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Assignment 3: Teamwork and Motivation






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BUS 520
Assignment 3: Teamwork and Motivation
Imagine that you are the owner of a small manufacturing company. Your company manufactures a
commodity, widgets. Your widget is a clone of a nationally known widget. Your company’s widget,
WooWoo, is less expensive and more readily available than the nationally known brand. Presently, the
sales are high; however, there are many defects, which increase your costs and delays delivery. Your
company has fifty (50) employees in the following departments: sales, assembly, technology, and
administration. Write a five to six (5-6) page paper in which you:
1. Design an organization motivation plan that encourages: a. high job satisfaction
b. low turnover
c. high productivity
d. high-quality work
2. Propose two (2) methods to motivate all of the employees in the organization. Rate these methods in
order of importance. 3. Propose three (3) ways to motivate the minimum wage service worker. Support
your suggestions with a motivation theory. 4. Analyze the relevance of the individual worker in today’s
organizational context. 5. Re-create and complete the following Individual Work to Teamwork chart using
Microsoft Office or an equivalent such as OpenOffice. The left-hand column is filled with terms that
describe an individual worker. Fill in the right-hand column with descriptive terms that suggest the
desired change in behavior from individual work to teamwork. Use Chapter 8 as a reference. Note: The
graphically depicted solution is not included in the required page length. Individual Work to Teamwork
TEAM MEMBER (change in behavior from individual to team member) Talks
Me oriented

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Department focused
Written messages
Short-term sighted
Immediate results
6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other
Websites do not qualify as academic resources. Your assignment must follow these formatting
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides;
citations and references must follow APA or school-specific format. Check with your professor for any
additional instructions. Include a cover page containing the title of the assignment, the student’s name,
the professor’s name, the course title, and the date. The cover page and the reference page are not
included in the required assignment page length.
The career benefits
The ability to motivate has long been considered one of the most desirable traits of a high-level manager.
In some cases, this aptitude makes or breaks a career. It’s so vital that Marcus Buckingham and Curt
Coffman, authors of First Break All the Rules: What the World’s Greatest Managers Do Differently,
consider it one of the four activities excellent managers must do well. Buckingham and Coffman explain
that, when it comes to motivation, managers need to think of themselves as catalysts.
“As with all catalysts, the manager’s function is to speed up the reaction between two substances, thus
creating the desired end product,” state the authors. A manager creates performance in each employee
by speeding up the reaction between the employee’s talents and the company’s goals, and between the
employee’s talents and the customers needs.
The result of good motivation can be sterling if done right. “When hundreds of managers play this role
well, the company becomes strong, one employee at a time,” explain the authors.
Creating a motivational plan
Becoming an effective agent of change without compromising the company’s bottom line takes
deliberate thought and action.

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First, it’s important to reaffirm what many managers already know instinctively. Motivation is not
manipulation—good managers who value motivation work hard at helping people find positive reasons
for doing their best. Manipulators resort to punitive measures that may seem to work at first but will
quickly drive talented people out the door.
Another intuitive understanding is that a little sincerity goes a long way and is crucial when you're
seeking to motivate others. Experienced managers realize this, especially if they’ve been on the
receiving end of insincere motivational efforts.
To develop a motivational plan, find out what really motivates your managers and their staff. A good first
step is a brainstorming session in which you ask them what they think motivates their employees and
work teams. It’s also valuable to ask them to recall incidents in which they were able to work with an
employee to improve the worker’s productivity. The goal is to probe for specific actions the managers
undertook that worked well.
An e-mail from glepine, sent to TechRepublic on the topic of powerful motivator elements, illustrates this
point well. A software engineer, glepine said he wants to feel that what he says and does is important to
the team and to the company. A key point in keeping a team motivated is “to make them feel they have
an influencing power over the project, and actually they must have some of the power.”
Glepine added that team leaders should take any input seriously. “The leader must work with the team
members to fit their inputs into the project’s perspective (goals, objectives, deliverables, etc.). This way,
the team members will have the opportunity of providing useful input, to make it happen, and to see that
the leader endorses it.”
Money isn’t the main motivator
As glepine’s feedback indicates, there are ways to motivate without adding more to paychecks. Many
CIOs automatically assume money is the most powerful motivator. It’s not. Managers sometimes forget
that sincere appreciation for a job well done, coupled with challenging work opportunities, can be a better
motivator than money.
There are some culture issues as well when scoping out good motivational actions. Be aware of cultural
differences if you have employees who were born and raised in other countries. For example, in many
other countries, people have more vacation time than is typical in America, so perhaps more vacation
time or comp time would be a powerful reward or incentive. Job security and inexpensive perks that
publicly demonstrate appreciation, such as a reserved parking space, might also serve well.
Putting meat into the plan
Whatever you decide on in your plan, make sure that you make goals measurable and rewards public.
Jeff Paddison, CIO for a global contract manufacturing company in Canada, explained that he tracks
major milestones for projects and internally publishes project status as a way to motivate staff. He also
publishes a chart that tracks IS accomplishments relative to IS strategy. The object is simplicity coupled
with exposure. “The staff knows that their efforts are seen by the business leaders and the completion of
the milestones supports the strengthening of the infrastructure of our business.”
In tough times with limited resources, you need to factor in a way of rewarding effort, not just results.
Sometimes your department’s efforts might be affected by outside circumstances—a mandate to boost
homeland security above other efforts at this point is a good example. In these cases, it’s important to let
managers know you value their hard work even if important goals were not reached on time because of

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