Enterprise Festival

During the enterprise week, there were a number of different events that were held in the university. In this assignment I shall be discussing two of the events that I attended.

The first event that I attended was called “The Intrapreneur in Our Midst”. This event lasted for two hours and was held in one of the lecture rooms at the university. The whole event was about the key attributes one must have in order to become an “Intrapreneur”. The speaker explained the typical attributes an intrapeuner usually has. In my opinion the event was aimed at students who have ambitions to do become an intrapreneur in the near future.
The second event that I attend was called “Women in Business”. This event was held in the Plaza Hotel in Marlow. This event consists of five inspirational women speakers in business that shared their experiences and identified what they had to go through to get to the position they are at now.

From the event “The Intrapreneur in Our Midst” I learnt what type of character I have to become a successful intrapreneur. He also explained the type of personality of a typical an entrepreneur would have which was beneficial for the reason that I understood how some of the world’s famous entrepreneurs make some of their decisions which is usually made at random times. He made it clear that some entrepreneurs are selfish and sometimes only think about what is right for them. They tend not to think about the future but only the present.

The event “Women in Business” was very inspirational. Five different ladies from five different business backgrounds came in to talk to the students. Out of the five ladies, one of them in my opinion was the most interesting one for the reason that what they were saying I could relate to it. Her name was Jane Russell and their business was “One You”. They were image consultants who helped people look good for different occasions. They have spent most of their life in the beauty industry. Their presentation was called “Dressing for Success and Looking the Business”. In this presentation they showed us a few clips of what they exactly and who they have worked for in the past. I found this useful for the reason that they shared some tips that I am able to use for my every day life, for example what to and not wear when attending an interview. It was also useful for the reason that I could gather that it was successful business.

Out of the two events that I attended I personally believe that “Women in Business” was the most successful event. I believe this because they were women and I could really relate with what they were saying. All of the women were talking about the sex discrimination that they went through. It made me think that I will need to be determined and focused in what exactly I want to do in the future. It was also beneficial for me because I was able to take their contact details, so I am able to contact them with any questions that I may have.
I also thought it was successful for the reason that they were able to interact with the students and required their full attention with the things they were saying.

I personally think that if they were to do the whole Enterprise Week again. I will recommend that they change the timing of the events. The reason why I say this is because the first event that I attended was held in the evening at six o’clock. I personally believe that this was too late because many students had their own commitments they had to attend to but had to drop it just to go to the event. I also think that they should have spoken for less time for the reason that some of the students lost concentration over a certain amount of time.

The “Women in Business” event went well and I don’t personally believe they couldn’t have done anything to make the event more successful. They allowed us enough time to have a break when we were getting restless and also provided us with refreshments.

Organisation Culture

Organizational culture refers to the general culture within a company or organization and is often also referred to as corporate culture. A man called Gareth Morgan has described organizational culture as a set of beliefs and values together with symbols like dramatized events and personalities that represents the unique character of an organization, and provides the context for action in it and by it.

Ref [http://www.organizationalculture101.com/definition-of-organizational-culture.html]
 

 The Body Shop believes in 'Delivering Value' which looks at conventional accounting areas such as profitability, relationships with customers and staff, and relationships with suppliers (all of which have an ethical dimension); 'Social Responsibility' which looks at areas such as ethical policies (particularly in regard to investment), charitable support and community involvement; 'Ecological Sustainability' which looks at areas such as ecologically sound purchasing of supplies, recycling waste, energy consumption and provision of ecological financial products and services and 'environmentally friendly' making sure that their products are 'green' , not animal tested and 'kind to the environment'.

Body Shop is a global business and they battle against climate change. They are constantly seeking new ways to improve their business practices and reduce their carbon footprint. The Body Shop has a variety of shops that has refits rolling which will improve their energy efficiency, for example in some their stores they have new lighting and store signs which helps them to reduce their energy use. 

Ref [http://www.thebodyshop.co.uk/_en/_gb/values-campaigns/protect-planet.aspx]

In 2008 they replaced all their carrier bags with 100% recycles and recyclable paper bags and have also reduced the content in their gift packaging.

The Body Shop has always believed passionately that animals should not be used for cosmetic testing. They have never tested their products on animals and always encourage their suppliers not to test any of their ingredients on animals for cosmetic purposes. The Body Shop complies with the strict requirements of the Humane Cosmetics Standard created by the British Union for the Abolition of Vivisection.

Charles Handy classified organisation into a broad range of four cultures. The formation of culture depends upon on a variety of factors including company history, ownership, organisation structure, technology, critical business incidents and environment.

The four types of culture that Charles Handy discusses are ‘Power’, ‘Task’ and ‘People’. The use of this analysis is to measure the degree to which the main culture reflects the real needs and constraints of the organisation.

Power culture centres on the idea of one individual. Usually group and team work take place within this type f culture which sometimes gives a few problems in some cases. In some cases the lack of consultation may de-motivate some staff for the reason that decisions are made rapidly without questions. Then again, the power culture tends to look up and trust their leader. 

Ref [ http://www.lindsay-sherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm]

This strength of the culture lies in specialisation within its pillars. Interaction takes place between the functional specialism by job descriptions, procedures, rules and systems. Organisations under this culture are run by a paper system.  Handy states that the job description is more essential than the skills and abilities of those who are in the people culture. Handy believes that this type of culture is appropriate in businesses are not subject to constant change. The culture performs better in a steady-state environment but can be insecure in times of change. This sort of culture finds it extremely difficult to change rapidly. The role culture is typified by rationality and size.

Ref [ http://www.lindsay-sherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm]

This is characteristic of organisations which are involved in extensive research and development activities they are much more dynamic. They are constantly subject to change and have to create temporary task teams to meet their future needs. The culture is represented best by web work. There is close liaison between departments, functions and specialities, liaison, communication and integration are the means whereby the organisation can anticipate and adapt to change quickly.

Ref [ http://www.lindsay-sherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm]

This is characteristic of the agreement model of management, where the individuals within the structure determine collectively the path which the organisation pursues. If there is a formalised structure, it tends to service the needs of the individuals within the structure. Organisations which portray this culture reject formal hierarchies for ‘getting things done’ and exist solely to meet the needs of their members. The rejection of formal ‘management control’ and ‘reporting relationships’ suggests that this may be a suitable culture for a self-help group or a commune, etc., but it is not appropriate for business organisations.

Ref [ http://www.lindsaysherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm]

The problem of trying to classify culture is that Handy believes that all businesses should follow the four types of cultures. With some businesses the different departments within the business may use different ways of culture to be used.  Different cultures are likely to change over a certain period of time which means that may have different methods of operating. For example the employees at a workplace may have different suggestions on how they will like their working conditions to be and then may adapt to these changes. Some managers may take these suggestions into considerations if it is evident that it is bringing the business good results.

In some cases culture can be a problem in a business for the reason that some employees may not agree on the way their workplace operate. 

References

In conclusion some different businesses will have their own personal type of culture that they will work under. Handy suggested four main types of business culture, which was the power culture, the role culture, person culture and task culture. These give a business an outline on how certain businesses should operate. In some cases most businesses don't only stick with one business culture, they sometimes use more than one. This suggests that businesses may change the different cultures they use.

 http://www.lindsay-sherwin.co.uk/guide_managing_change/html_overview/05_culture_handy.htm

   

http://www.organizationalculture101.com/definition-of-organizational-culture.html

http://www.thebodyshop.co.uk/_en/_gb/values-campaigns/protect-planet.aspx 

Leadership

Identify the differences between management and leadership

Leadership is just one of the many resources that a successful manager must possess. The main aim of a manager is to maximise the output of the organisation through administrative implementation. To achieve this, managers must undertake the following functions:

• organisation
• planning
• staffing
• directing
• controlling

Leadership is just one important component of the directing function. A manager cannot just be a leader; he also needs formal authority to be effective.

In some circumstances, leadership is not required. For example, self motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.

There is a big difference between management and leadership. Management covers many aspects, while leadership may be considered as a part of management. Usually management refers to the art of directing, controlling and supervising a group of people or sometimes employees. With some help of management tools, which sometimes include leadership, while leadership can be said as the process of leading a certain group of people.

Leadership is a part of management and it is the natural capability of the individual which makes him a successful leader. It is very necessary for a leader that his subordinates should be purely his followers, otherwise the leader might not be considered as a good leader.

Describe and explain the ‘managerial grid’ developed by Blake and Mouton. Think about someone you have worked for and identify the leadership style they used and where they would fit on Blake and Mouton’s grid and explain why

The Managerial Grid is based on two behavioural dimensions:

• Concern for People - This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task
• Concern for Production - This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

Country Club Leadership - High People/Low ProductionThis style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the theory that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.

Produce or Perish Leadership - High Production/Low PeoplePeople in this category believes that employee's needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.

Impoverished Leadership - Low Production/ Low People

This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.

Middle-of-the-Road Leadership - Medium Production/Medium PeopleThis style seems to be a balance of the two competing concerns. In the beginning it may appear to others as an ideal compromise. Shortly after lies the problem, for the reason that when you compromise you usually give away a bit of a concern which will lead to production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.

Team Leadership - High Production/High PeopleAccording to the Blake Mouton model, this is the high point of managerial style. These leaders stress production needs and the needs of the people equally highly. The principle here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization's success, their needs and production needs agree. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production 

When I worked for Marks and Spencer I personally think that my manager fits on the grid is at The Impoverished Manager section. The reason I say this is for the reason that he doesn’t make an effort to communicate with any of the staff.  He was always in his office and allocates task to the supervisors and send messages to the staff through the supervisors.
This is very demotivating for the reason that I feel he doesn’t care about his staff welfare. I found it very hard to come to him when I did have a problem I would like to raise to him due to his lack of communication skills.

http://ezinearticles.com/?Dr-Nelson-Mandela---An-Epitome-of-Good-Leadership&id=4679658

The article above describes how Nelson Mandela was such a good leader. In the article, it mentions how he earned his respect and the things he didn’t do that made him a bad leader. For example in the article it says he didn't embark on any image laundering.

I think this made him such a good leader for the reason that he was honest and worked really hard. He had a determination to have a national dream and he stuck to it, because of this he is now known as a worldwide inspirational leader.

The article also described his sufferings and the horrible things he went through, for example deprivation, hunger, torture, intimidation and maltreatment.

All these attributes made him a good leader for the reason he can relate to people. He went through certain things just to get where he is today. All of his characteristics made him the man he is today.

In conclusion management and leadership are two different types of roles but with similar characteristics. In a business the qualities you need to lead people as well as manage, will help the business run more efficiently. There are different types of styles that are used in a business. There are several different types of styles that work with different businesses but they all have the same goal which is to run a well efficient run business.


                                                                   

Introducing Human resources management - Foot and Hook
People and Organisations- Mullins
http://ezinearticles.com/Dr-Nelson-Mandela---An-Epitome-of-Good-Leadership

Improving Staff Performance

 

Explain the differences between content and process theories.

[Management and Organisational Behaviour – 9^th Edition – Mullins] things that theories attempt to explain those specific things that actually motivate employees. There are two main categories of motivation theories, for example content theories and process theories.

The content theory of motivation primarily focuses on the internal factors that affect human behaviour at the work place. It also focuses on factors within the individual that can lead to motivation.   The major content theories are Maslow’s hierarchy of needs and Herzberg’s motivator-hygiene theory.

Another type of motivation is called process theory. This type of motivation provides an opportunity to understand the thought processes that influence behaviour at the work place. The most common process theories are Adam’s equity theory and Vroom’s expectancy theory.

Choose one organisation and identify all the ways in which they motivate their employees. Use primary research and/or secondary sources.  This information can often be found within the careers section of the website for that organisation

ASDA has several motivational strategies to make their employees work to best of their ability. They offer their employees a competitive package for the reason that they believe in rewarding their employees for what they do. To show how much they appreciate their staff they have developed a world class benefits and reward package.

Colleague Discount

When you work at ASDA for more than 12 weeks, the staff at ASDA will receive a Colleague Discount Card which allows them to save 10% off many items they buy in ASDA or ASDA Living stores. They are also able use their discount card in WalMart stores around the world, which will be useful if they want to go on holiday.

This is one way to motivate employees for the reason that it will save employees having to buy the full price of products. The quality of the products doesn’t change just the price.

Bonus

They also have an annual colleague discretionary bonus scheme. It is designed to recognise and reward colleagues at ASDA for their valued contribution throughout the bonus year and their continued contribution to ASDA. This is only eligible to employees who meet the length of service criteria.

This will motivate employees to work more efficiently for the reason that they will have something to look forward to at the end of every year. On the other hand the only problem with this motivation scheme some colleagues may fail to stay with the company for a year due to their contract only being temporary, and sometimes the colleagues who are only temporary usually work the hardest then the employees who are permanent. They tend to this for the reason they want to show the managers that they are worthy enough to be a permanent staff.

Review how this organisation uses one of the process theories in practice.

When people feel fairly or treated fairly they more likely to be motivated rather feeling like they are being treated unfairly, they will automatically feel demotivated. ASDA ensures that they treat all their staff fairly and equally in the workplace to motivate the workers. They do this in several ways. One way they do this is by providing all the employees the same uniform. This is one way to make the employees feel that they are all equal.

At ASDA they also try their best to make sure that pay their colleagues at a similar rate this will help the staff feel that they are being treated fairly. On the other hand this does indicate that everyone gets the same pay rate since all workers do not fulfil the stores demands in the same way.  

In conclusion I think it is highly essential that every buisness practice content or process theories in the workplace to motivate their employees. Staff that feel that their work has been recognised and appreciated would automatically feel motivated to do more for the buisness.
If all staff feel like this in the workplace then this is more than likely to make the buisness more successful and will lead them to generate more profit for the business.

Motivation

Ø Explain one of the content theories on motivation which you feel is particularly relevant to you

The theory on motivation that I feel is particulary relevant to me is Maslow's Hierarchy of Needs. One of the reasons why I think this is for the reason that I have a job and in this job I am able to reach the next additional steps of the hierarchy.

Maslow's Hierarchy of Needs has five basic stages,

• Physiological

One of essential things I will need for work physiologically is my monthly pay that I have earned whilst working. I only work four hours a day so I am not entitled to a break also it will be important that I recieve good training so that I am capable to my job efficiently.

• Safety

I will have to feel safe whilst working. We havent got any security in the store, but we with a panic alarm right next to the till that we can use if ever we feel threatened. Also we have the security patrolling the Eden centre so they are easily reachable when a problem erupts.
In terms of being safe within my job, I am only safe for three months as I am on probabation, if my probabation goes well then I am safe for another six months.

• Social

On my first day I got introduced to all of my colleagues , this gave me the opportunity to know the sort of people that I am going to be working with.

• Ego-esteem

This stage of the hierarchy is one of the most important. This is the stage where I feel if I am motivated to do work every week. At my work place the manager always ensures that the colleagues know what they are doing at all times without no problems. As I am new at the store, they are not 100% confident to leave me alone at the tills. But as time will progress, they will have much more confidence in me as I have been working in the store for quite a while.

• Self actulisation

This the last stage on the hierarchy. I personally feel that I haven't reached self-actulisation at work for the reason I have just recently just started to work there. I would have to gain much more experience until I can feel that I have reached self-actulisation.

Explain your motivation for starting your degree course.  Why are you here? What has motivated you to get here and what will motivate you for the next 2 – 3 years?  Relate your personal motivation to the theory mentioned above

I have decided to study Human Resource Management at Bucks New University for the reason that I personally believe it will lead me on the right path to where I want to be in the next five to ten years. I got motivated to attend University becasue all of my older siblings have all attended University and have come out with a good job. Another factor that motivated me to attend University is that I will be able to move out of my own house and live on my own, which is quite an experience for me as I have never lived on my own before. What will motivate me for the next 2-3 years to stay in University is all the learning I am going to be learning.
 Reguarding the Hierarchy of Needs, I feel that I am in the social stage as I am getting to know new people and getting used to the area in which I am living.

Ø Can you think of a time when you were de-motivated, preferably related to work, either a part-time role or when you were at school or college?  Why did you feel like this?  Apply this to all the theories discussed in the lecture.  What happened to get you more motivated?  What would you do differently

At my old work place, I got demotivated because I didn't like my manager. I felt that he picked on me on several occasions which I didn't like. He will allocated me tasks that I struggled to complete becuase I found it difficult. This lead me not turning up to work so I could avoid him. 

I didnt feel this work place didnt live up to Herzberg's expectations in a work place. Herzberg two-factor theory states that work conditions and relationships with one another should be satisfactory. I felt that I didnt build any relationship with any of the people who worked there. Which is bad because the communication wasn't clear enough. The working conditions wasn't up to standard as well. The store was always messy, the canteen was too small for all of the employees to have a mini tea break. 

I spoke to my manager and I addressed all of my issues I had with him. This motivated me slightly for the reason that I felt that he was listening to what I had to say. He made a couple changes which worked effectively because I started to enjoy working more. 

If I could everything again, I think that I would my manager  my problems as soon as they started instead of bottling everything in. 

In conclusion I feel that motivation is very important when it comes to the work place and even during University.  Motivation is really useful when you want someone to complete a task efficiently. A lack of motivation can lead to someone being demotivated and not completing their job or task properly. Without motivation in the workplace, the atmosphere will be very dull and no one will feel happy to go work out of their own will but rather by force.