Managing People

Introduction

Managing people is one of the challenging tanks in a company. But management has many interpretations and differs from one manager to another. It is important for a company to fill the key positions with managers with social and human skills, technical competence and with the ability to assert oneself (Cuban, 1996). Also understanding of motivation and group influencing is a required ability of an effective manager. So far, the style of management influences employee’s behaviour and attitudes (Mullins, 2002).

In combination with managing people the term motivation is often used to improve organisations and its performance. To understand motivation, management has to understand the human natural itself, whatever the nature of a person is simple or complex. A lot of competing theories try to analyse the motivation at work, but each individual has its own needs and expectations (Anonymous, 2004). The driving force between an organisation and its members is the concept of motivation. Employee’s goals and the company’s objectives have to be in balance. The understanding of peoples needs, fears, dreams and expectations and what their true motivation is, is the key problem, a company and its managers are faced with (Cuban, 1996).

The aim of this assignment is not to discuss different approaches of motivation but rather to show what the right implementation of motivation by managers and the company itself can influence and improve in special fields (description of the company in Appendix A).

Motivation influences nearly everything in a company. Heatherfield (2003) mentioned that every person is motivated. Only the company has the challenge to create a motivating environment. But there is no way “of-one-size-fits-all” approach. The management has to develop strategies for motivating every one in the company. If an employee is not motivated, his work reflects his attitude and lack of the performance is predetermined. Only when people feel inspired and contented whit their job or working conditions the productivity rises (Messmer, 2004).

The treating company is one of the leading machinery manufacturer worlds wide. But also this company competes for economic survival. More and more competitors press into the market and make continue growth difficult or even impossible. One of the starting point to improve the organisation and to “build a winning” team is to improve the relationship between the company and its members (Mullins, 2002). The organisation has to build a competitive advantage to withstand competitors. With a “one step ahead” management the company can benefit from the head start (Gilgeous, 1998).

As a result of the current major problem of demotivation in this firm, the following organisational context tries to show where the problems are.

The current situation in this company is that nearly everybody is demotivated. The major problems are job stability, remuneration, team frictions and absence of empowerment. All these factors nip every small flame of motivation in the bud.

Due to economic decreasing times, the company struggles with competitors and a lot of orders get lost. So, more and more blue and white colour workers were sent into short time work and even about 20 workers had been discarding because of the bad order situation. Also several qualified mechanics and employees in the R&D left the firm because of team frictions and disaffection with the later mentioned problems.

Another demotivating aspect is the remuneration. The last factory agreement constituted that Christmas bonus is cancelled and that overtime is no longer paid-off. Numerous manual workers bargain for the extra money. And in some sections, where a lot of work have to be done, especially in the quality assurance, the workers object overtime working.

Team frictions are a prevailing problem in the manufacturing area, especially in the welding shops. Personal discrepancies lead to bad spirit and loss of teamwork. Workers don’t talk to each other, or even blaspheme behind rear gunner’s back.

In addition to this, in the R&D Empowerment and job satisfaction is other current problem. The management is very hierarchical. Everything is controlled and restricted. Self determination and responsibilities are constricted.

Also working conditions especially in the foundry areas are not adequately and should be observed.

As on can see, a lot of problems are occurring in this company. The following paragraphs show a starting point of improvement how the management can build a winning team and lead the company back to the road of success.

All these demonstrated problems are concerned with motivation of people. Regardless of which issue, the major problem is to motivate people the right way to do their best, adapted to the economic and personal situation.

Because of word and time limitation, the author narrows this assignment to present short suggestions of improvement for staff turnover, remuneration, empowerment, job satisfaction and working conditions. The problem of team friction and its effects will only be mentioned marginal.

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