Siemens Case Study - Strategic Marketing

Subject: Siemens Case Study

------------------------------------------------------------------------------------------------------------------

1. Taylor motivation theory is linked very closely to Materialistic Means (pay and output). Individuals need to be motivated in a completely different way. I would say that one vital cause why Taylorism could not be efficient motivation tool, Taylor was not concerned with worker enthusiasm. But rather, he wanted to increase efficiency and productivity with an intense approach to ensuring results as being critically important.  The idea of specializing each task to a degree where workers are not able to exercise independence and separation of ability is something that might not be especially appealing to engineers who wish to create their work setting differently and better.  Taylor's theory is obsessed by the idea that efficiency and results are more important than worker spirits and the development of new and various investigations of talents.  For engineers who are troubled with what might be as conflicting to what is, Taylor's theories is a challenge because they give little in way of providing an area or sector of influence where creative empowerment is distinctive. Taylorism makes people work to the pace of machines to increase production; it’s considered   one of the best ways to work. Employees are paid to produce rather than thinking. Expense arrangement rewarded those who produced the most. Staff at all points needs to use their understanding and expertise in many different circumstances. Staff needs to love their working environment Similar to Siemens, where the culture encourages employees to become more involved in their work, suggesting and implementing improvements.

1. Motivation is a powerful energy that commences and expresses performance. For businesses, motivational theories of Maslow and Herzberg are to be studied and compared, starting with the common things where there is great similarity between Maslow and Herzberg models as both stresses on different needs of individuals. The needs of individuals at a higher level of hierarchy of Maslow have been referred as motivators by Herzberg. Thus Herzberg two factor theories are nothing but an addition to Maslow theory of motivation. Both theories are influenced by environmental circumstances, employees approach and as a result, their motivation. These influence an employee’s performance. As for the Dissimilarities, Maslow theory is based on human needs and satisfaction while Herzberg theory is based on the use of motivators which include accomplishment, gratitude and prospect for escalation. Maslow planned his mold on the foundation of experience whereas Herzberg developed his supposition on the basis of practical studies. Maslow takes into consideration all requirements of individuals whereas Herzberg looks at only those requests which are concerned with environment. Maslow considers inferior rank needs such as pay, security, operational situations….as satisfiers whereas Herzberg considers these only as dissatisfiers factors and not motivators. Maslow is suitable to all types of employees whereas Herzberg theory is mainly valid to professional persons. Maslow said that fulfilling each stage is a motivator; however, Herzberg said that fulfilling the hygiene stage only results in an employee being in balanced state and that fulfillment and enthusiasm comes from the 2nd stage (motivator).

1. Motivational theories help companies to develop and implement effective policies and strategies for attracting right type of people needed by them to operate the organization, to retain them in the organization, and to motivate them to put in their best efforts towards achievement of the organizational objectives. A motivated employee is someone that works hard because they feel fulfilled and happy in the workplace and likely to be more productive, Siemens motivates individuals by empowering them to improve processes. Provides the sort of environment where workers can learn new things and are given the opportunity to progress within the business. This background shows that Siemens values its employees and helps recruiting the next generation of engineers. Siemens staff has the value that they are allowed to be imaginative and can power their own work; a motivated workforce puts more energy into work in order to achieve the required outcomes. Motivated employees feel that their work is special. They are encouraged to take superiority in what they do. There is low non-attendance because employees are happy to go to work. Individuals are more loyal to the organization and stay longer because their needs are being met. Strategies that may cause frustration are managed thus Siemens believes the best method is to raise awareness of issues with employees and encourage their involvement .Siemens runs schemes where suggestions and projects for improvements are rewarded. This serves financially, either individually or as part of a team, or in terms of peer or management recognition of their achievements in a way that will eventually help Siemens increase its innovation and production. Siemens offers engineering staff training and development opportunities. This links with self-actualization as it helps engineers to broaden their competences which may lead to a progression up the career ladder. Training and progress also helps individuals to meet the changing demands of the business’ global markets. The ideas with the help of the managers are acted upon punctually. They support new innovation and spend a lot in research and development to provide pioneering products. The employees and managers have full control of every mission that is to be completed. As both of them stay close, thus respond quickly to the change in demands and needs of the customers. It also authorizes their staff for effective assignments. The culture is more self-ruled, providing flexible working environment and dress code. Staff’s faithfulness and loyalty will be stable and even increasing. The company is known for arranging matrix projects. As they have highly skilled professionals, it helps them to pull their best resources as per the project requirement. Being a flat structure organization it follows a person culture around the organization. Siemens believes that if the needs of the individual are not satisfied it de-motivates them to perform their task effectively. It uses ability management to match the talent with the task to produce competitive advantage. Therefore productivity will be effective and efficient. This approach persuades the management into adopting a more positive job in leadership.