Managing Organization Behavior

1. Introduction

No matter how a person was an experienced leader, chances are at times he/she has struggled to lead and motivate certain individuals (Herzberg 1968).

The purpose of this report is to address the managerial behavioral in the dimension of leadership and motivation. In particular, the scope of this paper will be focus on analyzing an example of managerial behavior by using one or more theories or models, evaluating the effectiveness of the observed behavior and identifying the specific strategies to improve in the observed managerial behavior. The analysis and argument in this report is supported by scholarly references and academic books are used as references for theories.

2. Background of management style

John has started his own consultancy company. And he employed top people, people who worked with him in the past, people who had shown commitment, loyalty, ability and who seemed to share his values. But after in a few months down the line, his team members started to struggle. Team member were putting in the hours but without enthusiasm. Their confidence was dropping. They were unfocused and not bringing in enough new business.

John explained to his team members the seriousness of the situation. He also explained that without new business, he would lose the company and that would mean their job. John outlines the big vision again in the hope of inspiring them. He showed them the books to illustrate his point. Then he again runs through their job description and the procedures they were expected to follow. He also gives them the bottom line, "either you pull your finger out or your job is on the line". John dangle a reward in front of them, "if you make your targets you'll get a great bonus". He also told them that he was sure they were up to the job but he really needed them to bring in the new business or they would all be out on their ear.

Team members told John that they understood and they were doing their best but they had try harder. But a month later nothing had change or improves. After an initial burst of energy, they were back to their old way.

3. Analysis of managerial behavior

No matter how a person was an experienced leader, chances are at times he/she has struggled to lead and motivate certain individuals (Herzberg 1968). John has tried every trick in the book. He even sat down with his team members with individual concerned and explained the situation. John has outlined the big vision again in the hope of inspiring them. He also has given them the bottom line, "either you pull your finger out or your job is on the line". He also has dangled a reward in front of them, "if you make your targets you'll get a great bonus". This entire, works sometimes but not every time. And there have been casualties.

John's motivation of his team members has been through either fear of negative consequences or through the promise of rewards (Herzberg 1991). This type of motivation is sometimes called Frederick Herzberg's KITA theory. This is also sometimes called 'stick and carrot' motivation approach. Where, the carrot is often, bonus or promotion or increase pay, while the stick is censure or even the sack for failing to meet the targets (Herzberg 1959). This kind of method is just only good for motivating donkey kind of employees. Because KITA may prevent work dissatisfaction but it doesn't motivate employees, only make the movement (Herzberg 1968). KITA or 'stick and carrot' dose the job, though arguably not sustainable, and it is hard work. This approach is unlikely to produce lasting motivation and will usually have the opposite effect.

Moving this principle back in to the work place, most of the motivation strategies are push or pull base (Herzberg 1991). And John has keeping his team moving either with a stick (threats, tough targets, fear, complicated systems to check his tem follow a procedure) or by offering carrots (bonuses, promotion, increase salary, initiatives, etc.).

Leadership is the ability to influence a group or team toward achieving goals (Robbins 2005). The way of John's motivation on team members leads him to transactional leadership style. Some of the researchers found that certain critical personality difference in leader may actually result in the formation of either transformational or transactional leadership style (Shivers-Blackwell 2004). Where, transactional leader is a person who guide or motivate his team or group in the direction of established goals by clarifying role and task requirements (Robbins 2005). John's leadership style on the team was base on bureaucratic authority, focusing on task achieving or completing and relies on punishments and rewards (Tracey & Hinkin 1998).

4. Evaluation on effectiveness of observed managerial behavior

Motivating tem or group is a process that account for an individual's intensity, direction and persistence of effort toward attaining a goal (Robbins 2005). Frederick Herzberg's KITA (also known as stick and carrot') theory, which John approached, was effective in getting the tasks accomplished. Another effectiveness of this approach is that, leader or manager can expect the team or group to get the job done using this approach and this approach also prevent team or group members from work dissatisfaction (Steininger 1994). John's rewarding way can motivate team or employees in positive way. Where, organization which rewards their employees or members in accordance with performance typically experience lesser problems than organization that do not (Muczyk et al. 1984). In summary, John's 'carrot' approach, involving approval, praise, promotion improved the work atmosphere and it also increased productivity of the 'goods' and given the employees enormous satisfaction.

Where, transactional leader works through certain clear structures whereby it is clear what is required for his/her team or employees, and rewards that they get for following order (Robbins 2005). There was also well-understanding of the punishments and formal systems of discipline are usually in place. John's leadership style was motivating his team by rewards for and punishments, to achieve the task. When his team members agreed to do the job, a part of the deal is that they surrender all authority to John. The prime purpose was to do what John tells them to

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