Paraphrase the following

Weber`s ideal Bureaucracy model Practice at Vodafone Fiji Limited

Weber`s ideal bureaucracy model is designed by Max Weber. It is the efficient establishment of the Vodafone Fiji Limited. This model is used by Vodafone Fiji Limited to safeguard efficiency and economic success. It has six characteristics which includes, task specialization, hierarchical layers of authority, formal selection, rules and regulations, impersonal (impersonality and personal difference) and carrier orientation (Merz, 2011, p. 60).

The first characteristics task specialization measures the employee's status at Vodafone Fiji Limited. It is proven through the responsibility of the Vodafone employees. Each department of Vodafone Fiji Limited become specialized in providing services in order to reach the achievable goals (VFL, 1994). For instances, technical support department of Vodafone is trying to make everything digitalized to its customers for better convenient. The recent Launch of the M- Paisa App is now enabling the customers to use the app through the data and can send and transfer money anywhere within Fiji with low transfer cost chargers. This technical support has made employees to easily analyze data and remote services to the public. Another initiative which give evident of task specialization is the customer care call available to the public 24/7. This enable employees to know about the customers concerns and the problems that has been encountered by Vodafone Services Delivery such as, rapid network issues. The Weber`s ideal bureaucracy model task specialization characteristics is used to know the responsibility and expectations of the workers through the quality service delivery.

The second characteristics is hierarchical layers of authority in which each level of management is accountable for its staff and overall performance.In relation, to Vodafone Fiji Limited the Chief Executive officer is given the higher rank than the branch managers of Vodafone Fiji Limited (VFL, 1994). The chief Executive Officer direct the information to the Branch Managers then the Mangers implement the information to the workers so that service delivery is not affected. This is the ways the Vodafone Fiji Limited passes the information by following their correct communication channel. Communication channel enables everyone at the work place to have all the information appropriate to their work so that they are able to handle issues on their own. It builds confident in workers.

The third characteristics is formal selection it is on the basis of technical skills and experience gained through training and education. The Vodafone Fiji Limited proves this characteristics by paying salary to their employees according to the position they are offered in the company (VFL, 1994). The contract of the employees is only approved if they are able to reach their desirable target at the end of the year term. This enables one to focus to be committed on their work.

The fourth characteristics rules and requirements it is important to promote uniformity in the organization so that employs can understand that expectation of the organization. In contrast, to Vodafone Fiji Limited the company establish a target for each of their workers at the beginning of the year. It becomes essential that for the workers to reach their target at end of the year (VFL, 1994). Vodafone Fiji Limited rules are also that every worker should wear the professional Vodafone Uniform while at work place with professional attire so that it is appealing to the customers. This values and rules promotes efficacy in the organization.

The fifth characteristics impersonal it establish the therapeutic relationship between the manager and a worker. Vodafone Fiji Limited follows the similar channel boss- worker relationship so that professionalism is maintained, no nepotism within the company and it also reduces biasness (VFL, 1994). Impersonal characteristics are important so that organization can provide high level of service to its customers.

The sixth characteristics is carrier orientation where the position of an organization is offered to an individual upon expertise. Similarly, Vodafone Fiji Limited also advertise position and then select the best candidates for job interview and then choose the best one to be part of the team. This improves the performance of the workers (VFL, 1994). Thus, Weber`s ideal bureaucracy model is very effective in promoting efficiency and integrity within organization.

Ways in Which Power and Authority Are Delegated In Vodafone Fiji Limited

Authority is the power and right of an individual to use and distribute the resources effectively, to make decisions and to give orders to achieve organizational objectives. Authority must be well- defined both individuals with authority should know what the extent of their authority is and should not abuse it. Authority is the right to issue instructions, commands, get things done. Management at the highest level has the high authority (Carr, 2016, p. 58). Vodafone Fiji Limited Managers uses delegation of authority where delegators first set -up the task and duties to the subordinate and the results expected from subordinates. Granting of authority happens when a superior separates and share the authority with the subordinate. It is for this purpose that each subordinate should be granted ample independence to carry out the mission that the superiors have granted. Managers assign authority and control that is attached to their job roles at all levels. To get successful results, the subdivision of forces is very important. It is important to create responsibility and accountability at the workplace. Through the delegation process it is essential to always create responsibility an impose accountability so that equal work are done in the organsation to enhance efficiency and productive of the company (Carr, 2016, p. 10).

Therefore, it's important to delegate powers and responsibility. The organization is decentralized the decision is made from the top management delegates decision - making responsibilities and daily operations to middle and lower subordinates. The top management can focus on making major decisions. Decentralization enables the Vodafone Fiji Limited to develop initiatives among subordinates, develop managerial talent for future, it aids in quick decision making, relief to top management and better control. The chain of command is the company hierarchy reporting of relationship. It promotes accountability and lines out the authority and power of decision- making. For instances, Vodafone Fiji Limited has narrow span of control, where managers make sure all employees are properly supervised. The managers are also managed closely, given their involvement in details and decision making. This results in tall organization with several layers of middle management. The chain of command is important and is used to exert control from the top.

Leadership Style

The leadership style used in Vodafone Fiji Limited is democratic leadership which is much more participative and far less controlling than authoritarian leadership. It is not passive, however. The democratic leader actively stimulates and guides the group toward fulfilment of the principles listed and toward achievement of the group's goals. Rather than issuing commands, democratic leader offer information, ask stimulating questions, and make suggestions to guide the work of the group. They are catalysts rather than controllers, more likely to say "we" rather than" I" and "you" when talking about the group. They set limits, enforce rules, and encourage productivity. Criticism is constructive rather than punitive. Control is shared with group members who are expected to participate to the best of their abilities and experience. The democratic style demands a strong faith in the ability of group members to solve problems and to ultimately make wise choices when setting group goals and deciding how to accomplish these goals (Sadler, 2003, p. 100). For instances, Vodafone Managers uses democratic leadership styles to make the rules and regulations in favour to company and organisation. The managers make criticism which is constructive and fair to all workers.

The type of leadership used by Vodafone Fiji Limited is a transformational leader is one who navigates an organization toward improvement by changing existing thoughts, procedures, and culture. Leading through example, inspiration, and engagement, the transformational leader will seek ways to get the best performance and potential out of each team member. It takes courage to be a transformational leader, one who challenges old ways of doing things in favor of better, more efficient, and more intuitive strategies (Sadler, 2003, p. 45). For instances, Vodafone Fiji Limited Managers share their experiences and empower workers about the role model leadership in the company to promote efficiency and accountability.

Managers uses morale to influence and direct workers. Morale causes employees to rise unprecedented level. It helps to motivate employees to attain set goals (Adeniyi, 2007, p. 167). Managers in Vodafone Fiji limited often inspire employees to accomplish attainable goals and indirectly motivate them not to show up for work daily, but to give their very best effort every single days.Managers also measure performance level to influence and direct workers. When managers deliberately perform at their best; very best including delivering task on time and working to achieve their professional goals, employees are more likely to follow suit. Great managers create environments where employers take responsibility for their own and their team's engagement and build workplaces which aid in productivity and profitability.

The democratic leader is effective in influencing the behaviour of the workers in Vodafone Fiji Limited. Democratic leadership helps to inspire better cooperation among employees. The democratic leadership style enable workers to discuss the factors that will influence a particular decision. Due to this, workers have a better understanding of reasoning behind the decision that are made. When workers believe that their opinions matter, they are far more likely to be committed to the final decision that is made.

The transformational leadership is effective by building trust in work engagement. Employees in Vodafone Fiji Limited has innovative behaviour towards their work. It empowers workers to be committed in their work and perform to their best level in terms of customer satisfactory. It builds workers to become role model for their juniors through their hard work and dedication.

Motivating Factors

Appreciation or recognition for a job well done

Recognition is not only to make employees feel good about their work and accomplishments. That is only a by-product. We recognize and praise because we want to reinforce a particular effort or result that helps the business. The more these specific behaviours are recognized, the more frequently an employee will repeat them. This is the other side of the coin of why we discipline employees. It's because we want to discourage specific behaviours that do not add value to the business (Herzberg, 2017, p. 85). For instances, Vodafone Fiji Limited award their workers at the end of the business year to appreciate their work.

Good wages

As you can see, good wages isn't top but middle on the list. Money is typically not a motivator at all. It becomes a real motivator only if an employee is not making enough money to meet his or her basic needs. If this is the case, the employee will do what is necessary to survive. Base compensation on performance, not seniority. Pay people what the position and their performance is worth. Don't wait until they have received a better offer before you are willing to do that. Give them the respect they deserve. Ultimately, you should aim to provide more than just a pay- check to your employees. If all your business means is a source of a pay-check, any comparable paying job will suffice. Provide them with challenges, opportunities for development and advancement, recognition, prestige, and a place that they can feel proud to work at (Herzberg, 2017, p. 87).

Work environment

Motivated employees thrive in a positive work environment. This refers to the physical and non-physical environment - the physical environment is the office space and surrounding areas. Employees work better in open spaces that stimulate the senses, look at Google, they are known for their extraordinary office spaces that focus on employee wellbeing - with green spaces, quiet areas, beach volleyball, to name but a few! Google spare no expense on the employee environment believing that the space you work in greatly affects employee motivation. Google's philosophy is that "life at Google is not all work", therefore they promote casual collusion between employees, demonstrating how collaboration promotes creativity, drives production and increases motivation (Herzberg, 2017, p. 89).

Douglas McGregor's Theory X and Theory Y

The Douglas McGergor`s Theory X and Theory Y was first explained by McGergor in his book (McGregor, 2007, p. 14). The human side of Enterprise and it was divided in two styles of management- authoritarian (Theory X) and participative (Theory Y). Theory X managers tend to take a pessimistic view of their people and assume that they are naturally unmotivated and dislike work. As a result they think that team members need to be prompted or rewarded. Punished constantly to make sure that they complete their task (McGregor, 2007, p. 20). According to the Vodafone Fiji Limited Theory X has been noted with some of their employees where they dislike their work, avoid responsibility and need constant direction, have to be controlled, forced and threatened to deliver work. They need supervision at every step and have no incentive to work on ambition, and therefore need to be enticed by rewards to achieve goals.

Theory Y managers have an optimistic, positive opinion of their people and they use a decentralized, participative management style. This encourages a more collaborative, trust and based relationship between managers and their team members (McGregor, 2007, p. 80). Vodafone Fiji Limited assumes the workers are happy to work on their own initiative, more involved in decision making, self-motivated to complete their task. Enjoy taking ownership of their work. Seek and accept responsibility, and need little direction. Theory Y enable to reflect workers increasing desires for more meaningful careers.