Enterprise Week

Enterprise week was very successful and I managed to attend four events as well as entering the apprentice challenge.  The event I will be evaluating is ‘Ella’s Kitchen’. Ella’s Kitchen was held in the old board room and was two hours long.  The gentleman presenting was the founder of Ella’s Kitchen and he was very interesting to watch as he was so enthusiastic about his product, baby or children’s food which has a target audience of both the child and the parent. Ella’s Kitchen was rather intimate and Paul Lindley was very inspiring as he had given up a well-paid job and re-mortgaged his house to begin his journey to achieve Ella’s Kitchen.  He was extremely passionate about the products he sells and described how to get to where he is now took many long nights experimenting with different fruits and vegetables to produce the unique products he sells today.  His presentation skills were also fantastic as the whole presentation consisted of pictures, logos and symbols which made you concentrate on him and what he had to say.

The event taught me that you have to work extremely hard to achieve your goal but if you truly believe in your business idea or goal once you reach it the satisfaction will be incredible.  I feel Ella’s Kitchen was the most successful of the four events as the presentation was very entertaining and interesting.  Ella’s kitchen left me not wanting to leave the room even once the presentation was finished. Paul Lindley truly believed in his product as it helped his children lead a healthier life as well as others out there, he gained his idea from his own experiences of being a parent and developed his product around these.   He explained his journey of starting his own business and made it relevant to his audience for example talking about the recession and explaining that many successful businesses started in a recession:  Burger King, Disney, Microsoft, IBM.  He also used the quote ‘Starting any small business during a recession is a baptism by fire, but if you can survive, you will thrive as the economy recovers.’  This really shows that those who want to start a business should not be disheartened or hindered by the recession. I feel Ella’s kitchen could not have gone any better as he delivered an outstanding presentation, took the time to answer questions and then afterwards talked to individuals and was interested in their experiences and ambitions.

The presentation made me want to start my own small business about something I am really passionate about.  I am very fond of animals and it got me thinking about starting a small petting farm, as long as I found a unique selling point and really worked hard then it could be successful even in a recession.  The Ella’s Kitchen presentation was really inspiring and started making set high ambitions as Paul is an ideal example that anything you set your heart on is possible. 

Conflict

Conflict is a divide or disagreement between one or more people within a group.  ‘Conflict is apparent when at least one party perceives that it exists and where an interest or concern of that party is about to be or has been compromised or frustrated,’ (Brooks, 2006).  Conflict can have huge emotional effects on people in the work place and can result in staff resigning or being very depressed at work.

In my own experience I have come across conflict when working on a group assignment.  There were five members in the group and organising times at which the whole group could meet to participate in research, data input and writing the report was very difficult.  When dates were agreed some group members still didn’t turn up or were late, this causes conflict as some members were putting a lot more effort in than others.  The work was very rushed at the end just before the deadline because of delays caused by some members and the work was probably not at the best standard it could be.  The way the conflict was resolved was by the more responsible members to take more work upon them to proof read, put the report together and correct errors.  The members that were doing this however were very frustrated as they were doing work that gave the rest of the group a higher grade that they did not deserve.

Sources of Power

Coercive Power - This is when an authority is created through fear and minimising free will.  Threat and punishment is used to influence the fear.  This power is enforced by the expectancy of punishment if a task is not achieved efficiently and correctly.

Reward Power – This is when rewards such as bonuses, pay rises, employee of the week and many other rewards are used to enforce power and authority over employees.  The managers or team leaders have the power to reward people that are achieving, this is very motivating as many people want to do their best and be recognised for it.

Expert Power – Is when someone has the respect from others because they have the knowledge and expertise and specialised skills.  Therefore they can influence the behaviour of others in the organisation through having more knowledge than the others.

Legitimate Power – This is when power is established because of the hierarchy system within an organisation.  A person’s role or job title is higher up the chain of command.  This power comes with more responsibility however is those tasks are not met the power will decrease.

Referent Power – This type of power derives from others identifying you as a more senior member of staff; your identification as manager, captain or chief.  There is an expected image of a person with this authority and the person in its role should be charismatic, confident and have courage.

Strategies to Overcome Conflict

Human resource management policies and procedures should be in place for all organisations; this is so that all pay and opportunities are fair.  HRM are there to see that all job positions are filled correctly and one person is not taking on extra work that is not in their job description.  They are there to insure regulations are abided by and deal with performance issues when relevant.  They are a main body there to ensure everyone is doing the job they are supposed to and are working in an enjoyable environment.

A good way to keep conflict at bay is to have good communication, this means any employees can discuss problems before they turn into conflict that effects the way people work and the environment of the work place.  Progress meeting can be put in place with management to evaluate how the employee is doing this should be done as frequently as needed and increased in some situations.  Involvement in decision making can help reduce conflict as then departments or teams are working together and feel they have input, this creates a democracy and usually is a good way for everyone to feel involved and have responsibility.  In autocratic environment generally subordinates feel they have no freedom of speech or responsibility and are not valued and usually encourage conflict.

Goals and objective keep a team focused and able to understand the task ahead of them, this is a great motivator and keeps employees positive.  If everyone is clear of their individual task and how it fits within a team’s objectives they know what is required of them and can achieve it will minimal problems.  If a task is unclear generally people will become agitated and unsure so will begin to dictate to others about what they should be doing or will question others in their team and conflict begins to start.

When personal life becomes hard for example a close member of the family has died then emotions will be very present in the work place, if a member of staff comes back before they have grieved and cleared their mind and body of these strong emotions then usually they will react with anger to simple questions or concerns.  Therefore a member of staff that is suffering personal problems should have suitable time off to allow time to regain a calm state of mind.

When offered a job a disciplinary method should be presented to you and this is applicable to all members of staff within the organisation.  Knowing this method of discipline allows staff to understand the procedure when inappropriate behaviour is encountered in the work place.  It is also fair as each member of staff is dealt with in the same way when it comes to discipline.

In conclusion conflict could easily be present in the work place however most organisations use methods such as disciplinary action, goals and objectives and communication to prevent it from being apparent in their company.  These preventatives are essential as without them conflict would be present and workers would become unhappy and demotivated in an argumentative or tense atmosphere at work.  Having procedures in place means employees are clear of the consequences of bad behaviour or poor work and therefore everyone is treated fairly.

 References:

http://www.tpub.com/content/advancement/14144/css/14144_68.htm

http://www.businessdictionary.com/definition/coercive-power.html

http://www.businessdictionary.com/definition/reward-power.html

Leadership

Leadership can often be confused with management however there is a different.  ‘Management is the running of an organisation or part of it, consisting of three main components: an organisational skill, an entrepreneurial sense, and the ability to get the best out of followers.’ (Oxford Dictionary,2009) ‘Leadership is the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.’  The difference between the two is in the way the manager or leader works with other people, a leader is very much a part of a team and will communicate informally and is there to motivate and encourage the team.  A manager however is usually separate from a team and is in charge of it and analyses it; the relationship is more formal and it is the managers responsibility to meet targets and organise the team to reach these.  There are many sorts of leadership styles: autocratic, democratic and laissez-faire.  Autocratic leading is when a person has power and will tell the rest of the team what they need to do and they have to go and do it; this is a very managerial style.  Democratic is when both the followers and leaders are involved in the decision making and the tasks and problems are solved together.  Liaise-faire is very laid back approach and the leader will let the team do what needs to be done in their own time and in their own way.

Managerial Grid

Blake and Mouton (1964) used a grid to define two main behavioural factors of management.

·         Concern for people- this is how much the leader considers the needs of the team, their interests and personal development

·         Concern for production- this is the amount a leader emphasises high productivity, efficiency and objectives when challenging a task. 

There are five leadership methods produced from the grid, each will behavioural differences.

Country club- This leader is usually very concerned about the people they are working with and not so much finishing the task quickly.  The leaders concern is about the team being happy and as long as they are then the team will work hard.  This usually creates a relaxed working environment.

Produce or Perish – This leader is more concerned about getting a product or task finished quickly at a good standard and the people are just there to do the job.  The team’s basic needs are met but there is low concern for them.  This leader is very autocratic and strict.

Impoverished – This leader is very ineffective and has no ambitions to get the job done or create a pleasant working environment.  The leader has no motivation methods or goals for getting the job done.  This results in a work place that is unorganised and employees are unsatisfied.

Middle of road leadership- This is where both the concern for people and productivity is the same.  This may seem to be the Ideal balance however when only fulfilling each concern at a medium level not all the needs are fully met.  Therefore the team are satisfied with average performance and do not aim higher.

Team leadership – This is where both concerns are very high and the leader aspires to meet both needs.  A motivating and pleasant work environment is present and goals and targets are met.  The employees are dedicated to the work of the team and the organisation they work for.  There is lots of respect for the leader and tasks are met head on with enthusiasm and products are produced to a good standard and relatively quickly.

                When working for Fareham School of Gymnastics I feel the head coach Clare Parker was using the team leadership method.  I feel she approached her staff in a friendly manor and would allow you time off when you needed it and if other commitments came up.  The atmosphere within the gym was quiet but children were still talking and having fun.  There are lots of courses that can be taken to keep your knowledge fresh and keep you motivated.  There was definitely a high productivity as the club wanted to come back from competitions with medals and get good results from grades.  All staff is very committed to the club and there is a lot of respect for Clare and other members of staff.

"Oprah Winfrey is an example of what it takes to be a good leader because with almost every one of her endeavours, she is helping others. While Winfrey is probably most well known for her talk show, she has not let her fame or popularity prevent her from doing good things. In fact, she has used her position to help others in ways that many people are unable to do. Providing aid for orphans in Africa, starting an Angel Network, and opening an academy for girls are just a few examples of how Winfrey is a natural leader that can take almost any idea and turn it into something that will benefit others as well as herself. "

            The article above is about Oprah Winfrey being a good leader, the article is very persuasive and correct because Oprah has helped so many people and addresses them in a respectful way.  Oprah’s leading method is very democratic as on her T.V. show she does not tell people they are doing something wrong she discusses and helps them to lead a better life and solve the personal problems they have.  From the managerial grid Oprah has country club leadership concerns, she is very concerned about people and not so much productivity, however she does host a show and works very hard to keep it on time and at the high entertainment standard it is at.  Therefore she may also have a team leader approach to other members in her team at the time.  Oprah Winfrey is a very successful woman that had a hard childhood and worked very hard to change her fortune around, therefore is a very good leader to people she works with directly but also the public that watch her show!

In conclusion leadership is different to management however a lot of the difference is in the way the leader approaches the team and therefore not just because of a different job role.  There are three types of leader: autocratic, democracy and laisseze faire.  Blake and Mouton’s management grid defines how leaders work within the work place.  The best type of leader has both high concern for people and productivity and that is ‘Team Leader’.  Different work places will require different types of leaders depending on the job or task needing to be achieved.

References

http://www.academon.com/Persuasive-Essay-Oprah-Winfrey-is-a-Great-Leader/61615

http://www.mindtools.com/pages/article/newLDR_73.htm

Culture

Culture is hard to define; even within the English dictionary it has four definitions.  ‘the arts and other manifestations of human intellectual achievement regarded collectively,’ ‘the ideas, customs, and social behaviour of a particular people or society,’ ‘Biology the cultivation of bacteria, tissue cells, etc. in an artificial medium containing nutrients,’ ‘the cultivation of plants.’(Oxford Dictionary, 2010)  The most relevant to the culture spoken about in this blog is the second quote.

Organisation culture can be defined as ‘a body of learned behaviour, a collection of beliefs, habits and traditions, shared by a group of people and learned by people’ (Hofstede, 1984).  This quote is very similar to the second from the Oxford dictionary and can be related to many organisations.  T.G.I Fridays is an American restaurant and has been brought overseas keeping the American culture.  The decoration in the restaurant is very American with objects from traditional sports and American history, the television is of American activities such as surfing, rodeo and baseball.  The food on the menu is mostly meat and it comes out in large portions and with refillable drinks an American idea that is slowly spreading into the British culture.  The load and bolshie birthday singing is how the Americans are stereotyped and it seems it is correct!  The music is country and helps set the atmosphere of being in America itself.  Starbucks is an American Company that has introduced its own culture into the coffee shop, when ordering the size of your espresso, frappuccino or mocha it will be ‘ tall, grande or venti’  This is a measuring system introduce by themselves a culture of their own.  As a customer to these places you will feel a sense of their culture through the atmosphere an behaviour of the employees.  However the culture is not only important to the customers but even more so to the employees, the culture is the atmosphere they have to work in. 

The organisational Iceberg (French and Bell, 1990)divides formal organisation and Informal organisation, the formal aspect being those that are easy to see and understand such as the mission statement and goals of the company and the informal being the unwritten attitudes and beliefs of the company that will take a while to discover and come to terms with.

As an employee you can see the top of the iceberg straight away which you would most probably discover while researching the company before an interview and then the rest of the iceberg is not seen until after you have been employed and are working within the organisation. 

A very similar theory is the ‘Onion Theory’ (Schein, 1992) this theory is the same in that it is represented in layers and the outer layer refers to the top of the iceberg and formal organisation, however this theory is split into three layers:

·         The outer layer being the formal, visible aspects such as Mottoes, dress code and dress code. E.g The dress code of T.G.I.’s is braces with badges on them and the red and white striped shirt.

·         The middle layer being a mix of formal and informal, values and beliefs such as teamwork, integrity and community.  E.g The community built around Cadbury’s for its workers

·         The inner layer is the informal and basic assumptions, the roots of the organisation and its history.  E.g. The Body Shop is against animal testing for all its products.

Four Types of Culture (Handy,1993)

·         Power Culture

·         Role Culture

·         Task Culture

·         Person Culture

Power culture is usually found in small or medium organisations where one individual is in control.  In a culture like this teamwork is rare and therefore one person will react quickly and make fast decisions.  There are few rules and processes put in place to follow and initiative is needed.  Although speed is important in most organisations it can leave employees exhausted and demotivated leading to high staff turnover.

Role culture is very popular in companies today and is typical of a bureaucratic organisation.  The employees are divided in to functions and within that team each individual is assigned a particular role.  This type of culture is very specific and employees work to their job description which increases productivity. 

Task culture is very useful in project based companies.  Employees are in a team which encourages motivation from bouncing ideas off one another.  There is lots of flexibility in this sort of culture as a task is set and it is up to the team how they achieve the task.  The employees are able to make decision and have responsibility while working within a team. 

People culture is based around an individual; the organisation exists to serve the interest of those within it.  It is often in organisations such as a charity or barristers and architects. 

An organisation may change its culture due to new technology, growth, new market services, new services or new employees for example new chief executive.  It may also be hard to categorise a company into just one of these cultures as its employees may often have a specific role however on occasions have to work with a team all working on the same task.  Also there may be a power culture because one individual is dictating to a team of workers underneath them on the hierarchy however the roles may be specific and they do work individually on their specialised job but again this is a mixture of two cultures. 

In conclusion there are many theories that define culture within the work place.  French and Bell define it in a way that splits the company into two sections which most people will have experienced when starting a new job and slowly understand the company culture more and more as time goes on.  Schein’s theory describes culture in three layers and can be related to many companies.  Once again it is very similar to French and Bells iceberg theory in the fact you cannot truly discover a company’s culture until being employed there a while.  Handy’s theory however is very different and defines culture through the way the employees work, whether it is in a team individually or a mixture of both.  All companies have a culture and as a customer you may see parts of the culture or feel the atmosphere however once an employee within the company the culture is a lot more obvious and the way in which the company is structured and works is culture on its own.

References:

http://www.oxforddictionaries.com/definition/culture?view=uk

http://www.google.co.uk/imgres?imgurl=http://www.sawitfirst.co.uk/media/onion

http://www.learnmanagement2.com/culture.htm

Content and Process Theories

The evaluation of motivation is broken down into two contrasting approaches: content and process theories.  Content theories are concerned with why an individual chooses a particular course of action, and what motivates them.  Process theories are related to actions taken to motivate people and how they do it. 

                ‘Content theories attempt to explain those specific things that actually motivate the individual at work.’ (Mullins, 2010)  These theories identify what it is that makes a person want to achieve, what needs, relationships and security they want out of life and work.  Many of these theories can be compared to the work place as well as real life situations.  It emphasises the needs of a person and how they become motivated because they need certain things to live and survive.  In some cases people will only meet the necessary needs to live and others will aim for higher goals as they are more motivated. ‘Process theories identify the relationship between the dynamic variables that make up motivation. Process theories place emphasis on the actual process of motivation.’ (Mullins,2010) These theories are not specific to one writer but many as over the years the theories have been improved.  Process theories include: Expectancy theories, equity theory, goal theory, and attribution theory.

Fareham School of Gymnastics is an organisation that aims to conduct gymnastic lessons for all ability children and teach both everyday skills such as coordination as well as develop specific gymnastic skills within a safe and fun environment.  The organisation is a community of people that are very dedicated to the club and are passionate about the sport.  This love for gymnastics is a huge motivator however the atmosphere of the club is very much a motivator as well.  A club that did not have a friendly approach between staff and the work place was loud and hectic staff would become demotivated and the cons would eliminate the pro of the love of the sport.  At Fareham School of Gymnastics employees have the opportunity to develop their knowledge and skills by attending courses with the support and guidance of the club, this can be related to Vrooms expectancy theory:

Vrooms expectancy theory in founded on the idea that a person’s performance will be influenced by the outcomes or rewards of their actions.  Expectancy is the chosen course of action a person takes to reach an outcome the behaviour that is chosen is not only influenced by the outcome but also by the likelihood of achieving the desired outcome, a person will have a perception of how probable the outcome is.  Instrumentality is the action or behaviour that is undertaken to reach positive outcomes.  This can be categorised into first-level and secondary- level outcomes.  First level outcomes are those that are a direct result of the performance, for example when under taking an exam due to lots of revision the exam is passed.  Secondary-level outcomes are such that fulfil needs such as praise or promotion.  Valence is the ‘attractiveness of, or preference for, a particular outcome to the individual.’ (Mullins, 2010) It is the feeling of satisfaction from an outcome.

This theory can be related to Fareham school of gymnastics as when attending a course there is an expectancy to pass the course and a degree of effort needs to be input to show a good performance both practically and theoretically at the course to achieve the desired outcome.  Going to competitions with gymnasts can also be related to Vrooms expectancy theory as there is an expectancy to come away with medals however to achieve it lots of training time, conditioning and practice is required for the gymnasts to perform well on the day and hopefully walk away with the medals that they deserve.  Both gymnasts and coaches will have a feeling of satisfaction if this is achieved.  The gymnasts will have a sense of both first level and secondary level outcomes as first level achievement will be from the medals and secondary level outcomes will be from praise off the coaches, parents, friends and peers. 

Motivations theories can be recognised in the work place and a variety of theories are prominent.  Within Fareham School of Gymnastics there is a community feeling and the employees are very motivated by the work they are doing as they are interested and passionate about the sport, this satisfies their intrinsic needs.  Vroom’s expectancy theory is relevant as all employees have an expectation of what they shall receive, this acts as a large motivator because they expect and want great results at competitions for the club and without a large effort being put in by staff this will not be achieved.  The company can relate well to Vrooms theory and adopt good motivation schemes and leave their employees satisfied and wanting to work hard for them and for the company. 

MOTIVATION

Maslow's Hierarchy of Needs

Maslow’s hierarchy of needs is based on a pyramid of needs that people have which they pursue, these needs drive motivation.  The pyramid can be related to both work and personal life and depending on the situation and time a person will rise and fall between the levels on the pyramid.

There are five levels on the pyramid:

Self-Actualisation- Challenging projects, learning and creating at a high level.

Ego/Esteem-         Decision making, confident, achievement and respect

Social-                    Friends and family, belongings and sexual intimacy

Safety-                    Secure employment, property, family, health and resources

Physiological-       Basic needs to survive, shelter, food and water, sleep, homeostasis and excretion

My Motivation

I was motivated to attend Buckingham New University to study Business Management as in the near future I would like to own a small farm park.  To be able to make this happen I felt I need to study business as I already have the animal knowledge.  I feel on Maslow's hierarchy I definitely have reached Social and am slowly reaching Ego/ Esteem on the pyramid.  Here is how Maslow's hierarchy is relevant to me at university.

Physiological needs

My physiological needs are met at university as I am living in halls and have a maintenance loan which allows me to pay for shelter and buy food and water.  I have a bed, bathroom and kitchen which means I can perform basic needs.

Safety

I feel safe and secure as I have signed a contract for brook street halls for a year.  My studies are secure as I have successfully enrolled on the course and I have the resources for my course and to live.

Social

I chose Buckinghamshire New University as I am only an hour away from home and this is because I am close to my family and friends and want to be able to visit them frequently.  I have also made friends in my halls and on my course.

Ego/Esteem

I feel I am slowly entering this level as I am becoming more comfortable with the work and the course as this is a new subject for me.  As work is set, feedback and grades are given I feel my confidence will grow as I will have more understanding of my achievements.

Within the next three years while at university I think my motivation will only increase and I learn more as I am set more challenges, within the first month I feel I am already very motivated.  This has not always been the case. 

When living in USA I was employed by American Eagle, although the quality of the clothes and the shop is really good as an employer I was not very motivated.  I am able to apply Aldefer's ERG theory and understand why.

E- Existence needs.  These were met as I lived with my parents and had a house with working bathroom, kitchen and bedroom where I was able to perform basic needs.  However my employment did not have set hours, so although my job was secure I could be given different amounts of hours each week which would mean I had a variable income.  My hours were also given to me every week so it was hard to plan my social activities, which affected my relatedness needs.

R- Relatedness needs.  Not having the ability to plan my social activities meant I would sometimes miss out on activities with friends.  Also being in a foreign country and not going to high school meant making friends was hard to do.  The staff at American Eagle also changed frequently meaning establishing friendships was difficult.  My parents and I were living together however I did miss other parts of my family.

G- Growth needs.  There were challenges set such as credit card targets to sell however I would never have had a credit card with the company so didn't truly believe in the product I was selling which made it hard.  The daily tasks were basic such as folding clothes and trying to sell clothes/outfits to customers and I didn't feel motivated by these tasks.

I felt more motivated when I was moved around the shop more often and given different jobs such as meet and greet, I enjoyed this as it was easy to start a conversation with customers as they enjoyed my accent.  Also working in the back was good as it was a change to being on the shop floor every day.  Having set hours would have really changed my attitude towards work because I would know how much money I would be earning each week and could plan my social life a lot more easily.

All these theories that have been studied can be related to the work place such as Herzberg's two-factor theory some however like Maslow's hierarchy of needs also take into account lifestyle as well.  These theories were created a long time ago, 1950s, and may no long be relevant to the 21st century.  This is clear to see with physiological needs as many people live at home and their physiological needs are met by their parents and not because of their job.  The research bases for these theories are a very small proportion of around 260people.  These theories are very similar to one another and quite brief as many people can be motivated by much more specific things such as bonuses, training, share schemes and commission.