Quiz navigation Question 4 SECTION C ot yet swered READ THE CASE STUDY AND ANSWER THE QUESTIONS THAT FOLLOW SECTION A - 20 MARKS arked out of LEADERSHIP AND MOTIVATION IN THE WORKPLACE 00 In 1989 as a junior software developer landing my first role in IT with a company that was doing Research & Flag question Development for IBM was a dream come true. The work at Stowe Computing in Sydney, Australia was challenging and cutting edge for the time with a lot of freedom to explore new ideas and concepts. We had the opportunity to SECTION B - 30 MARKS work alongside some extraordinarily brilliant and resourceful colleagues as well as some of the most talented IBM 2 3 personnel in a global industry. Everyone was engaged, challenged and motivated. There were roughly 60 employees in the division who was responsible for working on a range of projects such as SECTION C - 50 MARKS conceptualising, designing and implementing the Multi-Lingual Messaging System for the IBM mainframe Operating System MVS-ESA. Double-Byte character enablement of IBM products and some of the work on Kanji- 5 DOS amongst other projects. The IBM development process was onerous and thorough, but we all enjoyed working hard and contributing whatever it took to ensure each project was a success. Finish attempt ... The working conditions were above average with great coffee (very important!), tea, and beverages that often Time left 2:58:57 included the quintessential for Australian culture "Tim Tams" The coffee room was where we gathered to stay connected with colleagues and other projects, sharing ideas, information and experiences. There is a lot to be said for good coffee. Friday afternoons everyone stopped work early for drinks and pizza in the board room. Often there was an informal presentation or informational discussion that went with this, it was the perfect job. Although the salary wasn't anything above average at Stowe, the opportunity for achievement, recognition and feedback was very high. With regular interactions and positive relationships with our clients and counterparts from all over the world. Along came the day when an insurance company from South Australia brought out the parent business and set its sights on the most profitable division in the company. There was one individual who was responsible for making as much profit as possible from our division. One of the first actions implemented was to cut back on tea, coffee, and snacks, followed closely by Friday night drinks. The effect caused was to instantly demoralise and destabilise the work environment and created dissatisfaction within the ranks of the workers and managers.Questions started to be raised about job security as the company policies started to change and a pay freeze was instigated. It didn't take very long before some very key people abandoned the company and along with them went a lot of support from our key clients. The new management's response to this was to assign staff to internal CICS- COBOL/DB2 work on their insurance software and systems. This wasn't what people had signed up for and in a relatively short timeframe of less than two months, over half the workforce had left the division. The new owners had treated the division as if we were part of the machinery without understanding the real assets of the business. There were some questionable decisions and actions on a number of levels and what the new owners ended up with was an empty shell. The tea and coffee room isn't just a nice thing to have in the workplace. This is where employees will get together to talk about their current challenges and exchange ideas that will improve the business. It was also a place where employees will get together to express how dissatisfied they are in their role and air their grievances with others. SOURCE: https://www.linkedin.com/pulse/case-study-workplace-leadership-motivation-colin-lollback-pmp- QUESTION FOUR Effectively apply the Herzberg's Two Factor Theory to conceptualise key factors that led to the demoralisation and destabilisation of the above organisation that affected the employees motivation and organisational performance. (25) 7 ABI E ProlineQUESTION FIVE Compare and differentiate between the Mcclelland's needs theory with the expectancy theory of motivation to further understand issues of diversity and individual differences which impact directly the performance of employees in the organisation. Apply the provided case study to further justify your argument. (25) A - B E Go SS