Managing People in the Organisation

Module Code: BMG735 (CRN 17429)

Student Name:
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 Table of Contents
Section 1..........................................................................................................................................3

Introduction..................................................................................................................................3

Discussion....................................................................................................................................4

Recommendation.........................................................................................................................5

Section 02 Training and learning.....................................................................................................8

Introduction..................................................................................................................................8

Case analysis................................................................................................................................8

Recommendation.......................................................................................................................10

Section 03 Motivation....................................................................................................................13

Introduction................................................................................................................................13

Case analysis..............................................................................................................................13

Recommendations......................................................................................................................14

Reference.......................................................................................................................................18

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 Section 1

Introduction

A manager's success is influenced by people, money, and technology. Managers must understand
both the structure of the business and the underlying principles of human behaviour in order to
be effective. In order to improve an employee's ability to perform their job duties, it is essential
that they undergo regular training and development opportunities. Line managers must be able to
comprehend HR difficulties and implement HR solutions for a variety of reasons, including the
fact that they are increasingly responsible for many elements of people management. This report
holds the case organisation framework analysis and justifies the authors' recommendations. It
contains management solutions as a small software company.

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Discussion

Management Solutions, a Belfast-based software firm, offers managed online and offline
document management systems (DMS). Twelve software developers have been assigned to this
document management system, with each focusing on a distinct aspect of the system. All
software engineers are overseen by a single management team (who also founded and owns the
company). Developers assist one another and are aware of unofficial 'workarounds,' which are
methods of ensuring that particular elements of the document management system function as
intended. Management Solutions also has three administrative staff members that help with
financial and human resource issues (Luthans, 2015). Management Solutions is under constant
pressure to meet its clients' needs around the clock. A software engineer is on-call every 12 days.
If there is an urgent issue that cannot wait until the next working day, an on-call developer is
necessary. In addition to their usual salary, the programmers receive a £4,500 on-call bonus.

Workflow, a larger company, bought Management Solutions to add DMS to their product line.
The software engineers were unaware the company founder was considering selling. Workflow's
acquisition was disclosed and completed in weeks (apparently negotiations had been underway
for quite a few months but despite being a close-knit team, the developers were unaware). There
were three ways this transaction affected the Management Solutions developer team. An
enormous number of Workflow customers have immediately accepted the document
management solution of Management Solutions (Alter, 2019). Personnel in the software
development department have remained the same. It was also part of the deal that Management
Solutions's owner departed the company. It was originally anticipated that a new manager
position would be created either internally or externally. However, no new manager was named,
which disappointed numerous software developers who were ready to take the reins if the
occasion occurred. The three Office Administrators were 'let go' as a result of the Workflow
process in place.

The crew will now report to a current Workflow manager in the South of England who is
inexperienced with Management Solutions DMS in order to boost efficiency. In the eyes of
many, the Software Development Manager is an unreachable figure. To meet the staff and take a

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tour of our office, he stopped by only once (Popadinets et al., 2021). He seemed more interested
in getting to know us as a company and going over his "agenda." Criticize, serviceability, or
assign new clients to the team: This manager's internet interaction is mostly negative. Workflow
employs a number of software development teams throughout the South of England. Workflow
software engineers have a similar on-call schedule and are paid an additional £12k per year,
Management Solutions developers are aware (Ramirez, 2021). When the Management Solutions
team inquired as to why they received £4,500 but the Workflow developers received £10k, the
Software Development Manager said that the South of England had a higher cost of living and
labour competition than Northern Ireland. The Management Solutions team is perplexed as to
why the on-call expenses differ when Workflow developers are already paid more. The Software
Development Manager said that they had already been explained and should not bring it up
again. Some developers considered submitting a complaint with Human Resources (HR), but
none did so due to dissatisfaction with their new management and rumours that Workflow HR is
useless. The additional Workflow clients have put a burden on Management Solutions' personnel
and increased the frequency of customer support inquiries outside of normal business hours.
Morale on the team has plummeted. Recently, a developer on call had a question concerning a
client they didn't manage. She had shut off her phone and did not react when they called the
appropriate developer. She explained that she was only paid to be on call once every 12 days and
would not answer calls outside of normal work hours. The developer on call that week became ill
as a result of work-related stress (Kang and Hwang, 2021). The team is now down one member,
or two if the owner/manager is counted. Many are dissatisfied, and several have started seeking
work elsewhere.

Recommendation

First and foremost, the business was hesitant to pick a leader simply on the basis of
recommendations from its human resources and management teams. If the top leadership was
forceful and accountable, it would be possible to deal with the current issue. It is necessary in
this case to have a separate SEO and leadership staff (Stojadinović-Jovanović et al., 2021). They
needed to do a wide range of market research in order to attract clients from all around the world,
which they did. It was hard for the firm to take any action in response to the high turnover of

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employees. It became impossible for the corporation to function properly once its chief executive
departed the position of president. It was a small team of only 12 employees, and everyone
received a compensation of 33 per cent of the overall salary, pushing some of them to look for
other opportunities (Kang and Hwang, 2021). The company demonstrated that the source of the
problem could be pinpointed to a specific geographical region. It was anticipated that the
corporation would have received an alternative remedy as to a result of this sort of justification.
Eventually, the firm may decide to expand the cafeteria or provide other benefits to its
employees that they feel would be beneficial to them. All things are taken into consideration; the
organization did not have trust in their ability to maintain its corporate identity (West, 2012).
When it comes to this, a leader's consistency is essential.

 Be the first one to arrive and the last one to leave

 Demonstrate the return on investment (ROI) of transparent and trust requirements.
 Plan an out-of-office team-building activity
 Incorporate core values into the organization and recognize those that uphold them.
 Make the team chuckle with the anecdotes (West, 2012).
 Think twice before making a hiring decision.

To reduce employee turnover there are certain steps to follow. As

 Select the most qualified candidates.

 Maintain a competitive wage and overall compensation package in line with the market
rate of inflation (Alhapip et al., 2017).
 Keep a close eye on the toxic workforce.
 Make work-life balance a top priority.
 Pay close attention to employee satisfaction (Alhapip et al., 2017).

In order to maintain good staff morale and motivation, certain acts should be implemented as
part of an organization's organizational culture. As

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  Hold team meetings on a regular basis.
 Enlist team members to lend a hand to their coworkers (Hussin, 2008).
 Make it clear that it is critical for them to look after themselves.
 Provide one-on-one feedback on a regular basis.
 Get to learn the people who work for an individual.
 Express appreciation and thankfulness to them.
 Work schedules that are flexible (Maula, 2010).
 Nominations made by peers for peers.

To improve work monitoring, administration and human resources can follow suit.

 Give special recognition to the top performers (Maula, 2010). Make use of the data to
discover the right performers on the team, so that one can guarantee that they are properly
rewarded for their contributions to the team.
 Assist in the improvement of the worst performers.
 Increase the efficiency of corporate procedures.
 Identify clients who are a waste of time (Maula, 2010).
 Block websites that are distracting.
 Control the distribution of tasks.

To be effective, managers must comprehend both the business's structure and the underlying
principles of human behaviour. Line managers must be able to appreciate human resource issues
and implement human resource solutions for a variety of reasons, not the least of which is that
they are increasingly accountable for many aspects of human resource management. This report
contains an analysis of the case's organizational framework and justifies the author's
recommendations. As a tiny software company, it contains management solutions.

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 Section 02 Training and learning

Introduction

Training and learning programs can provide a variety of benefits. They increase staff production,
productivity, and morale while decreasing employee churn. By starting a career in human
resources, one might learn about the critical nature of training and development opportunities for
individuals and organizations (Billett, 2020). Trainers impart knowledge and information, while
learners develop skills that may be utilized in a variety of situations through information
absorption. Training and learning assist organizations in increasing production, morale, and
earnings in order to recruit and retain the best staff. There is also a considerable reduction in
absenteeism and productivity in firms with engaged and enthusiastic employees. Educating
people on how to do their jobs better through training and development is an important part of
any company's overall strategy for success. From this lens, the given case study can be
addressed. From the course module and class lecture, this topic has been selected to evaluate the
companies’ decisions and challenges.

Case analysis

The corporation is organized into three office administrations, each of which is in charge of
finance, Human resources, and other administrative responsibilities. In addition to being the
company's top executives, they are also in control of the company's 12 product developers, all of
whom are female. Each and every one of the employees are operating in a remote environment
that is being monitored both physically and for a specific reason. A workaround policy has been
developed in order to examine and improve the efficiency of the operations in the working
environment. The company is open seven days a week, twenty-four hours a day, every day of the
week. As a result, the working pressure on the limited number of employees is rather high. As a
result of the higher contribution, any other employees who conduct proxy work will receive an
additional 4500 euros as a result of their efforts. On the day of the organisation, a legal contract
was negotiated. When discussing an informal contract, it is necessary to consider the possibilities

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that could result in stumbling blocks. Given that each software developer has a specific clientele
for whom they have developed features of the document management system, the developer on
call will telephone the phone number of the relevant software developer (even if that developer is
not currently on-call) to request assistance. This is not required by Management Solutions policy
or the developers' contract; rather, it is a practice that has been developed by the developers
themselves in order to assist and support one another. To this point, the company has not
enforced any modifications; nevertheless, when it was transferred to a larger company without
alerting the employees, changes occurred in the direction and execution system of the company's
operations. There were three concerns that occurred as a result of the organizational restructuring
and modifications:

A. If an employee's number remains the same, they are given a short period of time to complete
their tasks.

B As a result of the resignation of the previous manager, no new manager has been appointed to
the role.

C. Three corporate employees left their positions, and the office administrator position was
eliminated from the company's payroll.

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Recommendation

Fig: Organisational strategy and performance (Kraiger and Ford, 2021)

Determine training requirements

Establishing training needs is the first step in creating an effective training program. There may
already be plans in place for employee training as part of a company's strategy, human resources,
or even individual development goals (Kraiger and Ford, 2021). If the company is starting from
scratch, it will need to consider which areas to prioritize (without specified targets). At first, the
leader’s definition and structure need to be established.

Setting training objectives for the organization

The organizational, task and individual training needs can be assessed to determine whether there
are any discrepancies in present training activities or employee skill sets. Investigating,
prioritizing, and converting these issues into training objectives for the company are all things
that need to be done. Here the employees do not know about their objectives as the organisation
has shifted to a new era (Emerson and Berge, 2018). To establish if there are any inconsistencies
in current training activities or personnel skill sets, an assessment of organizational, task, and

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individuals training needs can be conducted. All of these issues must be investigated, prioritized,
and turned into training programmes for the firm. 360-degree feedback and evaluations can be
utilized to pinpoint this precisely.

A training action plan should be developed

An action plan that incorporates learning theories and instructional design is the next step in the
training process. Include information on available resources and instructional approaches. It is
vital to consider not only the learning styles of the participants but also the training level of the
program. This will create a more ungrateful environment with the other workers and create e
monotony. Many businesses start their initiatives with a small group of people and gather
feedback before presenting them on a broader scale (Wiese et al., 2018). Which is directly absent
in the given case.

Improve employee skills by taking the necessary steps

During the implementation phase, the training program comes to life. It is up to the organization
whether internal or externally coordinated training is used. When establishing training sessions
and supporting tools for execution, employee engagement and learning KPI goals should be
considered (facilities, equipment, creation questionnaire process etc.). from the case it was clear
that the employees were given no clear instruction nor aligned with company goals. Training
Couse can clear their duty and motives (Nykänen et al., 2022). Also, facilities and use of
resources will be relevant. The training course is then publicly introduced, advertised, and
delivered. It is critical to monitor the development of participants in order to ensure the
effectiveness of the training program.

Evaluation and adjustment of training

Action plans that include theoretical concepts and instruction are next in training. The current
situation of the company is out of sight of the administration. This program should be evaluated
to see whether it was successful in meeting its training objectives. All stakeholders should

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evaluate program and instructor success, as well as information or skills gained. By examining
this data in conjunction with an employee's performance evaluation, employee experience
management (EXM) can be improved (Nykänen et al., 2022). If goals or expectations are not
being met, the training or action plan may be evaluated at this time.

Specified teaching should be recommended while following some key aspects. As

Increase Employee Morale and Confidence

A training and development program shows the employees that one care about their well-being
as well as the success of the firm as a whole. A company's training and development programs
are an excellent way to bring its staff together. People with similar backgrounds and expertise
tend to get along better and come up with more creative problem-solving solutions (Van Der
Leeuw et al., 2018). Specialized training can improve both job satisfaction and motivation (Tews
and Noe, 2019).

Consistency is attained

Consistency delivers high-quality, precise results. Routine duties and responsibilities lose their
high quality over time as a result of outdated processes. Training development programs ensure
that everyone is on the same page and that a unified approach is established that everyone can
follow (Park et al., 2020). Employee training and development programs can help to improve
onboarding and new hire processes.

Enhance the Company's Image

It is vital to have a strong brand that attracts great talent from the start. When establishing a
company's reputation, training programs are a good place to start, but there are many others.
Some of the best new hires automatically seek out training programs because they want to ensure
that the firm is up to date with the newest industry standards (Ifenthaler, 2018).

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 Section 03 Motivation

Introduction

Human activity is energized, directed, and sustained by a process known as motivation. It's a
word used in HR to describe the drive people must accomplish their best work or go the extra
mile when completing duties, they've been given. Motivation A person's motivation is a
combination of internal and external elements that compel him or her to pursue a goal and stay
engaged in the pursuit of that objective. This part of the paper entails the use and implication of
motivation. As well through the case the consequence and importance of motivation within
organisation will be evaluated. Further relevant recommendation will be concluded.

Case analysis

First and foremost, the company was sold to a fantastic corporation, and the entire organizational
structure and work environment, as well as work ethics, norms, and leadership structure were
completely transformed overnight. The staff were not informed of the sale or of any changes that
will take place in the near future. It is demonstrated in the example that the previous leaders'
structure was divided into three categories, but when the new firm head and manager assumed
the responsibilities, there was a leadership void that existed (Tokarz and Malinowska, 2019). The
relocation of the company's headquarters is critical. The new firm owner is establishing himself
in a foreign location, with a distinct culture, way of thinking, and business techniques. Along
with these differences, there are also differences in wage scales, payment systems, and lifestyles.
Overall, local workers receive about two and a half times the amount of compensation received
by older workers. The new company is dealing with turnaround levels of workloads without any
suitable supervision, instructions, or motivation. In addition, there are fewer payments and
incentives. In addition, there is no established framework for the leaders. After then, a new
leader was appointed, although he or she had no prior knowledge or information about their
previous work environment. This raises the question of whether or not the individuals have been
adequately investigated in order to learn about their preferences or concerns. Because of a

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significant communication gap, they were perceived as having nonlegacy. As a result, there was
irritation and a lack of motivation in the work (Mahmoud et al., 2020). Additionally, the human
resources department appears to be unresponsive from the beginning, resulting in an
authoritarian leadership system in which the employees' involvement is largely ignored in
decision-making. Ultimately, this transition to a harsh and nasty environment with a different
location and culture, as well as less identification and recognition, appears to have resulted in
worse morale among the staff. For example, when one employee became ill, the shift of
workload to other employees was called into question, which simply added to the frustration of
the workplace as a result of this questioning. In the long run, this will result in reduced
workability and results.

Recommendations

Fig: Different aspects of motivation (Manganelli et al., 2018)

Make the company's working atmosphere as pleasant as possible

Nobody wants to spend their entire day in a dull, lifeless setting. A more pleasant environment to

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work in is one that is visually appealing, well-lit, functional, and full of fascinating things to do.
To begin, things must be well-maintained and up to date. It also entails keeping a nice and
orderly appearance (Petchdee, 2021). Consider displaying the work of local artists or exploring a
local charity shop for one-of-a-kind pieces of furniture. All of these minor elements will go a
long way toward enhancing employee morale.

Make every effort to be a trustworthy, open, and honest boss

Despite the fact that it may appear obvious, bad management is a primary cause of employee
turnover. The foundation of this connection is based on mutual respect, honesty, trust, and open
communication. As a leader and mentor, there is a great deal more one can do. It's a good idea to
start by reading some management books because mastering it, like any other skill, requires
information and practice (Petchdee, 2021). As a starting point, look at Amazon's best-sellers for
business management or the human management part of Square's blog. In the end, if one is a
good boss, the employees will be more loyal to the company.

Provide rewards to employees to motivate them

Workers will remain loyal to the firm if the leader provides them with a cause to do so. It is
worthwhile to develop an incentive program to keep the employees engaged. Here are a few
ideas for benefits one might want to think about:

• A three-month bonus is paid out (Liu et al., 2021).

• Access to expert medical care from a private provider.
• Making an offer to pay for additional qualifications or credentials.
• Taking a cut of the company's profits.

People are more likely to accomplish their best work when they know they will be compensated
for it. Further,

• Must perform admirably.

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 • Remain in place until everything is finished.

Allow them to mature in peace

Giving employees the opportunity to advance their careers inside the organization is a potent
motivator, especially if the company is growing significantly. Knowing that their efforts are
appreciated and recognized is a huge incentive, but knowing that they are being compensated is
also important. In your mind, think about which of your employees might be an excellent
candidate for a managerial position in a new location (Herron, 2022). If one wants top employees
to consider their professions as more than just a side hustle, one must provide them with the
opportunity to advance in their positions.

Praise people for their positive deeds to encourage them

It's a good feeling to be happy with what individuals do. It is, in fact, one of the most essential
factors influencing job satisfaction. If the bosses express gratitude for their efforts, making sure
to share that information with another team is important. This is a piece of cake with Square
Feedback. Many Square salespeople make it a point to share all of the positive comments they
receive with their team at weekly meetings. It's a win-win situation for the employees when they
know they've done something to make someone else's day better (or more) (Herron, 2022).

Be frank and truthful

Respect, sincerity, trust, and open dialogue are the cornerstones of this relationship. One can As
a leader and mentor, one can accomplish significantly more. Square's Dashboard, which provides
a range of business data in a simple-to-use interface, makes this process much easier to
accomplish. On a daily, weekly, or monthly basis, one can provide information on the number of
new and returning clients who have visited the website (Heyns and Kerr, 2018). Employees who
have access to all of this information may be more likely to identify areas for improvement, as
well as to feel like they are an important part of the company.

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Provide a variety of scheduling alternatives

There are numerous ways in which technology has transformed business and the way of daily
lives. Particularly given the recent trend of more people working from home. To be a
competitive employer in 2021, the company must accommodate the growing number of
employees who choose flexible work schedules (Heyns and Kerr, 2018). If they want to attract
the top staff, for example, they should provide a work-from-home option or flexible hours.

Inquire about their desires

It is better to find out what motivates the team rather than rely on guesswork. The best thing one
can do for employees is to ask and the company may be to do something different.

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