Assessing Organisational Behaviour in 365 Emporium
You are required to review the “Coaching Makena Lane” case study and write a report that examines the company and Makena Lane. Use relevant theory and examples of best practice to support your views (you are required to use the Harvard referencing system).
Brief Description of 365 Emporium
365 Emporium Company was established in the early 1900s and is perceived as one of Australia’s vast retail pharmacy and grocery chains. The company sought to offer a one-stop shop for food, health and beauty, general merchandise, and pharmacy services. The firm sold hair care, cosmetics, skincare, and personal care, particularly in beauty. The company was known to allure employees locally with a firm sense of loyalty, making it possible for such employees to work for the organization their entire lives. 365 Emporium resolved to acquire seven smaller firms from 2003 to 2012 in an effort to maintain its growth owing to increased online competition and mass retail space that was being overcrowded from the early 2000s.
Outline of the Purpose and Structure of the Report.
- Psychological Contract
It will involve examining how the firm has managed its psychological contract with Makena Lane and whether it has achieved balance in that relationship.
- Management or Leadership
The focus will be the assessment of Makena Lane as a manager or leader through the application of at least one theory of management of leadership.
It will focus on analyzing the approach of Makena Lane to motivation, basing the analysis on at least one theory of motivation.
Identification and justification of one course of action to improve things under motivation, psychological contract and management/ leadership.
Reflection on the value of the exercise in attaining learning outcomes.
- Psychological Contract
365 offer to coach Lane was a brilliant course of action. It would inspire leadership by fixing interactions with others having varying viewpoints, motivation levels, and experiences (Walker et al., 2016). However, I feel that enrolling Lane for the coaching was a little late, considering how much time she had already spent in the company. Complaints had also been raised about her by other employees. It was not an easy task managing the psychological contract considering that Lane was still required to play her roles in the company’s operations.
It was important that 365 allowed Hale to interview Lane’s co-workers, along with her assessments and reflections, which would enable Hale to develop a report that synthesized her findings and thus identified key challenges of Lane. Regarding relational practices, Lane was assigned the practice called ‘pause’ facilitated by 365. It requires a person to pause for a few seconds when speaking in potentially contagious conversations (Finlay, 2015).
Lane was provided with an actual and real-time context of learning the relational practices. For instance, Lane would “let others be the star” by letting her employees make all presentations during meetings in an effort to improve relationships in the business unit with other teams. I feel that independent practices like nutrition, self-care, and exercises through adjusted time frames for lunch breaks and meetings contributed significantly to the effectiveness of Lane’s coaching and its subsequent management.
It is important to note that health directly influences an organization in decision-making, interpersonal skills, and problem-solving (Glanz et al., 2015). I believe that the one-year coaching period was enough and proved the company’s commitment to facilitating Lane’s upward mobility. 365 was able to find balance in this relationship in the sense that Lane’s coaching was a success. For instance, her relationship with other employees and the company’s competitiveness in terms of market share and hiring framework improved.
Management consists of interlocking roles of creating corporate policy and planning, organizing, controlling, and channeling a firm’s resources to achieve the policy’s objectives (Hislop et al., 2018). Lane’s top priority was to upgrade customer experience by advocating for promotional campaigns that would be integrated across the firm’s weekly emails, Sunday flyers, website, and in-home coupon booklets. They would lead the customers to corresponding displays in stores. Based on the scientific management theory, Lane utilized credible information by assessing the needs of the existing and potential customers, which eventually enabled 365 to operate more efficiently and profitably in the long run. This approach utilizes measurements and data to make organizations more effective (Rohleder, 2010).
For instance, she used the recent annual decrease in the contribution margin of beauty products and revenues as a call to action. However, I realized that Lane overlooked the importance of keeping other employees satisfied and engaged, which consequently led to quitting of some employees. She sought to ensure that giving preference to practicality and precedent no longer guided the problem-solving approach of her team. Therefore, I feel that the “fair” departures could have been avoided if her management approach had given a provision for staff to adjust. I found Lane’s decision to utilize 365’s heavily invested data of customer base resourceful. It presented substantial possibilities for data-driven decision-making. She created a novel process to get new customers of high-value beauty from the company’s program of general loyalty.
The process of motivation captures the need to select between alternative forms of action aimed at achieving a desired goal (Bjerregaard et al., 2015). The human relations theory, whose foci are on motivation, leadership, and group motivation, would apply in Lane’s case (Bauer, 2012). She perceived the aspect of motivation positively when she accepted 365’s offer of a psychological contract. One of the benefits of the coaching would be improving her reputation among the other employees, which had begun to deteriorate. Her leadership capacity would not thrive amidst her junior and peer colleagues’ defensiveness despite receiving support from the senior management. However, Lane held on to the senior management’s encouragement to push forward with her new approaches to enhancing customer experience.
She has displayed open-mindedness by valuing the coaching impact at 365 and elsewhere. She perceived the motivation approach with strategic thinking, rigor, and a bias toward action. It would put her in a better position to learn, understand, and adopt the most viable relational practices, independent practices, sustainability, and “self-generation.” The human relations theory enhances motivated leadership in an organization with a desired objective, as would be evident in Lane’s case (Dalton et al., 2010). The key objective of the coaching program was to develop the ability to drive inner growth independently and generate solutions in a sustainable manner.
Companies should prepare a systematic and comprehensive framework that should be induced into various job descriptions. The framework’s objective would be to provide training on the psychological aspects dictated by the respective job specifications, especially in the managerial dockets (Wellin, 2016). Therefore, the employees, mainly those holding managerial positions, should be subjected to psychological contracts as soon as they join the respective organizations (Abdullah, 2017). For instance, if 365 had done that with Lane as she joined, they probably would have avoided the “fair” departure of employees owing to the complaints raised against her interpersonal skills.
Companies should advocate for policies that promote a balance between management needs and the needs of the subordinate members of staff in an effort to create harmony in executing the firm’s business objectives (Machado & Davim, 2016). This is because harmonized management has a direct influence on the success of a business in various aspects, like competitiveness in the market. This is evident in 365 through Lane’s refinement of its management of operations.
Organizations should have motivation programs on a quarterly basis for their employees, from the managerial to the junior staff. However, the motivation programs should be custom-made to address the employees’ unique needs. It would significantly increase the desire of employees to deliver results in a self-driven manner to the advantage of the organization and the employees, too (Chapman & White, 2012).
I have been able to make progress toward achieving the learning outcomes of the exercise. I have developed a deeper understanding of organizational behaviour based on Makena Lane’s experience at 365 Emporium.
Some organizational factors which contribute to success include vision, implementation, organizational culture, empowerment, competitive pay scale, leadership, job satisfaction, and employee training and development. Competitive pay levels enhance job performance. Executing proper staff training encourages growth within them, thus, the organization. Satisfied employees are more productive (Richard D Schoolar, 2016). Culture assists firms in achieving their desired goals by improving performance.
An individual’s contribution to the organization is significant as long as he/ she can perform as expected. For instance, this can be illustrated by Lane’s contributions to enhancing profitability and the competitiveness of 365 in the market.
Theories of motivation include Maslow, McGregor, Herzberg, Likert, and Argyris, among others. Maslow suggested a hierarchy of human needs from basic needs at the bottom to higher needs at the top (Stoyanov, 2017). It, therefore, requires managers to consider the aspirations and needs of individual staff. The management of 365 could adopt this theory in an attempt to motivate its employees by ensuring that all levels of needs are satisfied before elevating them to the next higher level. McGregor (Theory X and Theory Y) make two noticeably varying sets of vast assumptions regarding their staff members. He identifies two major types of persons for managers to consider in how to execute the motivation program.
Abdullah, A., 2017. Managing the Psychological Contract: Employee Relations in South Asia. Cham: Springer International Publishing.
Bauer, T., 2012. Compare and contrast scientific management and human relations theory. s.l.:GRIN Verlag.
Bjerregaard, K., Haslam, S. . A., Morton, T. & Ryan, M. K., 2015. Social and relational identification as determinants of care workers’ motivation and Well-being. Frontiers in psychology. https://www.frontiersin.org/articles/10.3389/fpsyg.2015.01460/full
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Finlay, L., 2015. Relational integrative psychotherapy: engaging process and theory in practice. Chichester, West Sussex; Malden, MA: John Wiley & Sons Inc.
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Walker, A., Accadia, R. & Costa, . C. M., 2016. VOLUNTEER RETENTION: THE IMPORTANCE OF ORGANISATIONAL SUPPORT AND PSYCHOLOGICAL CONTRACT BREACH. JOURNAL OF COMMUNITY PSYCHOLOGY, 44(8), pp. 1059-1069. https://onlinelibrary.wiley.com/doi/abs/10.1002/jcop.21827
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