Unit 3 : Organizations and Behavior

Assignment title: Motivation and Teamwork in organizations

Submitted by:

Chit Su Thwe

Content

No Content Pg

1. Scenario

2. Task 3.1

3. Task 3.2

4. Task 3.3

5 . Task 4.1

6. Task 4.2

7. Task 4.3

8. Conclusion

9. Reference

Scenario

In june2006 a group of 11 Samsung Electronics Co. employees pledged to do the last thing more

people desire just as spring bursts into summer; stay inside the drab room with small curtained

windows for the bulk of the next six weeks. The product planners, designers, programmers,

engineers had recently entered Samsung's so-called Value Innovation Program (VIP) Center, just

south of Seoul. They were asked to outline the feature and design of the company's mainstay flat-

screen TV, code-named Bordeaux. And their bosses had void to keep them posted their until they

had completed the assignment.

It's all part of a new mantra at Samsung" market driven change". In the past decade Samsung

has radically improved the quality and design of its products, Yun Jong Yong, Samsung's old

chief executive, now wants the company to rival the likes of Microsoft Corp, and IBM as a key

shaper of information technology. By 2010 he aims to double sales, from $85 billion last year to

$170 billion

How to make Samsung more innovative? One key initiative is the VIP center. Yun set the

program in 1998 after concluding that as much as 80% of cost and quality is determined in the

initial stages of development. By bringing together everyone at the beginning to thrash out

differences, he believed the company could streamline its operations and make better gadgets. In

the past two years, though, the center's primary aim has shifted to" creating new value for

customers." says Vice-President Lee Dong Jin, who heads the facility. Translation: Find that

perfect balance of cost, innovation, and technology that makes a product great.

If it weren't such hard work it might almost be fun. The center at Suwon, Samsung's main

manufacturing site, 20 miles from Seoul, is open 24 hours a day. House in a five-story former

dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a kitchen,

a gym, traditional baths and Ping-Pong and pool tables. Last year some 2,000 employees cycled

through, completing 90 projects with names such as Rainbow, Rapido, and Rocky. While some

teams wrap up their works within weeks, other projects drag on for months, and all division

leaders sign a pledge that participants won't return to their regular jobs until they have finished

the project.

The Bordeaux team shows how the VIP center works. The goal was to create a flat-screen TV

that would sell at least 1 million units. But the team member quickly discovered that they had

strongly differing opinions about what customers want in a TV. The designers proposed a sleek,

heavily sculpted model Engineers wanted to pack in plenty of functions and the best picture and

sound quality. Product planners were concerned primarily with creating something that would

beat the offerings of Sharp Corp., then the leader in LCD TVs.

Every steps of the way team members drew what Samsung calls " value curves." These are

graphs that rank various attributes such picture quality and design on a scale of 1 to 5, from

outright bad to excellent. The graphs compared the proposed model with those of rival products

and Samsung's existing TVs. The VIP Center specialists also guided the term in discussions

exploring ideas and concepts from entirely different industries, picking up hints about the

importance of the emotional appeal in the offerings of furniture makers and Hollywood. " We

wanted a curve resembling a wine glass, and a glossy back to make the TV fit in with other

furniture." says designer Lee Seung Ho, who worked on the Bordeaux project.

One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much for

its look as a piece of furniture as for its technological muscle. some members went to furniture

stores to figure out what made buyers tick, and discovered that the design of the set trumpets

most other considerations. So the group started shedding function in favors of form, cutting

corners on high-tech feature to spend more to make a TV that looks good even when it's turned

off.

The initial response is encouraging. In the last week of May(2006), Samsung inched ahead Sony

to become the No1 LCD TV brand in the U.S., garnering market share. Yun now says he wants to

become the top maker of digital TVs, including those using plasma and rear-projection

technologies, in the U.S. this year.

Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving them.

Under his stewardship, Samsung has transformed itself from an industry also-ran into the richest

electronics maker in Asia. Now it could also become the coolest if Yun can reinvest Samsung one

more time and get his engineers, designers, and marketers to dream up products such as the

Bordeaux and reality fire consumers' imaginations.

Task 3.1

Discuss the impact that different leadership styles may have on motivation in

organizations in periods of change

Leadership process makes revolutionary changes in organizations in last few decades. Research

shows that most of the successful organization depends on the strong leadership. Though

advancement of technologies companies workings are lot easier than before, but companies

which have strong leaders take competitive advantage.

Key role of today's organization now depends on how they are motivated. If workers are

motivated properly then objectives of the company can easily obtain. True leaders take the

responsibility to guide and motivate other workers.

According to Web, in last few decades the responsibility of a leader to motivate the workers is

far more than before. With the change of time different leadership style also adjust with some

more requirements. Motivation is the most important of them. In prior leaders just guided people

and controlled them in many ways. But now leaders control workers mind by giving them

motivation and inspiration.

There are different types of leadership styles and each type has its own impact on motivation in

work organizations and those are autocratic, democratic and laissez-faire leadership.

Autocratic leadership:

The autocratic leadership style is one which leaders have absolute power over their workers or

team. They tell people what to do instead of asking for employee's opinions or suggestions. For

example, Samsung use autocratic leadership because the company needs too or the tasks will not

be approved out inside the business. Samsung's autocratic leaders give employees their role and

responsibilities. This can give their business clear route but it may also guide managers to

overlook input from their teams. It is important when Samsung's business faces a critical

situation or when an immediate problem occurs that requires an urgent reaction. Autocratic

leadership style allows Samsung's managers to make most functioning decisions. For example, if

an accident happens in the Value Innovation Program(VIP) Center, manager might take control

to ensure a quick and co-ordinate reply, and they have the right to make the last decision.

However, Samsung's managers are attempting to convince their teams to accept their opinion.

Also their managers get the opinions of the lower staff before taking a decision. So if they did

not use autocratic then Samsung's wouldn't be run sufficiently.

Democratic leadership:

Although democratic leaders make the last decisions, they call other members of the team to add

to the decision-making process. For example, Samsung accepts democratic leadership to boost

job contentment by involving team members, and helps to develop people's skills. Under this

leadership style, Samsung's staffs feel esteemed, that is why staffs are encouraged to work hard

by more than a monetary remuneration. Samsung chooses leadership roles to staffs in the

organization so that everyone is clear about their responsibilities, to implement the strategic

decisions through efficient communication and doing a follow up on the employees to ensure

that they providing quality services. This increases team motivation and encourages creativity.

Laissez-faire leadership:

"Is a style where the manager observes that members of the group are working well on their

own". Samsung's managers adopted laissez-faire leadership, where they give all authority and

power to the employees and they must determine goals, make decisions, and resolve problems on

their own. Working under laissez-faire leadership style, employees can improve their

communication skills, teamwork skills as well as enhance loyalty and responsibility.

Task 3.2

Compare the applications of different motivational theories within the

workplace

Motivation is a psychological process of influencing and controlling peoples mind in a certain

direction. Motivational theories and its criticism are:

Frederick Herzberg's theory

Frederick Herzberg developed a two factor model for motivation. His proposed two factors are

maintenance factor (work, responsibility, promotion, growth etc.) and motivation factor

(payment, strategies, environment, job salary etc.). It suggests that if the companies fulfill the

maintenance factors then employees will automatically.

Criticism

This theory just focused into one factor. But it is not accurate in all occasion. Especially in this

competitive world if organizations don't focus on all needs and rights of workers, potential

workers don't stay.

Merrill and Reid theory

This theory identifies four personal styles like driver (Action based), expressive (Perception

based), amiable (Relationship based),analytical (Thinking based). The environment and the

structure of the company will set in such a way thus it can fulfill those personal styles.

Criticism

Only personal styles cannot fulfill the demands of employees.

McClelland's Theory of Motivation

This theory suggests that making connectivity in the workplace can structure the needs of

employees. Achievement, power and affiliation are three basic styles of this motivation. When

worker used to get these, they can improve their performance.

Criticism

If this theory is inaugurated then control will not be centralized to the authority.

Task 3.3

Evaluate the usefulness of a motivation theory for managers

Motivation is to encourage people to work, independently or in teams in the ways such as to

create best results. It is the desire to apply high levels of attempted towards organizational aims,

conditioned by the attempts and capability to satisfy some individual need. Motivation is apply

to the whole class of drives, desires, needs and wishes. Managers motivate their subordinates is

to say that they do those things which they hope will satisfy these desires and compel the

subordinates to perform in a desired method. The most important task of management is to

motivate others. It comprises the abilities to communicate, to set an example, to challenge,

encourage, getting feedback, to develop and train, to inform and to provide a just reward. See

motivation process on.

Employees have to be treated with diligence. The manager has to stay friendly as well as

maintain a level of distance with his/her staff. It is a tricky ground to tread. The staffs look up on

the manager as their leader. They expect maturity, rationality and understanding from their

superiors. Simple things like calling people by their first name, chatting or even a general inquiry

about their well-being, brings in a feeling of belongingness. All the employees in the

organization vibrate to a different place. A treatment that motivates one may not motivate the

other. Understanding the difference in character and temperament in between the individuals is

important. Managers set reasonable goals. Planning too high task creates a feeling of non-

achievement, right from the beginning itself. The goals set should be such which looks feasible

to the staffs to be achieved. A slightly higher target than expected provides a challenge.

Task 4.1

Explain the nature of groups and group behavior within organizations

Two or more people of an organization make a group. It is the interaction among people.

Member of a group can easily influence others. Groups can be formal or informal. Formal groups

are formulated according to the rules of company like management group, director group, project

group etc. But formal groups are formed with the interrelation among people. Group can be

developed by some stages like formation, storming, norming, performing and adjourning.

(Millegan and Kris, 2003)

A group of people behavior is similar in lots of case. Thus there is a mental match among the

people of a certain group. Within the organization if a group people wants then they can create

major impact in the organization.

Group membership can fulfill certain needs and demands. Another important part is the group

leadership. In formal group there is a group leader who dominant others. Group behavior can

gives up the spirit p the skills of the workers.

Task 4.2

Factors that may promote or inhibit the development of effective teamwork in

organizations

A group of two or more people when works to achieve specific goal of an organization is called

teamwork .Several factors which promote or inhibit the development of effective teamwork are

given below.

Training

Proper training must make an employee more accurate in his or her work. It upholds the

perfection of critical situation.

Delegation

If a worker is well known about his own responsibility then it makes the job much easier.

Otherwise situation may be scattered.

Patience

When any worker of a team cannot control the emotion then it may affect other team member's

performance.

Incentives

To enhance high performance, people of a team need to get some short term or long term

incentives.

Motivation

It always increases the potentiality of a worker otherwise teamwork may hamper or looks very

much pedestrian.

In the given case we realize how well Samsung execute their teamwork. The managers always

gather information about customer's choice and quickly give that information to headquarter.

Thus its designer can make new model for the desire of customer. Samsung focused on flexible

and integrated organizational structure. It avoids rigid structure thus worker can operate

smoothly. Its workers have exclusive communication among them which promote their effective

teamwork. Concisely if we approach total procedure of Samsung it is very clean that its team

spirit and rules of communication is very flexible and authentic.

Task 4.3

Impact of technology on team functioning within an organization

Technology is the most effective equipment in this world of globalization. Advancement of

technology enhances the teamwork. Without the development of technology no organization can

coordinate team functioning. It creates the acceptance towards customers. If we compare with

Samsung companies technological view it will be lot more easily. In the beginning of Samsung

company, there was doubt that weather they can stay in the competition. But because of its

technological advancement and proper strategy now it is one of the best electrical organizations.

Samsung invents new addition of technology day by day like galaxy tab, i-pod, smooth monitor

etc. in its working place it also gives proper support to its employees. Thus they work flexibly

and coordinate with each other smoothly. Technological support makes a proper blend of

accurate team functioning in Samsung.

The use of new technologies can improve and in some cases hinder team functioning. As

technology changes teams must update and maintain their knowledge in order to function

effectively. E-mail, Mobile phones, groupware and computers are technologies which have

improved team functions within an organization. Samsung use these technologies to improve

team functions. Email allows staffs to communication with each other from different place which

means that Samsung team members do not need to be in the same place at the same time in order

to communicate effectively. They use mobile phones because it allow teams to communicate

even when team members are out of the office or otherwise unavailable.

Conclusion

Many information systems departments themselves are also discovering that they can stimulate

improvement in overall company performance by integrating information systems to internal

structural change. To do so involves establishing self-directed work teams with more

responsibility and freedom. They found that the original support provided by their systems and

information systems staff did was not aligned with the way that the company did business.

Because of their good teamwork under the leadership of Vice-President Lee Dong Jin in

company organization, Samsung can achieve their goal of double sales to $ 170 billion by 2010

and to become the top maker of digital TVs near soon.

Reference

Stephen P Robbins, Bruce Millett, Terry Waters-Marsh, Organizational Behavior,

Prentice Hall (2004),ISBN 1 74103 012 9

John Hayes, The Theory and Practice of Change Management, Palgrave Mac Millan

(2007), ISBN 978 1 4039 9298 7

Handbook of  Organizational Behavior,  Robert Golembiewski, ed.  2nd. Ed. 2001 (KSL

Core Ref. HD 58.7.H355)

Handbook of Organizational Performance: behavior analysis and management.  2001 C.

Merle Johnson et al., eds. (KSL Stacks  HD 58.7 .H364 2001)

IEBM Handbook of Organizational Behavior, Arndt Sorge and Malcolm Warner, eds.

1997   (KSL Stacks. HD 58.7 .I43)