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Leading and Motivating an Organization During Crisis

Leading and Motivating an Organization During Crisis

Leading and Motivating an Organization During Crisis

Leading and Motivating an Organization During Crisis. [MO5.1, MO5.2, and MO5.5]

Regardless of the size of an organization, when two or more people come together to execute the operations, motivation and quality teamwork assist in ensuring quality outcomes. Dysfunctional teams become resentful, waste time, and can lose their motivation. Leading and Motivating an Organization During Crisis

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Imagine that you are an executive at Edison Enterprises. The table below outlines facts about the employees directly associated with a breakdown in team effectiveness and the scenario describes the current climate at the organization. Because motivation theory addresses individuals as well as groups, you are provided with information beyond what may be necessary to recommend a course of action. Nonetheless, as in industry, critical analysis of human resource issues is dependent on insight as well as hard data. Therefore, it is up to you to sift through the information you are given and determine which information is useful and relevant to motivation theory.

Employee Years with the Company Job Title Personnel File Information Additional public information
Amanda Lorenzo 12 Customer Service Supervisor
  • Number of dependents excluding self: 2
  • Education level: A.A.S. Business Administration from XYZ Community College
  • Excellent attendance, enthusiastic, and always on time
  • Reports: Philip Ramadi, Director of Marketing
  • Supervises: 2 Customer Service Call Center representatives
Amanda is a single mom of three children, who works Saturday evenings bartending. She took the part-time second position 18 months ago when her divorce finalized in order to make ends meet.
Tyrell Winston 8 Warehouse Manager
  • Number of dependents excluding self: 0
  • Education level: B.A. Economics from XYZ State College
  • Dedicated employee who is friendly and quiet
  • Reports: Jo-Ellen Hanson, Transportation and Logistics Manager
  • Supervises: 2 Supervisors who in turn oversee 11 workers
Tyrell started at the company part-time when he was a sophomore in college. Upon graduation he took a full-time position as Second Shift Supervisor. Last year, Tyrell was promoted to oversee the entire warehouse operation.
Andy Wheaton 6 Executive Assistant
  • Number of dependents excluding self: 1
  • Education level: B.A. Liberal Studies from a small private liberal arts college
  • Motivated and has exceptional organizational skills
  • Reports: Directly to you.
  • Supervises: Nobody
Andy married his partner William in New York City three years ago. Leading and Motivating an Organization During Crisis
Rick Paulson 13 Maintenance Worker
  • Number of dependents excluding self: 2
  • Education: High school graduate
  • Reports: Patrick O’Brian, Site and Facilities Manager
  • Supervises: Nobody
Rick is married to Adriana and has one daughter. He is very active in his church community.
Scenario

Edison Enterprises is issuing a recall on Product 2381 because of its malfunction in higher heat conditions; thus, the corporation is providing a reengineered part and associated labor for installation at no cost. Senior management assures all employees that the recall issue should be resolved within three weeks as every customer is receiving a written letter containing a full explanation for correction.

Due to this recall, the call center is swamped with inquiries of concern and remedy. Even with extended Saturday hours, Lorenzo’s staff backlogs up to 12 people on hold with an average wait time of 20 minutes. To help alleviate this problem, Lorenzo assists by taking calls at her desk. As a salaried employee, she receives no compensation for overtime, unlike her wage-earner staff members who are receiving time-and-a-half per hour beyond their contract commitment of 40 hours.

As Lorenzo spends approximately three hours a day on the telephone, her other responsibilities are falling behind. In an effort to manage effectively, Lorenzo asks both Paulson and Winston not to distract the call takers, which in turn is creating a less-than-friendly work environment because feelings appear to be hurt. As a result, there is little social interaction between Lorenzo and her staff. In addition, the call takers are working overtime until 5:00 p.m. on Saturdays, yet, Lorenzo leaves early to be with her child and get ready for her part-time job.

During the workweek, Lorenzo asks Wheaton for assistance in responding to customer e-mails concerning the recall. Wheaton lends a hand; however, these added requirements of his day impact his ability to get his required assignments completed. As a result, Wheaton is not leaving the office until 6:00 p.m., and on some evenings, 6:30 p.m. Since he volunteers to help, Wheaton is receiving no compensation for his efforts, while also receiving criticism from his partner for working so many hours without pay.

Imagining that you are the executive, use the theories, concepts, and vocabulary associated with motivation to prepare a 750- to 1000-word report explaining your course of action to remedy the problem. Be sure to include:

  1. An opening paragraph that clearly articulates the purpose of the report.
  2. Explanation of the issues and situations that require attention.
  3. An action plan that can be implemented to alleviate problems and tensions. Leading and Motivating an Organization During Crisis