, and the plant manager lacked the proper knowledge in regards to the new technology. The plant manager was let go and Ron Bent was hired to attempt a turnaround. Bent and Hayley had confidence in incentive

The evolution of operations is both fascinating and stagnant. Smith’s idea of shifting the work to the worker versus the worker following the work from start to finish was revolutionary. This ideology allowed companies to keep up with the demands of customers, eliminating the ratio of one worker per product.

During the 1980’s and 1990’s there was a shift in organizational management style needs. The business operating margins between winners and losers doubled (Reeves, Deimler, 2011). Organizations lost their competitive advantage. This shift in management style is best exemplified by The Reform Through Changes in Organizational Culture. Businesses can no longer assume things will remain stable or they will enjoy longevity (Hitt, Keats & DeMarie, 1998). Technological advancements and greater business

The most importance sources of competitive advantage for MNEs are their affiliates. This is because affiliates establish a deep-rooted and long-term connection with their local partners and through this new knowledge information can be established. Such knowledge is implicit and is inserted in a particular context. Inserted or embedded knowledge itself is implicit and is also specific to a context (Pedersen, 2014). It is also entrenched in the inter-dependent activities of the employees and staff members who observe shared experiences as well as values. These traits cause more complexity and confusions in terms of barriers for transferability of such knowledge (Stephan, 2013). This affiliate embeddedness in relation with stakeholders within the business network actually opposes business contact made traditionally, in which firm used to make connections with only consumers and suppliers and relation used to end with the exchange (Lundan, 2002). Similarly, some of these relationships with affiliates are established gradually with the passage of time and thus higher level of

As the organizations need to maximize workers performance it is challenge to achieve the overall objective of the organization to adopt motivational strategies to its employees. Investment in workers through motivational strategies are made today for future benefits for an organization.

Employees are one of the most important assets in the organisation (Hume, 1995; Shields, 2007), it is believed that a lot of organisations and employers wish to maximise employees’ effort on its work and therefore enhance organisational performance. According to Armstrong (2012:50), high-performance is accomplished by well-motivated people who are prepared to exercise discretionary effort. Therefore, it is critical for the organisation to find a pathway to motivate its employees. Some scholars state that employee motivation can be encouraged by offering appropriate rewards and establish systematic reward systems (Amstrong, 2012; Pratheepkanth, 2011 and Manzoor, 2011).

The connection that they can have can be very personal which they can use to treat the organization as a big family. Although these solutions may require expending costs, this is an investment that has high return that can offset the losses the organization is incurring due to the absences and unproductivity of their employees on its present condition.

Achievement and positive employee confidence in the workplace. Employee satisfaction, while normally a positive in your organization, can also be a disappointment if ordinary employees continue because they are satisfied with your work environment.