Characteristics Impending Sydney’s Success
Phil Scott and Sydney have different approaches to management. Sydney took the machine approach, where she believed in automating everything for maximum production. In contrast, the father believed in a people-oriented approach that generally seeks profit for a human end (Langton, 2007). All businesses are goal-oriented, and Sydney wanted to ensure that the organization made enough to make it an international class. The main problem she had was in shifting from the old ways to the new ways. Sydney reduced the employee’s motivation towards work by not making them feel involved, pay cuts, and in turn, this led to lowly motivated workers.
On the other hand, his father engaged the employees in emotional, social, and developmental areas. Sydney never understood workforce diversity in her management skills; she viewed her workers as machines. Sydney’s personality that hindered her development includes being overconfident, the feeling of entitlement, and increased self-worth, she wanted to make the company an international company, but she never viewed it as the employees’ achievement. Instead, they looked at them as a means to an end (Langton, 2007). Then she was reserved; she never cared about the general feelings of the employees.
The difference in Value between Jack and Syd and their Effects in the Organization
Scott, the father, understood the workforce and the importance of ensuring the workforce was motivated. He knew that if employees gave their best from all angles, then the business will prosper. The father also cared about improving people’s skills and in the process, even creating a favorable working environment. Sydney did not get the importance of enhancing people’s talent, she dismissed training and optimized her workers working time to reduce running costs, in turn, the working environment she created for the workers was not conducive. The daughter did not enhance the employee’s well-being, which led to reduced employee performance through the production increased. The lady was positive, but she ignored details and so she kept wondering why her employees are not doing much, why the employees do not volunteer for overtime. These employees are used to the old system Schott; her father adopted, so changing them from that system to the new one is a transition that needed involvement and consultation. Sydney did not give it a thought and changed the culture once; then, the employees also changed their work perception.
Open Extrovert and Moderately Neurotic Employees
If the employees came to the company with openness, extroverted, and moderate neuroticism, they would perform better in the new culture (Wilson, 2008). One is that the output is already increased despite the attitude the employees are having. Then, there is the aspect of them performing better to improve the company; they have a leader who is responding to globalization and dealing with the economic pressure. They would do much growth compared to what they are currently doing and more than the old cultures’ way (Langton, 2007).
The Misalignment in Sydney’s Challenge
There is a misalignment is Sydney’s challenge to make the organization a world-class one. She needs to find a way of making the employees committed and dedicated to achieving her course. According to Wilson (2008), she needs to apply optimal functioning to her employees to make the organization thrive. That begins with her understanding of the contentment’s and the emotions of the past, the present’s happiness, and providing hope for the future. She can do to increase her employees’ performance is to set a course to motivate them, improve marketing, and make the employees feel the worth of doing what they do. She took the organization from his father, who used to pay them well, made them involved in the business, then stole away the employees’ future by promising pay cuts to reduce running costs, reducing training again their career lines were threatened. The employees are working because they have to and so not giving their best to her course. If she continues, this way, performance will not increase in the company. If I were Sydney, I would build emotional commitment by ensuring that the employees are involved in decision-making by allowing meetings and interacting with them. Allowing complaints and addressing then regularly and promising them a future for a pay rise to those who are performing, both individuals and groups. Promoting teamwork and making sure there is a high-level interaction between the management and the employees. Trying to understand the employees feeling towards work is the key to having motivated workers (Wilson, 2018).
Motivation approaches taken by Syd and Phil
According to Rebar & Rhodes (2020), expectancy theory has three components, expectancy, instrumentality, and valance. Longing is a belief by the individual that an effort will result in an intended goal. It is believed in the expectancy theorem that organizations will be motivated if putting more effort will result in better job performance, and better job performance will lead to employees’ rewards from the organization. This is the model the father adopted, and it worked efficiently. On the other hand, the daughter expects the employees to perform without promising them a future when they do so. Maslow’s hierarchy of needs starts with Phycological needs, safety needs, love and belonging, esteem, and finally self-actualization (Schmid & Auburger, 2019). The father again understood this concept fully, and most of his employees were having a sense of love and belonging. A number were self-esteemed and had actualized their career goals.
On the other hand, the daughter has employees who do not have a sense of love and belonging because they are being treated like machines, their careers may not be safe because the boss is seeing them underperforming. The three-need theorem includes the need for achievement, power, and affiliation (Schmid & Auburger, 2019). Sydney had a strong need for achievements while the father needed association. Employees need these to feel motivated. The need for power is equally critical. Sydney had the power, and so did the father, but how they choose to run the organization are on different cultural levels.
In conclusion, the humanistic approach and the machine approach can be reliable if applied moderately to the working environment. For an organization to work at its full potential, the managers or the leaders have to show their employees that they matter, and the organization takes their needs to heart. That way, the institutions will have a team of motivated workers and carry themselves out to ensure they give the best. Promising a promising future for their hard work is also crucial for a motivated organization. Sydney needed to understand the power of motivation to employees. When shifting the business from the old to the new philosophy, she needed to practice proper management more than ever since there is a change in the environment, and people react differently to changes in the ground. The father, Scott, on the other, did it efficiently, he appeared to be motivating the employees quite well, intern they were encouraged to work and produce more. His only shortcoming is that he did not have a long-term goal, so Sydney could not see what his father was doing. Yes, he maintained the business in shape but was not able to show a vision. Both motivation and having an idea are essential to companies. Giving employees a clear future can be a stronger motivation if practices well.
Langton, N., & Robbins, S. P. (2007). Organizational behavior: Concepts, controversies, applications. Pearson Prentice Hall. Retrieved from http://www.pearsoncanada.ca/media/highered-showcase/multi-product-showcase/langton-preface.pdf
Rebar, A. L., & Rhodes, R. E. (2020). Progression of Motivation Models in Exercise Science: Where we have been and where we are heading. Handbook of Sport Psychology, 911-928. https://doi.org/10.3389/fpsyg.2019.01147
Schmid, Y., & Auburger, J. (2019, August). Implementing Workplace Technologies: A Motivation-Oriented Approach. In International Conference on Human Interaction and Emerging Technologies (pp. 53-58). Springer, Cham. Retrieved from file:///C:/Users/user/Downloads/dokumen.pub_human-interaction-and-emerging-technologies-proceedings-of-the-1st-international-conference-on-human-interaction-and-emerging-technologies-ihiet-2019-august-22-24-2019-nice-france-1st-ed-2020-978-3-030-2.pdf
Wilson, F. M. (2018). Organizational behavior and work: a critical introduction. Oxford university press. https://doi.org/10.1177/13505076110420020605