Reference no: EM132724201

Question - Case Study - "The Sales Team Tara moved from TESIR company's Gauteng branch to become the newly elected team leader of the Cape Town branch's sales team. She just met with the Branch Manager, Tom, to discuss her responsibilities and challenges as team leader. It is the beginning of a new year, but last year's disappointments are still hanging in the air. The team should have received incentive bonuses, considering the talent of the individual team members. Halfway through the previous year, interpersonal problems took their toll on the team. The team now argue about everything, including the use of a single shared printer between seven (7) people. Tara has met with the team individually and has gathered that several of them are unhappy with the way Tom runs the branch. He is always looking over everyone's shoulder and makes all the decisions for his staff without consulting departmental managers. The unhappiness Tom causes expands further. Zenobia says she always fears not making her targets and then losing her job. As it is, she never gets any praise and knows she is last on the list to be considered for a promotion as she is a working mother. There is also a rivalry between two of the best salespeople, Lazola and Janet. The other team members are taking sides and as a consequence, the team is not working together as it should. Lazola says he has more work to do than the rest and his take-home salary is not enough to support his family. Lazola feels Janet is overpaid and underqualified and only got the job as she is Tom's cousin. Jane has been the top performing sales representative for the past three years. She is always the first person to arrive at work and has received numerous sales awards. She has also indicated to the Research and Development department that she is willing to help them distribute surveys among her clients. However, over the last three months there has been a decline in her performance. Just last week, she forgot about the weekly sales meeting. Lately, she is never in the office and is always late for everything. She is not focused on her job and has not reached her sales targets for the last quarter. The Finance Manager has sent two invoices on which Jane has undercharged the clients. Sharon, Tom's personal assistant, has just called you and told you that she has received a call from a client complaining about Jane's 'unethical' behaviour. The client did not receive a receipt for the cash she gave Jane and she saw Jane putting the cash into her handbag. Jane has just arrived for work, but she appears to be in a hurry. She keeps on looking at the clock in the office and is starting to gather her handbag to leave the office. You have decided to call her into your office immediately and discuss her performance and her being part of the team in the future."

QUESTION -

Review the Motivational Theories as background for the question. Research the world of work post 2019. Focus on how work spaces and working methods have changed. Review the changes or suggested changes and challenges in the light of Organisational Behaviour and the expectations of workers and managers.

Manufacture a theory of work motivation. ( supplement the model with drawings.) The model may be completely new or existing theories may be adapted or combined. write an essay as indicated below. Apply theory to the case provided.

Construct a model for motivation in the workplace.

a. Research how the workplace has changed, focusing on post 2019. (Introduce the essay before providing a detailed discussion on the research).

b. Analyse how these changes have impacted on individuals' motivation at work.

c. Present the new model and explain its elements and assumptions in detail. (Discuss how the model was constructed and created with the theory and substantiate the inclusion of its parts.)

d. Test the model by applying it to the case study provided.