Management and Organizational Change

Part A: Theories of Motivation 

Motivation is an important factor in accomplishing organizational goals and objectives since the level of motivation determines the efficiency of workers. It determines job satisfaction or dissatisfaction, which are important aspects of motivation that drives employee performance in an organization. The whole idea of motivation in an organization is to inspire employees into becoming more productive though better working conditions, fair pay and a sense of belonging. Scientific theories of motivation have been in existence for some time, explaining how employee motivation can influence job satisfaction and productivity. Some of these theories include the Herzberg’s two factor model by Frederick Herzberg and the Maslow hierarchy of needs by Abraham Maslow, which describe different factors that determine job satisfaction ( Gawel, 1997) . These theories can be applied in real life to understand employee turnover or poor performance and its relationship with motivation. This paper describes several motivation theories that can be applied within an organization to improve performance. The paper also describes how motivational theories can be useful in analyzing employee situations within an organization to motivate them. 

Motivation is defined as a general desire to do something, or a need within a person that inspires them into taking action. Motivation theories have been developed and used in organizations to help understand the factors that motivate employees and create team success. The theories help understand human behavior and what drives them to do the things they want to do ( Golshan et al., 2011) . In this case study,  two motivational theories can explain how the organization can use motivation to retain the very hard working and diligent employees within the workplace. 

Herzberg’s two-factor theory 

The first theory of motivation is the Herzberg’s two-factor that can help an organization to motivate its employees. It is a motivator-hygiene model proposed by Frederick Herzberg in 1959 explaining the satisfaction or dissatisfaction in employment. Herzberg in this theory argues that employees consider two factors when they are motivated, the motivational factors and the hygiene factors of dissatisfaction ( Gawel, 1997) . In this regard, a leader should focus on eliminating all factors of dissatisfaction and create conditions for job satisfaction. For example, an organization can provide opportunities for growth, recognize worker’s contributions and eliminate any discrimination or bias. 

Satisfiers are those factors that bring about job satisfaction in employment. According to Herzberg, elements such as job responsibility, growth, promotion and recognition can satisfy employees in the organization. For example, an employee will be satisfied or dissatisfied with the management approach, the type of relationship at work, pay or the state of working conditions. An organization with inadequate hygiene factors such as poor incentives, lack of open communication or poor working condition increases the chances of employees becoming dissatisfied.  The organization can avoid creating a dissatisfied workforce by implementing motivation factors, which can involve providing reward, feedback, and recognition for a better job ( Jehanzeb, Rasheed & Rasheed, 2012) . 

This theory creates opportunities for recognition, enrichment and personal growth among employees. It requires an organization to promote employees based on merit and recognize their efforts in the business. A firm can reward individuals who perform exceptionally in their department or give then more responsibility over others as an incentive. Rewards help in motivating employees by encouraging organizational commitment and employee retention within an organization ( Jehanzeb, Rasheed & Rasheed, 2012) . 

The Herzberg theory also implies that an organization can achieve a happy and productive workforce by working on prioritizing the hygiene and motivator factors for employees. For example, the organization should make individual feel appreciated and belong to the organization by providing opportunities for growth throughout the company. At the same time, an organization can avoid job dissatisfaction by improving the working conditions, a fair pay as well as a supportive relationship with them ( Lindner, 1998) . 

Before understanding the underpinnings to motivation, it is essential to explore the elements of job satisfaction in an organization as it is directly associated with employee motivation. Job satisfaction or the lack thereof is an element of Herzberg’s motivation theory that describes a perception of how well outcomes are met ( Gawel, 1997) . Job satisfaction refers to the beliefs and feelings that employees have regarding their current position, which can be extreme satisfaction or dissatisfaction. Job dissatisfaction can also happen due to bad supervision or poor communication between managers and employees or a poor working condition. Its consequences include the low-performance level of employee turnover. 

According to this model, job dissatisfaction is influenced by hygiene factors. Dissatisfaction occurs when there is a negative attitude in the organization due to being underpaid, not receiving equitable rewards or rigid promotion and bias ( Lundberg, Gudmundson & Andersson, 2009) . In this case study, Simon is dissatisfied because of a rigid promotional. The theory also states that job satisfaction in the organization can be influenced by motivator factors such as recognition, personal growth, and the work itself. 

Maslow’s hierarchy of needs theory 

Another motivation theory that can be applied in this case study is the Maslow’s hierarchy of needs theory, which states that motivation needs range from the basic physiological needs to self-fulfillment.  Maslow identified that a person’s motivational factors influence what he aspires and are in sequential order ( McLeod, 2007) . This means a person who is struggling for money will find motivation in increased pay as opposed growth. The desire for growth will develop after fulfilling the most immediate need. This theory states that people prioritize their needs based on their essentiality. Therefore, an organization should work towards fulfilling these needs to achieve job satisfaction and organizational commitment ( McLeod, 2007) . Employees need to be recognized and appreciated for the work they do, which makes them motivated to work. 

This theory of the hierarchy of needs applies in this case study involving Mr. Simon since he has been unable to move up the hierarchy order of needs. The firm has failed to fulfill the abstract concept of self-actualization in the employee and has mostly focused on lower levels of the pyramid. One way of motivating the employee is by showing them the value of their roles to the company ( Lindner, 1998) . The organization should also be able to support the employee in other aspects of their lives, such as offering flexible working hours and paying them fairly to make them financially stable. Mr. Simon may be seeking promotion but can feel more recognized and appreciated when given fair pay that can meet all the financial needs. 

Furthermore, individuals love an environment where they are appreciated and rewarded for their efforts. Maslow’s theory is always working in the background and does not shut once an employee’s needs are met. Extrinsic motivation such as using rewards to boost an employee’s morale to work can help an organization to reduce employee turnover ( Jehanzeb, Rasheed & Rasheed, 2012) .  In this regard, leaders can motivate employees by implementing a reward system for top-performing employees in the organization or a promotion system based on merit. The reward system is a great way of motivating employees and improve their performance. 

Employees attitude within an organization is an important factor of motivation because they affect job behavior, work outcome, and productivity. These attitudes determine how much an employee is satisfied with the job, and how much they commit to the organization by desiring to work towards achieving these goals and objectives. The commitment makes individuals continue working for an organization because they desire to remain and cannot find a reason to leave ( Golshan et al., 2011) . Individuals stay in the organization because they want to and have accepted its values. 

Organizational commitment is an important outcome of employee motivation, as it overcomes any other aspect of turnover or absenteeism. In essence, individuals are more willing to work hard if they commit to an organization that values their presence. Employees are also willing to commit if they have autonomy and the freedom to work rather than strict supervision. A higher level of responsibility and autonomy connected with a job creates a higher level of commitment in an employee. Individuals can show low levels of commitment when the working environment is poor ( Lundberg, Gudmundson & Andersson, 2009) . For example, environments, where employees do not participate in decision making, reduces a sense of belonging, thus making it difficult to commit to the firm. Studies show that employees are more likely to commit to an organization if they are involved in making decisions that affect their stay and performance ( Lundberg, Gudmundson & Andersson, 2009) . 

Leaders in an organization must work towards integrating these motivational theories into the workplace to achieve satisfaction and organizational commitment. Their role includes encouraging horizontal and open communication in the organization to cultivate a cordial relationship, which is crucial in determining the best motivation type. After implementing a motivational model, leaders also have a role of preventing dissatisfaction by ensuring employees are treated right and fairly in pay and incentives. They have control of the key environmental factors necessary to motivate workers in an organization and should be at center stage in implementing the rewards ( Jehanzeb, Rasheed & Rasheed, 2012) . Being a successful leader involves being able to motivate and inspire employees to work towards the vision of the company, which entails applying motivational theories to inspire the results from employees. 

The relationship between a manager in the organization and the employees is the first factor in determining the motivation in employees. A good relationship allows the manager to understand areas that can motivate employees and enhance their performances. This relationship is built based on constant communication and feedback while involving employees in the day-to-day running of the organization. For example, employees can be motivated when their concerns are incorporated into the decision-making part of the organization ( Lindner, 1998) . 

The trick in the workplace motivation is to empower individuals and enlarge their roles to create growth. Leaders can motivate and inspire other people when they give credit and praise when it is due, provide opportunities for everyone to learn and grow, as well as personally contribute to the development of employees ( Kaur, 2013) . Furthermore, leaders can motivate individuals by taking charge and functioning as role models in making things happen. 

Furthermore, organizational managers directly influence the working environment that is the most important area of motivating employees. Employees desire a working environment that promotes individual growth and development as well as equal treatment of all individual. These factors improve job satisfaction in an organization. There are several factors to avoid when a leader is looking to inspire and motivate employees in the workplace. Lack of motivation may result from poor personal engagement with individuals and certainly poor communication between leaders and employees ( Golshan et al., 2011) . Some people will purpose to work away from an organization when there is poor feedback and leader’s failure to recognize their achievement. 

A poor relationship between employees and supervisors can lead to poor organizational commitment and job dissatisfaction. In most cases, an organization is built upon a working relationship with positive interaction between employees and managers. Employees with a low level of organizational commitment are unproductive and a liability to the business. Furthermore, inappropriate selection and promotion can also be associated with lower levels of commitment in an organization ( McLeod, 2007) . This is an aspect of poor managerial style that affects the organizational commitment of employees. 

In conclusion, motivation is an important part of achieving job satisfaction and improving productivity in the organization. It is needed for employees to be productive and achieve the objectives of a business since employees perform well if they are inspired. This paper has described Maslow’s theory of motivation as well as the Herzberg’s two-way model, and their influence in understanding motivation. The theories have shown the importance of providing financial and non-financial rewards to derive the best out of employees. It has also shown that leaders have a crucial role to play in developing and aligning these theories to bring about job satisfaction and organizational commitment. 

Part B: Hard Systems Approaches 

The current business environment is becoming dynamic due to globalization and intensified competition, forcing businesses to adapt their processes for survival. Organizational change is an important part of any organization that allows a firm to keep up with the changing world. However, implementing such change proposals is always a challenge due to the prospect of resistance from stakeholders. For instance, it is very difficult to change an organizational culture because employees and other staff are accustomed to the norm and will resist it ( Kirk, 1995) . An employee who usually starts work at 9:00 am may find it difficult to start reporting to work a 7 am, and may be dissatisfied with it unless the change management is handled properly. Change management is one way of facilitating change within an organization without affecting employee motivation and performance ( Bucciarelli, 2015) . It involves helping employees to adapt to the change proposal, commit to it, implement it in their lives and sustain it in the organization. This paper discusses systems approach to change management by focusing on the hard system approach. 

A systems approach to management is a line of thought that emphasizes the interdependence and interactive nature of internal and external factors in business. This approach has been used in businesses for problem solving and operational management, providing managers with an approach to tackle contemporary problems in management ( Dettmer, 2007) . A system is a set of parts that relate with each other to determine how the system works. There are complex systems where the internal and external factors interact and work together to facilitate efficiency. The theory of system thinking assumes that systems exist in the real world.  It involves recognizing the interaction between elements in determining the behavior of a system ( Dettmer, 2007). For example, this theory describes a hierarchy of system levels and the mutual casualty between the different levels of a system. A business organization represents a complex system with interconnected parts working together for a common goal. In such a system, decisions are made by people in a higher hierarchy which are affected throughout the lower levels of management. The actions that leaders take in an organization can impact the overall working environment and performance of employees. 

This theory of systems approach to management can be used in change management in an organization. Th approach comprises of several models that are used in managing complex issues in an organization, including viable systems model, soft systems approach and hard systems model. This paper focuses on the two models of traditional systems thinking: the soft and hard models that are crucial when implementing a change proposal within an organization. These systems models of change are used when looking to implement change in an organization, and have played a significant role in the field of contemporary system practices ( Siriram, 2012) . 

Hard systems approach to management can be used in change proposal within an organization because of their focus on the real-world issues. The model is used when the situations are characterized by hard complexity and require problem solving skills ( Dettmer, 2007) . Organizations use the model by analyzing different parts of an organization in greater depth to determine their importance in achieving goals and objectives. It is useful when looking to design solutions that achieve well-defined goals since the model outlines specific objectives expressed in quantitative terms. In essence, the hard systems thinking is an approach to real-world problems, whose problem solving consists of selecting the best means of solving a problem to achieve an objective ( Forrester, 1994) . 

On the other hand, Soft system approach presents a softer way of problem-solving based on several principles that are different from the hard systems approach. Characteristics of a soft system include assumptions that world problems can be explored and solved with system models. This approach is based on epistemologies and talks about the language of the issue. The modeling is oriented to learning, exploration, and commitment. The difference between hard and soft systems thinking is that problems in hard systems approach are structured while those in the soft systems thinking are unstructured ( Dettmer, 2007) . 

This paper focuses on the hard systems approach, whose assumptions include a belief that the world is made of systems that can be engineered to find solutions. This model allows organizations to use quantitative techniques such as simulation and visualization to achieve a goal. Another assumption with the hard systems approach is that models can be ontologies when looking to solve a problem ( Siriram, 2012) . It is goal-oriented and focuses on optimization in problem solving.  This systems approach comprises of several stages. They include problem definition, situation analysis, identification of objectives, developing options, making a decision and implementing the solution. 

Problem definition is the first stage, which focuses on identifying and describing the problem to set the direction for the whole project. It can be a problem or an opportunity that necessitates a change in the organization that needs identification. In this case study, the problem is to change an organizational culture, with a proposal that focuses on improving operations and employee performance. The purpose of problem definition is to determine whether the situation is characterized by hard complexity of soft system ( Forrester, 1994) . A proper situational analysis is needed to put the soft factors aside and ensure the organization does not work on the soft factors the hard way or work on the hard factors the soft way. This definition helps the leader to determine the best approach in that will work out to bring the best possible outcome. This stage sets a precedence for the whole change proposal project including a direction it takes. 

The second stage involves situation analysis and identifying the objectives for implementing change and the sub-objectives that contribute towards these objectives. A good objective is one that addresses the problem within an organization and provide a plan of action on what needs to be done in implementing the change proposal. In the hard systems approach, the objective identification is done using an objective tree, which reads logically from the top objective to the lower ones ( Siriram, 2012) . This means the sub-objectives contribute towards achieving the main goal. These sub-objectives have to be mutually compatible and be measurable in terms of its achievements. This second step is necessary to analyze the existing condition by defining the problem or opportunity and identifying the associated objectives. This forces the organization to clarify what it hopes to achieve and maintain a commitment to it. 

The third stage in change management is to quantify each objective and determine which one can be thrown away and which one can be pursued. Under this stage, the organization looks at how it can achieve the objectives set at the start of the project by brainstorming ideas and options, before settling down on the most important one that can be pursued ( Bucciarelli, 2015) . The organization will throw way any objective with a few rating points because it will not be needed. The objectives can be evaluated based on quality standard, savings in cash, costs in cash and sales volume 

The fourth stage involves generating options for solutions to the problem and how to make the change. It happens after the team has decided on the main goal of the change, and is using critical thinking skills to help in selecting the best option. The leader has to be positive and flexible, but should also be pragmatic with a focus on the results. The team is supposed to come up with as many options as possible to help solve the problem and achieve the objective. The hard systems model of change requires the organization to have an appropriate means of evaluating each option and their efficacy in solving the problem ( Siriram, 2012). 

The fifth stage of change management based on hard systems approach is the options detailing the selected options through measures such cost-benefit analysis, flow diagrams and scale models to clarify what is involved. The detailing is needed before selecting the most feasible option that will help in facilitating the needed change. The objective of this stage is to analyze each option for technical and other details, which will help in making sound decisions while minimizing time and costs ( Bucciarelli, 2015) . 

The sixth stage is evaluation, which entails evaluating feasible options against the criteria for making the judgment that was set earlier. Each option is put on an evaluation matrix to determine whether it will have a minor or major impact before selecting the most appropriate option. This stage is known as option testing to determine how well the solution will work. This process of testing and evaluating options is a formal approach to determining the best option. The aim is to determine whether it meets the financial and operational objectives, as well as whether it is technical and organizationally feasible to implement ( Kirk, 1995) . 

The last stage of the hard systems approach is to make a choice and implement the solution while dealing with any form of resistance.  The decision is made on whether to go ahead and implement the change proposal or not based on the analysis of option and their qualitative measures of performance ( Siriram, 2012). Implementation entails putting together the plans and installation tasks that are necessary to kickstart the change proposal. 

Leaders play a crucial role in providing a vision and systematic vision of achieving a change in organization management. They have the authority to influence the beliefs, behaviors, and attitudes of other people towards accepting the change proposal. Individuals with strong leadership qualities are supposed to act as role models to the employees, which is crucial in creating trust and admiration ( Senior & Fleming, 2006) . Effective leadership helps an organization to change its corporate culture and sustain the company in the modern market. It entails planning and guiding employees to the desired direction. Both leadership and management are crucial in motivating employees based on the organization vision and mission. 

The main role of leaders in facilitating change management is to influence employees and motivating them to accept the changes. This is possible when they establish trust and a relationship with employees through open communication. The trust is essential to shape the corporate culture and create a positive environment that can encourage and motivate employees ( Bucciarelli, 2015) . Leaders should focus towards developing a good corporate culture that guarantees job satisfaction and organizational commitment from all employees. It creates a sense of loyalty for employees who are then motivated to work even harder. 

In conclusion, change implementation in an organization has something to do with hard factors and elements, which lent themselves for hard systems model of change. This approach is not the only model that can be used in implementing change proposals within an organization, but it is the most likely to achieve a solution to problems affecting employees ( Senior & Fleming, 2006) . Individuals in an organization are most likely to be affected by the change and should be involved throughout the process of change implementation to avoid resistance. This necessitates a need for leadership skills and commitment to facilitate the success of change implementation through the hard systems approach. Support from senior management is essential for any type of operational change. 

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