Principles of Management (Case Study)
Help Desk at AMPA Case
Student:
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Contents
Contents 2
1.0 Analysis Using Motivation Theories 1 1.1 Equity Theory 1 1.2 Expectancy Theory 2
2.0 Criticisms of the Management Functions 3
3.0 Main Problems Defined 4
4.0 References 5
5.0 Appendices 7 5.1 Appendix 1: SWOT Analysis 7
1.0 Analysis Using Motivation Theories
1.1 Equity Theory
The Equity Theory states that people assess how fairly they have been treated according to two key factors: outcomes and inputs. (Batemen, Snell, 2007) In this case study, Brian is an employee of AMPA and is appointed as the unofficial Help Desk coordinator, however it is clear that there seems to be a lot of inequity in the workplace. Brian was being treated unfairly and was clearly experiencing underpayment inequity in AMPA which exists when a person’s own outcome/input ratio is perceived to be less than that of a referent (Jones, George, 2003). Brian is often made to focus on other work apart from his own and according to the equity theory, since Brian’s input is far more than his outcome, he should be rewarded with higher pay, praise, bonuses, promotions, status perquisites and so on (Kinicki, Williams, 2008). However Brian was more than satisfied to work hard and to perform additional tasks in hopes of being recognized for his efforts and eventually being formally appointed as Help Desk Coordinator. Batemen, Snell (2004) suggests that workers compare the ratio of their own outcomes to inputs against the outcome-to-input ratio of another worker of the same level. Nevertheless, Brian did not attain a promotion due to his direct manager, Trevor who frequently made poor decisions and often blamed Brian for his mistakes. As a result, Trevor lacked technical skills as he did not possess the ability to apply specialized knowledge or expertise to a firm which led to a lack in conceptual skills due to his inability to make the right
Student:
Student Number:
Tutor:
Workshop Time:
Due Date:
Contents
Contents 2
1.0 Analysis Using Motivation Theories 1 1.1 Equity Theory 1 1.2 Expectancy Theory 2
2.0 Criticisms of the Management Functions 3
3.0 Main Problems Defined 4
4.0 References 5
5.0 Appendices 7 5.1 Appendix 1: SWOT Analysis 7
1.0 Analysis Using Motivation Theories
1.1 Equity Theory
The Equity Theory states that people assess how fairly they have been treated according to two key factors: outcomes and inputs. (Batemen, Snell, 2007) In this case study, Brian is an employee of AMPA and is appointed as the unofficial Help Desk coordinator, however it is clear that there seems to be a lot of inequity in the workplace. Brian was being treated unfairly and was clearly experiencing underpayment inequity in AMPA which exists when a person’s own outcome/input ratio is perceived to be less than that of a referent (Jones, George, 2003). Brian is often made to focus on other work apart from his own and according to the equity theory, since Brian’s input is far more than his outcome, he should be rewarded with higher pay, praise, bonuses, promotions, status perquisites and so on (Kinicki, Williams, 2008). However Brian was more than satisfied to work hard and to perform additional tasks in hopes of being recognized for his efforts and eventually being formally appointed as Help Desk Coordinator. Batemen, Snell (2004) suggests that workers compare the ratio of their own outcomes to inputs against the outcome-to-input ratio of another worker of the same level. Nevertheless, Brian did not attain a promotion due to his direct manager, Trevor who frequently made poor decisions and often blamed Brian for his mistakes. As a result, Trevor lacked technical skills as he did not possess the ability to apply specialized knowledge or expertise to a firm which led to a lack in conceptual skills due to his inability to make the right
References: 1) Bartol K., Martin D., Tien M., and Matthews G., (2001) Management: A Pacific Rim Focus 3rd Ed. Australia: McGraw-Hill 2) Bartol K., Tein M., Matthews G., Sharma B., Ritson P., and Scott-ladd B., (2008) Management Foundations: A Pacific Rim Focus 2nd Ed 3) Batemen Thomas S., and Snell Scott A., (2004) Management: The New Competitive Landscape 6th Ed. United States: McGraw Hill 4) Batemen Thomas S., and Snell Scott A., (2007) Management: Leading & Collaborating in a Competitive World 7th Ed 5) Boddy D., (2008) Management: An Introduction 4th Ed. United Kingdom: Prentice Hall 6) Borders A, Earleywine M, and Huey Stanley J 7) Certo Samuel C., (2003), Modern Management 9th Ed. United States: Prentice Hall 8) Decenzo David A., and Robbins Stephen P., (2007), Fundamentals of Human Resource Management 9th Ed 9) Donnelly James H., Gibson James L., and Ivancevich John M., (1998) Fundamentals of Management 10th Ed. United States: McGraw-Hill 10) Griffin Ricky W., and Ebert Ronald J., (2008) Business 8th Ed 11) Hall S., (2005), An Introduction to Management. Great Britain: Pearson Education Limited 12) Hannagan T., (2002) Management Concepts and Practices: 3rd Ed 15) Knicki A., and Williams Brian K., (2008) Management: A Practical Introduction 3rd Ed. United States: McGraw-Hill 16) Kreitner R., (1995), Management 6th Ed 17) Mondy Wayne R., (2008) Human Resource Management 10th Ed. United States: Pearson Education. 18) Pierce Jon L., Gardner Donald G., and Dunham Randall B., (2002) Management and Organizational Behaviour: An Integrated Perspective. United States: South Western 19) Robbins Stephen P., Bergman R., Stagg I., and Coulter M., (2000), Management 2nd Ed 20) Rue Leslie W., and Byars Lloyd L., (2000) Management: Skills and Application 9th Ed. United States: McGraw-Hill. 21) Wood J., Zeffane R., Fromholtz M., and Fitzgerald J., (2006) Organisational Behaviour: Core Concepts and Applications 1st Australian Ed. Australia: John Wiley & Sons 5.0 Appendices