LP7- Leading & Motivating people - Assignment Example

Leading and Motivating People Introduction Martin Quinn, senior vice president, was looking for an opportunity to control costs at the service and operations department. Evelyn Gustafson, former director of customer service, knew her staff very well. She managed to achieve a 10 % turnover rate but could not manage to increase efficiency. Erik Rasmussen was hired with the main aim of minimizing costs even though he had never been in a management position before. He developed automated work schedules but he did not fully know and understand his workers which led to reduced morale in the office even though it was accompanied by improved turn over and reduced cost.

Evelyn Gustafson’s Leadership Style She is mostly concerned about the needs and feelings of members of her team i.e. Country club management style. She wants all her team members to be happy and secure, which she assumes will translate to them working harder. This kind of leadership styles leads to a relaxed work environment but which comes at a cost to the level of production. She has strengths that can be credited to her like having good interpersonal relationships with her subordinates due to the fact that she cares about their needs, interests and personal development.

On the other hand, her flexibility and employee focus leads to 70 % of the budget going to their training and salaries hindering cost cutting measures. Evelyn had a core source of her influence; she used the reward system to bestow her influence upon her employees. She awarded higher salaries to her employees and had them engage in training often to improve their skills and marketability. She also treated people fairly and showed consideration and respect. These kinds of interaction with her workers make them want to help the manager even more and go the extra mile to help her achieve her set goals.

Erik Rasmussen’s Leadership Style as he Tried to Effect Change Erik has authoritarian or compliance leadership style. His main concern is the end goals achieved, in this case improved efficiency and increased production .He has strict procedures and policies in the work place. This has its advantages as it focuses on organizational efficiency and increased production in the work place. The down side of this approach is that it lacks the internal analysis of the work culture of the employees, their needs and personal development when deciding how best to accomplish tasks.

Erik uses the influence and powers that come with his senior office to push through his agenda in the office. He tries to get things done his way by using the higher authority given and uses people at higher levels to back him up. This management tactic improves the critical numbers in the business but at a cost to employee morale and satisfaction.Modifications in Erik Rasmussen’s Style I would like to AdoptMartin Quinn should encourage Erik to develop personal contact with them and make them feel as part of the process to achieve the set goals and not simply a means to an end.

This can be done through respecting their ideas and input as well as developing mutual interests with them. Mr. Erik Rasmussen can be able to make such changes to his style. Mr. Rasmussen can be encouraged to put a human face on his management style by treating his subordinates as well as he expects them to treat the company’s clients. This will help in the long run to both better the numbers and improve employee morale.Workplace elements that could be introduced in the customer service area that Rasmussen could use to encourage employee motivation and empower them to improve performance.Mr. Rasmussen can use various elements to increase motivation and performance at the work place.

Even though his aim is to reduce costs, he can introduced performance related bonuses so as to reward good performance. This however should be carefully crafted to avoid unhealthy competition amongst the employees. He can also give them greater responsibility and avoid micro management. This will make them have a feeling of owning the project and will make them want to do their best which will help the business (Watkins & Leigh, 2009).Works citedRyan Watkins, Doug Leigh, Handbook of Improving Performance in the Workplace, 2009, Part VII