Recomendations on Company Reorganization Free Essay Example

More importantly, they realise the importance of bonding with their employees and co-workers. These managers are more concerned about the emotions and welfare of their employees. Thus, it is strongly recommended that ‘Zenith Staybrite’ convert their managers from a Taylorist, to a democratic style of management. Mangers of ‘Zenith Staybrite’ fail to acknowledge the achievements and efforts of their employees. Reflecting upon personal experiences of working for the latter, it is a huge motivational boost for the manager to approach the employee and say ‘well done’.

The telesales job can be enjoyable at times because it is challenging: ‘ In respect of call centres, research has shown that although workers within them find they like the ‘energy’ and the ‘buzz’ (Myths at Work, 2000, p.

119). Moreover, it provides the employees with opportunities to develop their conversational skills due to a vast amount of calls made per day. Supporting evidence originates from Toynbee (2003): ‘I clocked up one hundred and sixty-three calls in my seven working hours that day.

‘ This suggests the huge contribution and effort a single employee has made for the telesales organisation. However, it can become tedious within a short while: “most ’emphasized’ they often felt frustrated by the routine aspects of their work’ (Myths at Work, 2000, p. 119). As a result, to help the employee get through the day, an appraisal would be motivating. It appears that to these Taylorist managers at ‘Zenith Staybrite’, that ‘all that mattered was whether you could sell on the phone’ (Myths at Work, 2000, p. 153).

They are not concerned about how rude the customers may treat the employees, ‘No, you can’t talk to anyone’ (Myths at Work, 2000, p. 155), despite how polite you try to communicate and coax them into getting a quote for a bonus. And when that bonus is finally attained because a customer was persuaded into getting a quote, the managers just assume that the money would be motivating enough by its self: ‘Taylor did believe that workers were motivated by the pursuit of rational self-interest and that incentive wages-in the form of a differential piece-rate sytem’.

However, this just forms the basis of motivation as explained by ‘Maslow’ above. Similarly, as revealed by Herzberg, Mausner and Snyderman, there was a ‘man who felt aggrieved because whenever he wrote a report his superior signed it or the man who worked hard on a new accounting system only to have it summarily turned down because the company then decided it did not need a new system’ (The Motivation to Work, 1959, p. 73). This view reinforces the fact that there are employees who are getting their industrious work put down the drain.

As revealed by ‘Maslow’ earlier on, employees have ‘self-actualisation’ needs and want to make achievements in order to be further motivated. To review, so far we have seen that Motivation is the fuel that keeps employees going at ‘Zenith Staybrite’. Also, Taylorist managers’ that work for the latter are doing very little to motivate these employees, so standards fall in the workplace: ‘Taylor did believe that workers were motivated by the pursuit of rational self-interest and that incentive wages-in the form of a differential piece-rate sytem’ (Work Organisations, 2002, p. 31).

This view is biased and a viewing human nature in one aspect and neglecting others like social interacting. However, if these standards do increase again, then it is due to the stress and emotional pressure the managers have applied on the employees. For example, ‘From call centres (S. Taylor,1998), service increasingly requires scripted interactions and standardised displays of feelings through smiles, forced niceness and other forms of verbal interplay and body posture. Furthermore, we have witnessed that these Taylorist managers do not appreciate their employees like the democratic ones do.

Maslow’s ‘Hierarchy of Needs’ suggests that people have self-esteem needs. These involve the desire for ‘achievement’ and ‘appreciation’ (Management and Organisational Behaviour, 2007, p. 258). As a result, this takes away the meaning of work as the employee is neglected. Hence, sufficient evidence is present to claim that ‘Zenith Staybrite’ employees are de-motivated by their employees due to the Taylorist Management Style: ‘Taylorism was a failed system, superseded by more sophisticated behavioural theories to be used for motivational and job design tools’ (M. Rose, 1975).

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