Mobile Maintenance Overview

Mobile Maintenance Overview MOBILE MAINTENANCE OVERVIEW THE PROJECT Over the last decade, we have seen the pace of technology development increase hugely. From mobile phones to tablet devices to smart televisions, right up to connected vehicles and homes. This technology shift is inevitably moving into aviation travel sector. Both the Boeing 787 and Airbus A380 require connectivity, and digital tools, to maintain them. Engineering needs to have integrated systems and hardware within the business to keep pace. Achieving such integration will provide us with the latest tools in support of our drive for greater efficiency and improved productivity. Our goal is to use technology to help us become market competitive. The Mobile Maintenance project is one of Engineerings primary Tier 1 programmes and forms part of the Our Plan business objective to use digital technology to transform our business. It aligns with the work we are doing under the banner of the Capella change programme. With investment being made in mobile hardware, a new content management solution and significant enhancements to the SAP, the project will roll out over the next 18 months. Beginning in the ramp arena, online/mobile working will cascade on into hangar maintenance, and then component workshops. The new content management solution will come on stream one aircraft type at a time, with component maintenance manuals shortly thereafter. INVESTING IN OUR FUTURE In the current financial climate, the decision by BAs Capital Investment Committee to approve this capital investment should be seen as a fantastic endorsement of everything Engineering intends to achieve via the project. Once the cost of the original mobile working trial is added in, the total capex underpinning Mobile Maintenance comes to some  £8million. The graphic below provides an indication of how the funds have been invested. 33% 22% 45% INVESTMENT BREAKDOWN Hardware SAP Enhancements INVESTMENT EXPLAINED BENEFITS Of course, the investment decision was driven by the compelling benefits case Engineering were able to make. As well as the obvious productivity and efficiency opportunities, successful implementation opens up the possibility of achieving a wide variety of non-financial gains across Engineering. PEOPLE AND PROCESSES Drive up the quality of information underpinning resource and load planning activities. Reduce the frustration caused by having to leave the aircraft side mid-job. SAFETY AND QUALITY Improve access, and adherence, to maintenance manuals, procedures and processes. Reduce the risk of unrecorded work. OPERATIONAL PERFORMANCE Reduce ADDs and delays through easier, quicker and more accurate access to technical information. Vastly improved situational awareness both in the satellite control and for the production teams. SAP Enhancements Just over 1/5 of the investment has gone into the largest single group of changes to SAP since it was introduced in 2004. Resulting in new transactions and improvements to exisiting ones, in addition to the new eTask app. Hardware 1/3 of the investment has been on hardware. From the devices to servers and WIFi infranstructure. This portion of the investment was vital in ensuring the implementation becomes a success. ICMS The largest portion of the investiment is in the new integrated content management system. A replacement for the TI Portal and Knowledge warehouse, ICMS will provide remote, direct, accurate technical documentation to all engineers. For additions or queries regarding the MMHandbook contact [emailprotected] Ensure colleagues carry out their role with the most up-to-date information at their fingertips. Increase the productivity and efficiency of the delivery and support teams in the organisation. Provide the opportunity for greater visibility of task work steps. Remove SAP data entry lag, and risk of data transcription errors, to improve compliance data timeliness and quality. Better quality data will provide greater richness of information to improve the quality, and delivery, of the daily production plan. DELIVERABLES DELIVERABLES OVERVIEW Mobile maintenance often attracts the immediate thought of iPads and the eTask app, mobile maintenance is a huge amount more than just an app on a device. The SAP enhancements upstream all interlink with one another, from enhancing the notifications we rely on for compliance, to creating a balanced plan and managing our operation. The information produced upstream of the app allows the engineer to work with accurate, well planned information on his device, while the app offers him/her immediate benefits with the functionality offered by eTask. DEFECT WORKBENCH The defect workbench is a new SAP transaction available for use by both production and the EOCC. It allows a user to search, review and fully define a D3 or D7. The transaction is data rich and allows accurate definition of notifications ensuring the user has all the information available to make informed decisions on what action should be taken. Notifications can be directed to relevant departments using the new milestone function while communication lines between planning, production and the engineer at the aircraft side are opened up with the remarks function. SLOT PLAN The slot plan is an engineering version of the airops software we use today to monitor the operation, it is a graphical display of our aircrafts flying schedule allowing a planner to select and analyse maintenance opportunities to plan revisions. The slot plan is the point of entry to the planning workbench and is the first step in the process to creating a new revision or editing an existing one. PLANNING WORKBENCH A data rich transaction allowing a planner to analyse the outstanding notifications of an aircraft. A compliance pane, defect pane and modification pane organise the notifications in a logical manner while quick review columns offer immediate information about a notification including; material status, life rule and number of re-assess alongside many others. The main function of the planning workbench is to create accurate plans for work in the production environment. LOAD AND CAPACITY Once the notification definition process we will have going forward with mobile maintenance improves and the data is more accurate the load and capacity tool will be a very important tool for engineering. The load and capacity tool will offer a graphical representation of the capacity (resource available) vs the Load (the planned work). This will allow a planner to balance revisions and ensure the plan is achievable. The tool depends on engineering working together to define notifications properly, most importantly defining man hours on ADDs. RESOURCE PLANNING DASHBOARD (RPD) The resource planning dashboard is a digital T card board and interlinks with both the load and capacity tool and the TACD. The RPD (resource planning dashboard) allows a shift manager to organise a shifts colleagues in to teams based on who is available. The transaction offers information of the colleagues skills, cover and availability and so the teams can be planned accurately and efficiently. There will also be a crew room view which will show everyone which teams they are allocated to. The RPD relies on data fed from the HR system and time manager, with this in mind, it is vital that any time manager data is entered in advance of the event, this includes overtime, leave, sickness and any other absence. Failure to do so will result in the colleagues absent or on overtime failing to show correctly in the RPD. This is important as the RPD feeds the allocation system in the TACD which allocates work to the engineers devices. TASK ALLOCATION AND CONTROL DASHBOARD (TACD) TACD is the new version of the electronic whiteboard we use today to manage our operation in the satellites. It allows the FSDE to view and analyse the progress of the work being carried out by the engineers on the aircraft, while having the ability to create tasks from VHF calls and allocating them directly to an engineers device instantly. The TACD interlinks directly with the eTask app and the functionality provided allows the progress of tasks and revisions to be monitored in real time offering a substantial operational awareness improvement. ETASK APP (IPAD BASED) The eTask app is the next generation Ramp app. Following on from the trial version, the eTask app has an abundance of functionalities available that allow an engineer to work more efficiently and effectively. Greater task detail, allocation flexibility, stores integration and reporting functions offer huge improvements to the initial ramp app. The major benefit being increased engagement time at the aircraft side, integration to the content management system and access to up to date technical documentation supports the information already on offer within each task pushed to the device. INTEGRATED CONTENT MANAGEMENT SYSTEM (ICMS) The new content management system is engineerings single solution for technical documentation and procedures. ICMS replaces the TI Portal and knowledge warehouse bringing considerable aesthetic, control and accessibility improvements. Desktop and device access provides aircraft manuals in the same format, hyperlinked and integrated with the eTask app whilst offering smart search functionality. Offline content also allows manuals to be saved to a device for review with automated updates adding in any TRs directly to the manual ensuring adherence to the most recent version. TRAINING TRAINING SOLUTION With engineering investing in one of the biggest change projects since the introduction of SAP it is vital that the training solution provided gives all colleagues the most support in the movement towards mobile working. This section will explain the training solution offered as well as where supplementary information and support can be found. TRAINING DEVELOPMENT Mobile maintenance training was developed in house by a team of hard working experienced engineering colleagues. They are volunteers who devoted their time to the project to ensure that the content developed was in the best interests of their own colleagues and engineering as a whole. The training concepts were developed alongside the GLA and their own experts to ensure it adhered to training guidelines. In respect of the practical training the colleagues whom deliver the courses are also engineering production colleagues who volunteered to support the work areas in the road towards mobile working. ASCEND British Airways corporate learning tool is Ascend, it allows courses to be built and stored online for completion at a time that suits without being off lined from the work areas. Ascend also allows learning to be tracked and audited by quality. SAP ENHANCEMENTS ASCEND COURSES The mobile maintenance ascend courses were designed to give a how to demonstration of the new SAP enhancements. Software is a difficult product to train and the team toyed with different methods. One being the use of screenshots and annotations, however, when analysed, it was found that around 2000 screenshots would need to be produced which was both unmanageable and counterproductive as a training tool. The chosen method was to use videos of the transaction actually in a realistic scenario. Many software products use this method for training and a professional software was sourced to produce the content over a period of 2 months. The videos can be stopped, paused and scrolled through if further time is required on a certain point or notes need to be taken. ETASK ASCEND COURSE BALEARNING APP The eTask ascend course is a little different to that of the SAP Enhancements, the ascend course serves as a placeholder for the competency assessment but the content itself is based on a BA corporate app named BALearning on the iPad device itself. The BALearning app allows an identical mimic of the real eTask app to be created. The content can then be manipulated to direct a user to choose the correct process and function resulting in the user becoming familiar and aware of how the eTask app works. If a user makes an error it is not a problem as the learning app offers a safe environment to practice in. The eTask training app that is released is available at any time allowing a user to refresh on functionality when required. BALEARNING APP FIX Some users have reported the BALearning app is malfunctioning and the screen blanks on opening. This is due to a problem Mobile Enabled Operations encountered in March with corporate apps across the BA network having issues. The fix: Delete BALogin App and Device Doctor App and then reinstall, following that enter the BA App store and ensure all apps are up to date including the BALearning app. This should remedy the fault. ASCEND COMPETENCY ASSESSEMENTS The ascend competency assessments are a quality requirement. PRACTICAL TRAINING The training team were very keen to have a practical element of training included in the solution, one that allows candidates to practice using the new tools in a safe environment with instructors who are experts in the developments. The solutions were again developed by the SME team alongside the GLA. EOCC PRACTICAL TRAINING The EOCC have developed a comprehensive practical training and readiness programme. This includes a full 1 day training course using the new tools in a safe environment while learning new processes and procedures attached to those tools. They also assess individuals on a 1 on 1 basis prior to going live ensuring the candidates are capable and ready to use the tools, assessing competency in addition to setting up layouts and variants applicable to their role. MVS MAINTENANCE VISIT SIMULATION Production colleagues, once they have completed the mandatory ascend modules will be allocated to an MVS course. A Maintenance Visit Simulation course is a 1 day offline course where a candidate will experience and use all of the tools produced from mobile maintenance in a simulated aircraft visit. The simulation begins prior to the aircraft visit highlighting the process of data enrichment and timely entering of HR data, from there the simulation moves through the satellite to the aircraft arrival and through to the aircraft departure. At each point of the aircraft visit the instructors demonstrate functionality and highlight any key points while the candidates actually work the aircraft on the devices like they would in a real life scenario. The candidates are assessed by monitoring their engagement throughout the session as well as a written exam at the end of the session. POST TRAINING SUPPORT For additions or queries regarding the MMHandbook contact [emailprotected] As with any training programme there are often further questions and clarity required by a candidate. For that reason a post training support structure has been implemented. KEY USERS Key users in each area are the first port of call for any clarifications or questions regarding mobile maintenance and they will be on hand to every shift to aid in the process of implementation and beyond. Again key users are engineering colleagues and have candidates best interests in mind. YAMMER Yammer is BAs business social media option. There is a mobile maintenance group which is monitored daily by the project team. Any questions or queries will be answered in a timely and accurate manner so dont hesitate to ask for any clarity or report any issues found. Yammer is available via a desktop or via the app store on the iPad. KEY FUNCTIONS QRH This mobile maintenance handbook offers an overview of the project, deliverables, training as well as offering a comprehensive quick reference handbook (QRH) for functionality of the new deliverables. It is a working document so if there is anything that is missing please report it to the owner or mobile maintenance yammer page. ENGINEERING PROCEDURES BA ENGINEERING TECHNICAL PROCEDURES AND WORK INSTRUCTIONS Mobile Maintenance is now part of British Airways Engineering Technical Procedures/Work Instructions. Alongside this there will be local procedures which will be briefed and cascaded by your business area representatives. Follow the instructions below to access the engineering procedures and work instructions related to Mobile Maintenance

Strategy Implementation Essay -- Business, Organizational Design

This report provides an analysis and evaluation of strategy implementation used by California Pizza Kitchen (CPK) and discusses the effectiveness of their strategy through organization design, control systems, people and culture. My research concluded that CPK relies on control systems to undertake a majority of the company’s operational activities and that human resources and organizational culture must support the strategy implemented, which it does in in the case of CPK. Introduction Strategic implementation is a critical factor when making decisions regarding issues that affect the vision, mission, or objectives of an organization. Strategies are often implemented in accordance to the culture of the organization, the nature of control systems, the stakeholders, and the nature of the organizational design. In order to achieve success in the implementation of strategies, the structure of these factors must work in coordination with one another. For instance, the strategic vision of CPK lies in the creation of a globally recognized brand name and therefore, all of the goals and objectives of CPK must be directed in realizing that the company achieves this objective (California Pizza Kitchen 2011). Furthermore, the vision statement is inclusive in itself in that it communicates the message in a directional, flexible, and focused manner. Strategic implementation entails the application of deliberate management processes to achieve the desired results. Predominantly, the process is achieved through the selection of implementation approaches that are related to an organization’s structure, management of human resources, developing, decision-making and information processes, allocating resources, determining desirable ... ...ementation of strategies within the company. Lastly, symbols do play important roles at CPK and this includes the iconic leadership of the founders, Rick Rosenfield and Larry Flax. Conclusion Strategy implementation is an important feature at CPK and the type of strategies implemented depend on organizational design, structure, human resources (people), organizational culture, and the use of control systems (Bradford and Duncan, 2000). Even though the mission statements are not openly stated anywhere, they are very essential in influencing the types of strategies implemented by the company and must be executed in such a way that influences the performance of the company. Human resources and organizational culture must support the strategy implemented. Lastly, CPK depends on control systems to undertake majority of the company’s operational activities.

Genetically Modified Foods Essay

In the world, many people are not getting the balanced amount of nutrition-needed daily. There are many vitamin deficiencies that can lead to illnesses, malnutrition, and death. However, biotechnology has made this pandemic decrease through genetically modified foods. Many people think that these foods are unhealthy for people, and they are harmful. They think that this type of food is untraditional. I believe that genetically modified foods are good for countries that have high malnutrition rates. They are also good to help preserve food against pesticides. The purpose of this essay is to show how genetically modified foods are good for countries with malnutrition. Genetically modified foods are food that has received a segment of DNA or genes from another organism through biotechnology engineering. Biotechnology is the exploitation of biological processes for industrial and other purposes, especially the genetic manipulation of microorganisms for the production of antibiotics, hormones, and etc. The most commonly known genetically modified food is golden rice. Golden rice is engineered to contain a higher amount of vitamin A to improve the health of unskilled laborers in undeveloped countries. Golden rice is mainly used in Asian countries or countries whose staple food is rice. Originally, rice doesn’t have a high amount of vitamin A, and in those countries there are high amounts of deficiency in Vitamin A. Vitamin A plays a significant role for healthy vision, strong bones, supple skin, normal cell regeneration, reproduction, and helps the immune system fend off infections. A deficiency in Vitamin A can result in eye diseases such as Nyctalopia (night blindness), Xerophthalmia (dry eye syndrome) , and/or total blindness. Golden rice is enhanced with multiple DNA, including DNA from daffodils. Also, this rice has a higher amount of beta-carotene. In my opinion, golden rice is good for undeveloped countries whose staple is rice because this rice contains DNA from another plant. Therefore, it doesn’t have a lot of chemicals that could eventually be harmful to people’s body. There are more foods that are genetically modified such as corn, potatoes, soybeans, squash, canola, flax, and tomatoes. Corn and potatoes are modified with a gene to produce an endotoxin. An endotoxin is a toxic substance produced and stored within the plant tissue. This endotoxin protects these vegetables from corn-borer pest and the potato beetle. Likewise, soybeans can be modified with a gene from a bacterium to make it herbicide resistant. A herbicide is a type of pesticide that is used to kill unwanted plants, such as weeds. This can keep vegetables safe from harmful insects. These insects can destroy or make the vegetable harmful for digestion. Some people may say that genetically modified foods are untraditional. However, many foods that are used today are modified. The genes of many plants have been modified so much over the years that they are embedded into the DNA of the plant. Cross breeding was the first forms of modifying food through genetics. Since cross breeding was discovered, it was a large part of agricultural processes. Therefore, many vegetables, whether organic or not, have been modified somewhere down the history line of that vegetable. In conclusion, many people feel that genetically modified foods are not a traditional or healthy way to eat. However, genetically modified foods can help undeveloped countries become healthier and prevent some vitamin deficiencies, such as Vitamin A deficiency. Many vegetables are modified to help prevent them from their common pest and enemy-like plants. Also, throughout the years many plants have undergone minor genetic changes. These changes are used in vegetables today to help make them healthier and keep them fresher longer. This can make the world a healthier and better place.

Management and organizational behaviour

Management and organizational behaviour Free Online Research Papers I was working for the Head Office of a south region subsidiary of JSC â€Å"BTA Bank† (BTA) for 5 years. BTA is one of the leading banks in Kazakhstan, which has 22 subsidiaries and 230 branches all over the country. Our subsidiary had 130 employees, the main realm being retail banking, which consisted of mortgage loans, credit line, auto loans, express credit and credit card departments. During that time, â€Å"Raya† held the position of â€Å"Supervisor† in the mortgage department, where supervised 10 people. Due to the primitive size of the group, a friendly and cohesive working atmosphere within the group was established, which continued even after work hours. Even though the group received the same remuneration, the group worked in harmony and peace. Hence, the group consistently met sales targets and achieved performance efficiency, ranking higher than varying departments selling different banking products. The status within the group began undergoing changes during the peak of economic development, in which the demand for mortgage loans increased sharply, causing the volume of work and working hours to increase without the provision of overtime pay. Complaints arose within the group regarding the disparity between the high volume of work and additional unpaid working hours. After discussing staff complains with management, group size was expanded to 15 people, and last an extra member was added to Raya’s group; Klara. At the age of 22, the latter had previously worked as Head of the â€Å"Express Credit† department, but was demoted due to low sales and dissatisfaction experienced by her subordinates. In her previous position, Klara was known to be an active and sociable person, prone to giving orders to people. A close relative of the management, Klara took the position of the main specialist, however, keeping her old remuneration. According to Raya’s numerous resp onsibilities, all training responsibilities were delegated to an experienced manager named â€Å"Indi†. After Klara’s probationary period, her performance was found to be extremely weak; weaker than expected. The latter’s unwillingness to learn was also taken into account. Consequently, Raya extended her training period by adding Klara to her existing group of agents, collectively learning the basics of mortgage products and the selling process. In addition, Klara was late almost every day without informing her supervisor. The former was given warnings on several occasions which proved to be ineffective. This pattern of behaviour affected her entire department negatively. A number of her group members subsequently began to imitate her unpunctuality. On a particular occasion, Klara was absent for half a day. This behaviour was discussed between her and Raya in the deputy director’s cabinet, with reference to previous offences. Unable to ignore this and adamant not to wait until the scheduled staff meeting, Raya called an emergency meeting immediately for the purpose of reminding staff of the conditions of their employment, with emphasis placed on punctuality. Unadvised delay in BTA is punishable by a 5-15% salary deduction, whilst an excess of three separate occasions of absenteeism results in the termination of one’s contract. Thus, the problem of absenteeism was seemingly solved; Raya and the staff apparently arriving at a mutual agreement. Certain mannerisms and attitudinal elements which usurped the company code of ethics were manifest in Klara, such as laughing loudly inappropriately in front of clients, distracting others from their work, the usage of the company line for personal use and so on. In conclusion, the combination of these factors affected the group and group dynamics drastically. The mortgage department suffered from low job satisfaction, low productivity and low motivation, both before and after her departure from the company. Another affect was made clear in company profits; our department in particular making experiencing a reduction in sales of 40%, which was accompanied by depreciation in the value of customer service provided by the group. Impact of Events on Attitudes and Perceptions Attitudes and perception at work are important simply because, directly or indirectly, they affect work behavior (Nelson Quick 2007). It has been revealed that attitudes are evaluative statements – either favorable or unfavorable – about objects, people or events, which reflect how we feel about something (Robbins et.al 2009). Other author disputes this statement as an attitude is a predisposition to respond in positive or negative way to someone or something in our environment (Wood et.al 2010). In the case of Klara, one may observe the negative attitude towards her job such as her unpunctuality, unwillingness to learn, talking on the phone, distraction of colleagues from their daily tasks and the like. One of the reasons of her misbehavior may be derived from her dissatisfaction with â€Å"psychological contract†. In various research findings of Bloisi, Cook Hunsaker (2007) when people enter to organizations and jobs they bring their own expectations about what they will have to contribute and what they will receive in response, a set of called expectations called a â€Å"psychological contract†. In turn, individuals provide such qualities as their skills, effort, time, loyalty and commitment to an organization. In exchange, the organization offers such things as pay, security, opportunities and benefits to satisfy such motives as need for achievement, power, status and affiliation (Bloisi, CookHunsaker 2007). As shown in the scenario, Klara in her previous p osition as supervisor of the express credit department was strongly disposed to giving orders. Hence, a need for power and status developed. In the process of her demotion, Klara was under the supervision of Raya. It is obvious that Klara harbored dissatisfaction with her newfound position. The findings of David Guest and Neil Conway (2001) state that both the individual and organization feel satisfied if they perceive the psychological contract to be fair. Stated below is the definition of â€Å"perception†: According to Nelson and Quick (2008), perception involves the way we view the world around us and it is the primary vehicle through which we understand ourselves and surroundings. Robbins (2009) comments perception is a process by which individuals organize, and interpret their sensory impressions in order to give meaning to environment. What one perceives can be substantially different from objective reality. The differences in perceptions in organizations have impact on an organizational outcome (Schyns, B Wolfram, HJ 2008). Figure1. The perceptual process: from stimuli to behavior Source: Wendy Bloisi, Curtis W. Cook, Philip L.Hunsaker, Management Organizational Behaviour, 2nd edition, Mc Graw Hill Education, UK. To summarize, understanding the perception process (Fig1) provides managers with a better understanding of why people perceive things in certain ways and why perceptions differ. This enables managers to deal better with such differences and minimize some of the â€Å"distortions† that occur. The second reason may be derived from dissatisfaction of her current job, and in general, satisfied workers are more regular in attendance and are less likely to be absent for unexpected reasons (Wood et.el 2010). And Robbins (2009) says that a person with a high level of job satisfaction holds positive feeling about his or her job, while a dissatisfied person holds negative feelings (Robbins, 2009). Klara showed unfavorable attitude towards her job, maybe she didn’t see any perspectives from her current position, due to she feel not satisfied with her work. The job satisfaction is important factor in workplace, because job satisfaction influences absenteeism (Wood et.el 2010). Absenteeism is a huge cost and disruption for employers and it is obviously difficult for an organization to operate smoothly and attain its objectives if employees fail to report to their jobs. The work flow is disrupted, and often important decisions must be delayed and absenteeism can be considerably more than disruption, it can result a drastic reduction in the quality of output in organization (Robbins, 2009). Two Relevant Motivational Theories and impact of events in scenario upon the motivation of staff Motivation is the process of satisfying internal needs through actions and behaviours and concerned with a composite of mental and physical drives, combined with the environment that makes people behave the way they do. Its presence or absence can be recognized by observing employee behaviour (Ronald R.Sims 2002). The following two motivational theories will be considered: Hertzberg’s Two Factor Theory and Vroom’s Expectancy Theory. Content Theory – Hertzberg’s Two Factor Theory According to the Two Factor theory of Frederick Herzberg individual is influenced by two factors, which are: satisfaction and psychological growth was a factor of â€Å"motivational factors† and dissatisfaction was a result of â€Å"hygiene factors† as shown in figure 2. Figure2. Two factor Theory Herzberg Source: valuebasedmanagement.net/methods_herzberg_two_factor_theory.html According to Two factor Theory – Herzberg (fig2) Klara was on first stage, she was dissatisfied and unmotivated, because after demotion from position she lost motivation factors or motivators how it called by Herzberg. Herzberg says that motivation factors are needed in order to motivate an employee into higher performance and these factors result from generators in employees, and as shown in fig3 typical motivation factors include: achievement, recognition for achievement, responsibility for task, interest in job, advancement to higher level tasks and growth (Kreitner Kinicki, 2008). Motivators No satisfaction Satisfaction Job that do not offer achievement, recognition, stimulating work, responsibility and advancement. Job offering achievement, recognition, stimulating work, responsibility and advancement. Hygiene factors Dissatisfaction No dissatisfaction Job with poor company policies and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. Job with good company policies and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. Figure3. Herzberg’s Motivator-Hygiene Model Source: Kreitner Kinicki, Organizational Behaviour, 8th edition, 2008, The McGraw-Hill Companies, New York. Furthermore, Biswajeet (Biswajeet Pattanayak 2006) says that true motivators motivate people to superior performance, accept challenging tasks, growth and development. And Herlsberg suggested job enrichment to provide true motivation. Job can be enriched by increasing skill variety, task identity, task significance, autonomy and feedback. According to (Biswajeet Pattanayak 2006) hygiene factors are essential for people to work but true motivators play an important role in helping people to work more and better. Process Theory – Victor Vroom’s Expectancy Theory Victor Vroom’s expectancy theory is one of the most widely accepted descriptions of motivation. Vroom first applied the theory of individuals in the workplace (Moorhead Griffin 1995). The basis of the theory is the degree of motivation for an individual depends on the power of expectation that his act will be followed by an outcome i.e. a good performance appraisal and the outcome will yield something attractive i.e. salary increase or promotion (Robbins 2009). Figure4: Vroom’s expectancy theory Source: arrod.co.uk/archive/concept_vroom.php Klara as employee was unmotivated as a good performance method currently did not exist. A good appraisal programme will serve as a benchmark for the employees to upgrade and evaluate themselves with their superiors. The main components of the theory are effort, performance and outcome (Robbins 2009). The components are linked by these relationships which are (Fig4) effort-performance relationship which describes an individual’s perceived probability that effort will lead to performance. Performance-outcome relationship which describes an individual’s perceived probability that performance will lead to certain outcomes. Outcome or rewards are divided into intrinsic rewards such as growth opportunities, challenges in the job and autonomy and extrinsic rewards such as position and benefits (Gordon 1999). Critically discuss Group Dynamics and Teamwork Group is defined as two or more individuals interacting and interdependent, who come together to achieve particular objective. (Robbins 2009) Group dynamics are the forces that function in groups to influence upon group accomplishment and member contentment in the group. In BTA the group is formal groups that are created by organization, intentionally designed to direct its members toward some organizational goal (Jerald Greenberg Robert A.Baron, 2006). Working group had number of recognized dysfunctions inside; one of them is social loafing. This problem occurs when members reduce their effort and performance levels when acting as group and primary causes include lack of performance feedback within the group, tasks are not intrinsically motivating, situations in which the performance of others will cover for the reduced effort given by some members, and the â€Å"sucker effect† of not wanting to do more than the perception effort being given by others (Fred Luthans 2008). Required behaviours are those contributions the organization formally requested from group members as a basis for continued affiliation and support, which are may include work-related behaviours such as being punctual, treating customers with respect and helping coworkers (Wood et.el.2010). But as it may seen these norms are not followed by group, because of existed absenteeism and decreased quality service. Due to not spending time together like before, BTA group become differ in cohesiveness, a degree to which group members are attracted to each other and motivated to stay together in group (Emmerick et al.2005). Because of the size of organization become quite large the staffs seldom spend time together and are low in interaction which lowers productivity. The most effective teams have fewer than 10 members. Expert recommends via smaller number of people, the assignment can be done. Unfortunately a pervasive inclination for managers to err on the side of creating teams too large as happening in BTA, results in coordination problem (Greenberg Baron 2008). When teams have excess members, cohesiveness and mutual accountability declines, social loafing increases, where by more people do things that are not related to them. Studies shown relationship of cohesiveness and production depends on performance related norms in a company. (Robbins 2009). Groups have life cycles similar to people and group’s effectiveness is influenced by its stage of development which are forming, storming, norming, performing and adjourning (Wendy Bloisi et.al 2003). Group in scenario is having period of high emotion and tension among the group members which called â€Å"forming stage† (Wood et.al 2010). One serious phenomenon that occurs in groups in this stage of development is groupthink which the norm for consensus overrides the sensible evaluation of alternative courses of action. (Robbins 2009). The BTA staff usually won’t contribute much as senior management tends to play major role in their idea and puts less weigh in their subordinates views and opinions. Isolation usually takes place as the staffs usually comes for the meeting just to fulfil the quota as an attendee for the group meeting and discussion. Recommendations: Managing Attitudes and Perceptions Rationale Reward power Wishes and directive of another make people comply, by doing so it produces positive benefits. Rewards can be both financial such as controlling pay rates, raises and bonuses or non financial including recognition, promotions and interesting work assignments. (Robbins 2009). BTA can include this reward power into their system, awarding people for all the effort put by them. This will change staff perception towards work and remove negativity in them. Training, seminars and workshops Giving employees these special learning opportunities, both within and outside organization, encourages personal and professional development – and often increases motivation as well. It tell employees that company value their performance and wants to give them more opportunities (Bruce Pepitone 1999) Attitude surveys Attitude surveys identify the missing links between staff ‘attitudes’ and ‘behaviours’ and aid in creating goals and objectives to move an organisation forward, hence feedback and action planning should follow any survey implementation (Carey Warner 2002). Additionally, 360 º feedback tools that rate performance via peer to peer, manager to peer etc, can be used to identify gaps to develop employees, hence contributing to personal satisfaction and empowerment (Cawley et al. in Tovey Uren 2006) Leadership learning Leadership learning is required from the Supervisor to drive change, navigate strategic direction, retain talent, enhance relationships and build stamina for sustained developmental learning (Harris Hartman 2002). Actions to improve motivation Rationale Reward-based system The practical idea of this idea begins with remuneration, company adopts a reward-based system, with staff encouraged to establish key performance indicators (KPIs) (Wood et.al 2010). This method is suitable for BTA, it can increase productivity, because if staff achieve KPIs level, they can earn extra money on top of their base salary. Job rotation Some of BTA employees suffer from over routine of their work. Job rotation can be used changing an employee from one task to another. Rotation can be done into similar skill requirement after the staffs spends time in the same activity.(Emmerick et al,2005) Motivation is produced in changing employee daily routine; it also gives strength and diversifying effect in them. (Robbins 2009) Actions to improve Group and Team Dynamics Rationale Recognition program Recognition is crucial at all levels in the company, and there is a annual award day with prizes, entertainment and awards for team leaders, sales agents, service agents and project managers who have excelled in the workplace (Wood et.al, 2010). This recognition program will help to BTA build staff motivation levels based on strong internal communication and recognition measures. Reflection The task given in this assignment made me understand clearly all the aspect that is involved in the scenario that I was facing in my working environment. The in depth study of the element that I went through in my real life has given a clear answer to most of the question I have been asking all this while. The scenario revisited thought me to analyse the situation more thoroughly rather than using intuition knowledge. The theory for motivation clearly suggested an organization requires positive motivation. The theory of motivation is not about self-interest in rewards but about the association people make towards expected outcomes and the contribution they can make towards those outcomes. Groups as defined earlier are process of working together in achieving common objective or fulfilling accorded tasks. It was reflected clearly how important different types of groups such as formal group, informal group, command group, task group, interest group and friendship group that enhance people security, status, self esteem, affiliation, power in goal achievement. What is required now in BTA now, are how each group work and create an effective team in any organization we are in. In my scenario, attitudes tap positive and negative evaluation the employees hold about aspects of their environment which mainly involves job satisfaction that BTA were lacking, job involvement and organizational commitment. People’s perception influenced by factors in perceiver (attitudes, motives, interest, experience, expectations), factors in the situation (time, work setting, social setting) and factors in the target (novelty, motion, sounds, size, background, proximity and similarity) operate and sometimes distort perception. My view on BTA is based on their perception of what reality is, not on reality itself (Robbins 2009). Overall the scenario gave a clear set up of all the things that need to be done to analyse improve, set up and change in an individual or organisation for better achievement. Changing the corporate culture can be difficult, as is deeper attitudinal change. Criticality in understanding employee behaviour is the key to brand success requiring critical consistency and congruency between brand, culture and values. A holistic approach to brand management is required by empowering all employees into the change process. List of References Biswajeet Pattanayak, Human Resource Management, 3rd edition, 2006, published by Asoke K. Ghosh, Prentice-Hall of India Private Limited, New Delhi. Bruce A., James S. Pepitone, Motivating employees, Copyright@1999, The McGraw Hill companies, USA. Cawley, B, Keeping, L Levy, P 1998, ‘Participation in the performance appraisal process and employee reactions: a meta-analytic review of field investigations’, ‘Journal of Applied Psychology’, vol. 83, no. 4, pp. 615-633, in MD Tovey ML Uren (eds), 2006, Managing Performance Improvement’, 2nd edn, Pearson Education, Australia. Carey, B 2005, ‘Have you heard? Gossip turns out to serve a purpose’, The New York Times, 16 August, vol. 154, no. 53308, cited in R Wiesner (ed.) 2008, MGT5000 Management and Organisational Behaviour: study book, University of Southern Queensland, Toowoomba. David Guest, Neil Conway, Chartered Institute of Personnel and Development, Employer perceptions of the psychological contract, 2001, 1st edition, printed in Great Britain by Short Run Press. Debra L.Nelson James Campbell Quick, Understanding Organizational Behaviour, 2008, Transcontinental Louisville, QC, Canada. Emmerick, H.I.J., Sanders, K 2005, ‘Mismatch in working hours and affective commitment: Differential relationships for distinct employee groups’ Journal of Managerial Psychology, vol. 20, no. 8, pp. 712-724, viewed 28 April 2010, Emerald Group Publishing Limited. Fred Luthans, Organizational Behavior, 2008, published by McGraw – Hill Education (Asia). Gordon, J 1999, Organizational Behavior : A Diagnostic Approach, 6th edition, Prentice-Hill Inc, New Jersey. Jack Wood, Rachid Zeffane, Michele Fromholtz, Retha Wiesner, Andrew Creed, John Schermerhorn, James Hunt, Richard Osborn, Organizational Behaviour: Core concepts and applications, 2010, by John Wiley Sons Australia, Ltd. Jennifer M. George, Gareth R. Jones, Understanding and Managing Organizational Behavior, 1999, by Addison-Wesley Publishing company, Inc. Jerald Greenberg Robert A.Baron, Behaviour in organization, 8th edition, 2006, Eastern Economy edition, New Delphi. Moorhead, G Griffin, R 1995, Organizational Behaviour: Managing People and Organizations, 4th edn, Houghton Mifflin Company, Boston. Kreitner Kinicki, Organizational Behaviour, 8th edition,2008, The McGraw-Hill Companies, New York. Rae Andre, Organizational Behavior, An Introduction to Your Life in Organizations, 2008 by Pearson Education, Inc., Upper Saddle River, New Jersey. Ronald R. Sims, Managing organizational behavior, 2002, an imprint of Greenwood Publishing Group, Inc. O.Jeff Harris, Phd Sandra J. Hartman, Phd, Organizational behaviour, 2nd edition, 2002, West Publishing Company. Stephen P. Robbins, Timothy A. Judge, Organizational Behavior, 13th edition, 2009, by Pearson Education Inc, Upper Saddle River, New Jersey. Schyns, B Wolfram, HJ 2008, ‘The relationship between leader-member exchange and outcomes as rated by leaders and followers’ Leadership and Organization Development Journal, vol. 29, no. 7, pp. 631-635, viewed 3 December 2008, Emerald Group Publishing Limited database. Wendy Bloisi, Curtis W. Cook, Philip L.Hunsaker, Management Organizational Behaviour, 2nd edition, 2007, Mc Graw Hill Education, UK. www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html, viewed at 29.04.2010 www.arrod.co.uk/archive/concept_vroom.php, viewed at 27.04.2010 Research Papers on Management and organizational behaviourRiordan Manufacturing Production PlanThe Relationship Between Delinquency and Drug UseTwilight of the UAWLifes What IfsMoral and Ethical Issues in Hiring New EmployeesEffects of Television Violence on ChildrenDefinition of Export QuotasWhere Wild and West MeetResearch Process Part OneThe Project Managment Office System

Amalgamate Essays - Nudity, Art Genres, Mermaid, Nereids, Grotesque

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