...Case Study: Flight 001 1) According to the Maslow’s Hierarchy of needs, shanks old boss fail to meet social involvement for his business. She did not know her old boss in the company she worked for before because he failed to be more involved with his employees who worked for his store and with the store as well. The store was run by a guy who had his office halfway across the country. Making the employees such as shank feel like the owner did not care for his business so why should they care. I would say he would need to become more involved in his company by visiting the store once in a while at least once a month just to see how his store is doing and to be able to get to meet the people who work for him and basically run his store. 2) Feeling underpaid might affect work of a Flight 001 associate in a way that their motivation and desire to work for that company may decrease. The Expectancy Theory which is also known as the valance Instrumentality Expectancy Theory explains that people are constantly creating expectations about future events. If things seem reasonably likely and attractive, we will believe we could make the difference and therefore motivate us to make the future come true. So in this case if the associate feels underpaid he or she will not be motivated to work and make a difference, for what if he or she is not getting valued for her work. A manager could increase the employees motivation by showing them something desirable, indicating how straightforward...
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...Week 6: Case Study for Flight 001 Florence M. Kolecyck-Yap MGMT303 DeVry University Week 6: Case Study for Flight 001 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? Shank’s old boss failed to meet the needs that Maslow shows related to Belongingness, Esteem and Self-Actualization. Her old boss lacked being part of the business on the level of which their employee’s worked at by not visiting and taking note of what is important to the employee who work directly with their clients. Her old boss also lacked being a person to a name with meeting face-to-face. She felt like they didn’t value their stores and employee’s. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. According to our text book the “Expectancy theory rests on four basic assumptions. First, it assumes that behavior is determined by a combination of forces in the individual and in the environment. Second, it assumes that people make decisions about their own behavior in organizations. Third, it assumes that different people have different types of needs, desires, and goals. Fourth, it assumes that people make choices from among alternative plans of behavior, based on...
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...Case Study Flight 001 Motivating your employees as a manager or owner is one of the keys to having a successful business. In retail, every employee plays an important role. Whether the job is temporary or a permanent career for an individual, it is important to encourage an individual by hearing their ideas and making them a part of the big picture. It is important that management empowers and motivate the employees. There are three theories I will talk about in this case study. According to Maslow’s Hierarchy, there are five categories each human need: Physiology, security, belongingness, esteem, and self-actualization. According to the Flight 011 video, Amanda Shank, the Assistant Store Leader, worked for a company where she did not feel valued. She was told that she was just one of the numbers (Flight 011, 2010). The needs that were not met were a mixture of self actualization and self esteem; her opinions are not valued, therefore, there is no motivation to move up or be successful at the company. If Shank’s managers ensured her that she is valued to the company and gives her positive feedbacks to do better. There might have been a chance for her to be motivated to stay in that company and even move up in the corporate ladder. “Expectancy Theory suggests that motivation depends on two things – how much we want something and how likely we think we are to get it” (Griffin, 2011). The position in retail can be viewed as a temporary job to most. The employees who...
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...Q1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? Shank’s old boss failed to meet the needs of Safety and Esteem. For safety she felt she had no job security with her previous employer and she was just another employee who if she didn’t meet expectations could be replaced at any time without a second thought. This threatens someone’s livelihood and their ability to function within society. Without a job one cannot pay one’s bills including housing, transportation etc. This is an extreme threat to ones security as the ability to keep one’s job determines if one will be able to maintain all these areas. The other area Shank’s boss failed her according to Maslow was esteem. By saying she was just another number and could easily be replaced, her former boss showed he didn’t respect her as an employee or much as a person. This brought about feelings of low self esteem as she realized she wasn’t a valuable asset to the company and not respected by her employers that they even told her she could be easily replaced and was basically just another body. This leads to low self confidence and brings the employee to the point where they don’t even care anymore. These needs were not met because obviously this was a large organization where the employers had so many employees they didn’t care about their employees. Probably a place with a high turnover rate...
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...Flight 001 case study Management 303 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? In Maslow’s hierarchy there are five levels with the highest one being self-actualization. Shank’s old boss failed to meet her social and esteem needs. Social needs include the need for belonging and friendships, and esteem needs are the next step to social needs where a person wants to be recognized for her work and needs to know that he or she is doing something meaningful. Shank’s old boss never got involved in her work nor spent any time to review what she was doing. This made her feel that her work made no difference to the organization. Both her social and esteem needs were unmet due to the lack of attention by her boss. To avoid this condition the manager should ensure that there is regular communication with their employees. There should be weekly or monthly meetings to let the employees know what’s going on in the organization, and they should implement some kind of incentive program. The managers should provide feedback and give compliments and other forms of recognition when it is due. Also there should be an open door policy throughout the organization where employees can approach upper management to express ideas or concerns. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the...
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...locations of job, hours of the job or benefits that the job provides, but that they might also need also need challenging job opportunities to experience self-growth and satisfaction (Griffin, 2013, 2011). In Shank’s situation, her last job lacked motivation. She explains that her old boss never valued her work because she could be replaced so there was no connection in where she was spending the majority of her time during the day. This means that the pay could have been awesome but since she didn’t have a connection with the people she worked with or the company, she probably dreaded going to work everyday. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. Expectancy theory suggests that motivation depends on two things—how much we want something and how likely we think we are to get it (Griffin, 2013, 2011). Expectancy Theory assumes that behavior is determined by a combination of forces in the individual and in the environment, that people make their own decisions about their own behaviors in the organization, that different people have different types of needs, desires, and goals, and it assumes that people make choices from among alternative plans of behavior (Griffin, 2013, 2011). Pretty much the expectancy theory works like “what will I get if I do this?”. So feeling...
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...303 Case Study Motivating Employees-Empowered and Appreciated FLIGHT 001 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? After viewing the video and learning and listening to these employees problems and how they work it is safe to say the Flight 001 is a growing company with strong intensions as well motivate employees that help keep the brand strong and successful. According to Shank’s old bosses they failed to meet where the motivation steps to help the rest of the work force to be loyal to the company and behind the name. Her old bosses where just their in person but not in heart or mind, they just showed up to the job as a job not as a career. When your boss comes to your store and he or she doesn’t have the skill to show the rest of the crew that they are behind the brand or team then that negativity will show on the employees and how they work in the future. A boss must show interest in this position as well as the job to help show other employees that his job isn’t just a paycheck, it’s a lot more and should be treated as a career instead of something to get by. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. Well after seeing the video the crew at Flight 001...
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...Minh Nguyen Principles Of Management 12/07/12 Case Study: Flight 001 1. Maslow’s hierarchy consists of five need levels in order of importance: physiological, security, belongingness, esteem, and self-actualization. At Flight 001 store, Shank’s old boss failed to meet three basic needs. First is the need for belonginess. It was not met because her boss made her feel as if she is just a number to the organization and could easily be replaced by someone else. As Shank mentioned in the video, “the people who own the company or the CEO is just some unknown person - you might not even know their name - that is in an office halfway across the country”. Her statement shows that Shank obviously doesn’t have the personal connection with her employer. Therefore, her mentality is to complete the given work at the minimum standard as a routine and not looking forward to any challenges. Secondly, Shank’s old boss failed to meet the need of esteem. Shank didn’t feel good about her job because there was no appreciation, no recognition or any sense of achievement for the work that she has done. She doesn’t feel appreciated at her work and this is due to the poor treatment that upper management had toward its employees. Per Maslow’s theory, self-esteem is important because it motivates employees to work harder. Last, the need for self-actualization was not met as Shank’s old boss failed to let her participate in the decision making in regard to her work. She wasn’t given any...
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...Week 6 Case Study Principles of Management • According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) I believe that Shank’s needs not being met were security, belongingness and esteem. (Griffin, 2011) The job lacked security because management made it clear that anyone could be replaced at any time. Shank felt like she was just a number. I think some managers act this way because they think it is a way to get employees to not take advantage of them. This could be corrected by the managers actually valuing the employee and treating them like they are an important part of the company by getting their ideas and feedback or changing work distribution. Since the employees could easily be replaced it is safe to assume that they could not have interactions with each other creating a since of community and belongingness. This could be corrected by allowing the employees to work together on certain projects allowing them to interact with one another and get to know each other to become part of a team. Here again I think esteem is related to security. If the management feels that anyone could be replaced then I would find it hard to image that management would be respecting the employees or recognizing them for a job well done. This could be corrected by offering rewards such as incentive bonuses for good performance or meeting deadlines. ...
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...MGMT 303 Week 6 Case Study Case Study: Motivating Employees 1. Using the Maslow’s hierarchy, Shank’s old boss fail to meet her levels of safety, belonging, self-actualization and esteem. Amanda Shank mentions being made to feel like simply a number which affects the sense of belonging and esteem. The belonging is something she really likes at Flight 001 because they feel friendly and like a family where her last job did not. The self-actualization was the lack of motivation because the former boss said she could be replaced at any time, she was just a number. The sense of safety is also crushed when one is told they could be replaced at any time. Showing appreciation for work done, spending time with employees by management and not making comments about replacing people and lowering their value all would have made Amanda feel more motivated, safe, and allowed her to grow and become more confident. Managers should ensure some regular communication with their subordinates. As well as, an open door policy throughout the organization where employees can approach senior management when they need them. 2. Expectancy theory states that a person's behavior is influenced by the expected outcomes. In this case, low pay would lead the person to feel like no matter what they did, their efforts would not be rewarded with expected pay raises or bonuses. The underpaid often just show up and do what they have to do, nothing more because they feel their efforts are not appreciated...
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...Tammy Covarrubias MGMT 303 Week 6 Case Study Case Study: Motivating Employees 1. Using the Maslow’s hierarchy, Shank’s old boss fail to meet her levels of safety, belonging, self-actualization and esteem. Amanda Shank mentions being made to feel like simply a number which affects the sense of belonging and esteem. The belonging is something she really likes at Flight 001 because they feel friendly and like a family where her last job did not. The self-actualization was the lack of motivation because the former boss said she could be replaced at any time, she was just a number. The sense of safety is also crushed when one is told they could be replaced at any time. Showing appreciation for work done, spending time with employees by management and not making comments about replacing people and lowering their value all would have made Amanda feel more motivated, safe, and allowed her to grow and become more confident. Managers should ensure some regular communication with their subordinates. As well as, an open door policy throughout the organization where employees can approach senior management when they need them. 2. Expectancy theory states that a person's behavior is influenced by the expected outcomes. In this case, low pay would lead the person to feel like no matter what they did, their efforts would not be rewarded with expected pay raises or bonuses. The underpaid often just show up and do what they have to do, nothing more because they feel their efforts...
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...Case Study Flight 101 1. According to Maslow's hierarchy, which basic needs did Shank's old boss fail to meet? Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) According to Griffin (2011) “Abraham Maslow, a human relations, argued that people are motivated to satisfy five need levels…physiological, security, belongingness, esteem and self-actualization.” After listening to Shank express how she had been treated before, I feel that her previous employer really missed on three of those needs. Esteem is the first one; Shank expressed feelings of disrespect and lack of interest in her from her old boss. She was also told that she was just another number and could be replaced at any time, therefore taking away any sense of security in her employer. Finally, belongingness, Shanks expressed on how her current employer makes her and other employees feel like they are part of the group by asking for input from them. Having your boss not show interest in what you do, demonstrates that your boss has no interest in you either. In order for those needs to met, one of the following needs to happen. Shank’s old boss needs to, pretty much, do the opposite of what he’s doing. Now, according to Fiedler’s theory of inflexibility, her old boss will most likely need to be replaced because leadership traits are directly linked to personality traits. Another option is for Shank to look for that "need” to satisfied by another employer...
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...SUSTAINABILITY REPORT 2013 INSIDE THIS REPORT... General Standard Disclosures • • Report Profile Strategy & Analysis: Joint Address By Our Chairman And Managing Director Board of Directors Governance Management Team 001 004 006 007 008 • • • Material Issues • • • • • • Practicing Sensible Economics 2013 Inaugural Flights Environmental Consciousness Creating an Inspiring Workplace Community Friendly Organisation Memorable Airport Experiences 010 013 014 018 024 028 034 038 039 Performance Data Glossary GRI Content Index cover rationale Malaysia Airports is Accelerating its Growth Momentum in tandem with the rise in the global economy. With Asia as the concentration point of global aviation growth, we are in a strong position to leverage on this as we have built up our capacity and capability to compete effectively over the years. Being a global airport company with a dynamic portfolio, we are optimistic of success as we have the fundamentals in place to operate as a world-class airport business. Critical components that support this include an efficient airport network and system, a good working relationship with all the stakeholders, an excellent service capability as well as an ample infrastructure capacity to compete with international industry players. These elements put us in good stead in a highly competitive global aviation market and ensure that millions of users and travellers continue to enjoy access to airport facilities and services that are efficient...
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...Enjoy! Hedonic Consumption and Compliance with Assertive Messages ANN KRONROD AMIR GRINSTEIN LUC WATHIEU This paper examines the persuasiveness of assertive language (as in Nike’s slogan “Just do it”) as compared to nonassertive language (as in Microsoft’s slogan “Where do you want to go today?”). Previous research implies that assertive language should reduce consumer compliance. Two experiments show that assertiveness is more effective in communications involving hedonic products, as well as hedonically advertised utilitarian products. This prediction builds on sociolinguistic research addressing relationships between mood, communication expectations, and compliance to requests. A third experiment reaffirms the role of linguistic expectations by showing that an unknown product advertised using assertive language is more likely to be perceived as hedonic. C onsumers are often exposed to forceful messages and imperative slogans such as Nike’s “Just do it,” Sprite’s “Obey your thirst,” or U.S. Airways’ “Fly with US.” The frequent use of assertively phrased messages is puzzling, given the mounting research in consumer behavior (e.g., Dillard and Shen 2005; Fitzsimons and Lehman 2004; Lord 1994), communications (e.g., Kellerman and Shea 1996; Quick and Considine 2008; Quick and Stephenson 2007; Wilson and Kunkel 2000), and sociolinguistics (e.g., Levine and Boster 2001; Sanders and Fitch 2001), which suggests that these messages should lower consumer readiness to comply. To...
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...Society for the Study of Social Problems Social Stratification and Health: Education's Benefit beyond Economic Status and Social Origins Author(s): John R. Reynolds and Catherine E. Ross Source: Social Problems, Vol. 45, No. 2 (May, 1998), pp. 221-247 Published by: University of California Press on behalf of the Society for the Study of Social Problems Stable URL: http://www.jstor.org/stable/3097245 Accessed: 27/02/2009 14:10 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=ucal. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit organization founded in 1995 to build trusted digital archives for scholarship. We work with the scholarly community to preserve their work and the materials they rely upon, and to build a common research platform that promotes the discovery and use of these resources. For...
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