Consolidates Life’s case study reveals a variety of cultures both before introduction of the authoritative leadership style of the new divisional vice president Jack Greely and after it. Consolidated Life underwent a reorganization required the employees to be more flexible and accept the changes those were going within the organization. Therefore, the company followed a basketball team culture, at least for the team under the supervision of Mike (Jones et al. 2014). Rick Belkner, as a whole allowed the organization to follow a free style culture, which in fact gave space for the leadership of Mike who followed participative style of leadership. Introduction of Greely started the fortress culture where employees were instructed to follow the rules and regulations of the company (Ramezan and Ramezan 2016). He gave preference to rules and his own authority over performance, leadership qualities, satisfaction and employee retaintion.
There organizational culture of Consolidated Life was influenced by the laissez-faire style established by Rick Belkner, which allowed Mike to apply his participative leadership style, which resembled the Semco Model applied by Ricardo Semler. Mike’s leadership style created the flexible environment, which enable reorganization in the company. The greatest influence on the organizational culture was that of Jack Greely who changed the liberal work culture of the organization. He brought Rick to report to him and made all the employees follow the organizational rules and the employees lost their important position they held in the company’s framework.
It is clear from the case study that the authoritative style of leadership of Greely was not suitable for the insurance company, which requires a more dynamic decision-making process and involvement to all employees. The organization culture degenerated down into a fortress culture which created insecurity among the employee and did not give due importance to customer satisfaction. In order to change the cultural environment of the organization, the organization must adhere to the needs of the workers in the organization. They must establish a sense of emergency in the firm. This would help the firm in taking decisions precisely and act towards the current needs and wants of the staff members. Adhering to the needs of the workers would provide the organization with the incentive of gaining staff loyalty towards the firm. The surrounding of the organization needed some current changes that could have been sorted with the help of a structured policy for the betterment of the workers.
The level of job satisfaction of Mike showed shift from a high level to a low one as the organizational culture shifted from an employee oriented one to a boss-oriented one. The flexible and liberal organizational culture allowed Mike to perform which gave him immense job satisfaction. Greely authoritative style did not allow Mike to take credit of his achievements, which left him with a low job satisfaction.
Mike was not satisfied working under the authoritative Greely because he and his fellow employees were deprived of recognition of their contribution. He and his team were initially affected by the lack of satisfaction and initially and made mistakes. However, Mike being an excellent leader framed methods to overcome hindrances and challenges posed by the unfavourable culture. They improved their performances and even earned customer recognition. Mike became the most eligible candidate for promotion but failed because authoritative Greely did not like him.
The employees at FAB sweets lacked coordination among themselves and hence lacked motivation. The process theory of motivation that must be applied in the organization would be expectancy theory. Expectancy theory helps in proposing an individual to act in a certain manner as per their motivational levels. The motivation approach would help them to act in a certain manner. In order to address to the expectancy theory of motivation, the organization must adhere to three variables within the expectancy theory. These three instruments could be listed as valence, expectancy and instrumentality. The expectancy link would help in ascertaining the efforts of the workers of the organization that would result in the attainment of the desired performance. The expectancy link for the workers would be a framework to measure the performance of the employees. The instrumentality link of the theory would adhere to the reward system that would be associated with the performance of the workers. It should decide the desired level of performance for the workers and should reward the employees who exceed their desired performance yardstick (Taylor 2014). The workers in the two divisions, production and packing should receive compatible awards because, according to the theory of equity, peer achievements affect performances of the workers (Kaplan and Atkinson 2015). Valence link would help in gaining the values of the individual places on the rewards of an outcome, which is based on their needs, goals, values and sources of motivation. The value that the worker would place to the reward systems generated would help in stating the valence of the motivational theory.
Rewards and job design increase the motivation of the employees and encourage increase in the productivity. The workers in the FAB Sweets do not have proper idea about their job and they escape from their responsibilities. Lack of streamlining the jobs, assuming them to be easier than they actually are and the lack of rewards provide the employees no impetus to work. The reward system that must be associated with the organization should be based on the merit pay scheme. This reward system would provide the incentives to those individuals who would have the ability of showing improvement in their duties and attain more than the settles benchmark for the staff members. This would help the other members to feel motivated and maintain the urgency of performing better. This reward system would help in generating the feeling of responsibility and high standard performance among the individuals associated to the firm.
The job design should be mechanistic in nature in the sweet factory so that every step leads to the next, making every employee dependent on the previous and successive employees. The job design of the candy factory is dependent on the machines, which needed replacement. The company should buy or hire new machineries which will accelerate production and reduce wastage of time and materials. It will enhance production of sweets and help the managers meet their productivity targets and get rewards, thus motivating them as per the rewards system approach. Again, the managers will in turn motivate the supervisors who will pass down the motivation to the people actually involved in production and packaging. The management must view the issue of outmoded machineries prone to regular breakdown and replace them with new ones to better the job design. The communication and coordination between the employees will also enhance the organizational culture and smoothen the work flow, thus increasing productivity.
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