Question $2-$ TheOne was a very successful and profitable organisation, but many analysts viewed

it as one of the largest failures ever. This was not always the case.

TheOne was started by Mr Jones, who, after attending a funeral, decided that it should

not be too difficult to run a funeral parlour, as well as the services offered by such a

business. Within ten years, the organisation was one of the most successful and

upcoming in its field, and after $40$ years, Mr Jones looked back on a conglomerate of

organisations that included franchises as well as organisation$-$owned funeral parlours,

either by investing in the organisation or purchasing a franchise.

In $2015,$ Mr Jones decided that he would like to spend time with his wife travelling the

world. He decided to appoint his son as the new managing director. Most people who

formed part of the journey with Mr Jones thought this was a huge mistake. His son was

previously appointed a manager at one of the funeral parlours, and after six months,

the business had to close.

Mr Jones $($junior$)$ lacked numerous skills, and some of the older staff also did not like

his disrespectful attitude towards others. Furthermore, Mr Jones $($junior$)$ invested a lot

of the funeral business$$s cash in purchasing five franchises of his favourite take$-$away

restaurants. He also had no strategic plan for the funeral business and enjoyed his

newfound position as managing director of TheOne by spending money. The former

human resources manager at TheOne once mentioned that the younger Mr Jones is

spending money as if there is a never$-$ending supply.

Within a period of $18$ months, most funeral franchise holders either sold or wanted to

sell their businesses, and no one wanted to invest any money in this once lucrative

organisation. Unbeknownst to the Jones family, many of the former funeral franchise

holders joined an old rivalry, and they started opening funeral parlours under the name

LastWave. Many loyal clients from TheOne now prefer LastWave due to the familiar

faces they found working there.

Ultimately, wrong appointments and overspending of money, as well as the COVID$-19$

pandemic, caused this once successful organisation to apply for liquidation, leaving $12$

$000$ employees without a job.

What options are available to management should they wish to design jobs that can motivate their workforce in the funeral business?

Your answer must include practical application.

Use appropriate headings in your answer, do not write one long paragraph.