So lack of appropriate leadership was the main issue for the company facing so many crises. Following are the related four sub issues. One of the four sub issues was lack of motivation amongst employees. It is very important to keep the working environment challenging for the employees so that they are kept motivated. But again how challenging it should be so that it does not harm the productivity is again the leader’s responsibility. By the implication of the expectancy theory, the employees of the company could have been motivated. The theory relates to the determinants of the attitudes and behaviors at the workplace. There are three things that this theory explains that are valence, instrumentality and expectancy (Judge and Robbins, 2010). Valence is the measure of the attraction and the satisfaction associated with the predefined outcome for an individual. Instrumentality is the belief of the person regarding the relationship amongst performing the action and experiencing the outcome. Expectancy is the belief related to the link amongst the effort making and the good performance in true terms. So if the CEO at that time could have been able to use this theory then the results might not have got worse like in the decade of his leadership. Maslow’s Hierarchy of Needs Theory is one other theory that applies in this case. The reason is that the new CEO failed to fulfill the two higher level needs of the employees of the company that are the esteem and self actualization, Esteem incorporates internal factors like self-respect, achievement and autonomy external factors like recognition. Self-actualization relates to things like achieving your potential, growth and self-fulfillment. The new CEO could not safeguard the higher order needs of the Maslow’s Hierarchy Need Theory. Another sub issue was lack of trust in the company amongst the CEO and all levels of employees. It is known that trust is an expectation that is positive that another does not and will not by words, decisions and actions act opportunistically. Trust is based on two things mainly that are familiarity and risk. Trust has a lot of dimensions mainly like integrity, competence, consistency, loyalty and openness etc. Integrity relates to things like truthfulness and honesty, competence means the interpersonal and technical knowledge and skills, consistency relates to predictability, good judgment and reliability under various situations, loyalty means the willingness to safeguard and protect face for any other person and openness relates to the reliance on someone else to provide you the truth in full. Basically there are three types of trusts that employees in any company can experience. One is deterrence or fear of punishment based trust, the other is identification or trust based on mutual understanding, appreciation for other people’s desires and wants, and the knowledge based or behavioral predictability based trust that roots back to the interaction history. At J.J. Meyers Company the basic issue was that the trust was deterrence based. It means that the employees feared punishment and were forced to trust the CEO whereas they dint not like his leadership style at all. One other issue was that the expectations of the employees were not being fulfilled as they were being in the previous times of success of the company. The culture, the leadership style, the communication, group dynamics are the things on which the perception of the worker is based and these are the things that direct the
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“Organisational Behiever Design Essay Example | Topics and Well Written Essays - 750 Words”, n.d. https://studentshare.net/marketing/101771-organisational-behiever-design.
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The main issue with J.J. Meyers Company was that it lacked an appropriate leadership. In the decade when the company was facing problems and crisis the main problem was that it lost a good relationship and a factor of trust between the employees, labor and the top management…
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