...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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...their company and if you are not feeling good about your job/career that definitely has an effect on your self-esteem. What could be done to meet these needs is a job/career that motivates employees to get up in the morning looking forward to work, ensure the tasks, projects or roles she is involved with take advantage of her skills and talents. Every employee wants to be proud to tell other people who they work for and to be liked management, coworkers and supervisors. I am sure employees would love to develop with the company for years to come; work for an employer that is fair and ethical, and gives back to the community, that is important to most people. Providing employees with a job/career where they can actually say, I love what I do. 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. The Expectancy Theory and/or The Equity Theory of motivation might affect the work of a Flight 001 associate because they are feeling...
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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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...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, which, by the looks of things, that is exactly what she did. 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. (25 points) The equity theory as described by Griffin (2011), suggests”… that people are motivated to seek social equity in the rewards they...
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...Explain why the needs have not been met. What could be done to meet these missing needs? (25 points) Answer: The levels of esteem, safety, belonging, and self actualization were all failures. She 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 anytime, she was just a number. The sense of safety is also crushed when one is told they could be replaced at anytime. 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. Question 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. (25 points) Answer: 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...
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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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...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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...1. Amanda Shank’s old boss failed to meet the most basic needs in Maslow’s hierarchy of needs. I believe that Amanda’s most basic physiological needs were met at her previous company but I do not believe that her “security needs” were accounted for. According to Maslow’s hierarchy there is a need “for a secure physical and emotional environment.” (Griffin, p.450) Amanda states that she had felt a lack of job security in her past and had been flat-out told that she was “just another number” and that she “could be replaced at any time.” I believe through this type of motivation Amanda displayed a lack of effort due to a feeling that she was replaceable and underappreciated. When an employee has no job security or stability then the employee feels that there is no point in exerting effort because of the lack of acknowledgement which brings me to the next need that Amanda’s boss failed to meet. Maslow’s need of “belongingness” was not reached by Amanda’s previous employer. Amanda needed to be accepted at her last company and needed to feel part of a team or work group. Amanda was lacking a manager that could compliment her, give her important feedback, and one that could make her efforts feel appreciated. I’m quite sure that Amanda did not feel the “love” or “acceptance” that she needed from her last manager. (Griffin) Amanda understands that it is important for a company to work well together especially in a small retail environment. I also feel that Amanda’s last manager...
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...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. What could have been done to meet those needs? Her employers could have let their employees know that they were valuable to the organization, their input was valuable Not that they were,” just another number” and that, “they could be replaced at any time”. Q2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a...
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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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...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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...care for their employees by stating that they “were just numbers and could be replaced at any time”. Maybe if they were to show the employees that they cared about them, they would not have a large turnover in their company. Maslow’s theory suggests that managers can meet these needs by using recognition and even provide more challenging job assignments for the employee to feel a sense of accomplishment (Griffin). Increasing an employee’s motivation can be difficult, especially is the employee feels that he/she are underpaid. By using the expectancy theory, managers can help with motivation by trying to determine the employee’s goals within that company. Then the manager should try to figure out what levels of performance the employee needs to achieve their goals. The manager also needs to make sure that the rewards used to motivate the employees are fair to everyone (Griffin). Based on Herzberg’s two factor theory, recognition, achievement, job responsibility and job satisfaction are all being met. From watching the employees at Flight 001, everyone seems to be extremely happy with their jobs. It seems that the company really has the employees’ best interests at hand and they want to see their employees further themselves. Flight 001 is meeting motivation factors by using Maslow’s heir archery of needs. It seems that all of the needs, physiology, security, belongingness, esteem and self-actualization are being meet. Belongingness is being met by everyone showing...
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...SCRIPT OF THE VIDEO : www.verbalink.com Page 1 of 4 Caption: Motivating employees: empowered & appreciated Flight 001, Manhattan, New York BradJohn: With all the changes in the airline policies, charging forcheck-in now, are you seeing a difference with customers looking forcarry-on? Amanda Shank: Yeah, we get a lot more requests now for thecarry-on luggage. They want something they can take with them. Theydon’t want to deal with the headache of checking a bag. They just wantsomething light that’s easy to carry on with them; something aroundthis size, the 21. Emily Griffin: I think that one of the bigreasons we’re successful in keeping people at a very high level ofdedication and motivation in our stores is that they really feel apersonal connection with people at the corporate level. My name isEmily Griffin, and I manage crew development for Flight 001. They cancall one of the owners on the phone if they want, and that person will– you know John or Brad will answer their questions. There’s really anopen door with every single person here. So I think that they both feelthen a personal connection to the company and a personal loyalty, whichI think goes a long way. But they also feel like they’re pluggedinto the bigger picture. They don’t feel like they’re just given a listof tasks to do, a list of numbers to hit. They feel like they are partof the broader growth of our company – which they are. We’re dependingon them. Amanda Shank: I think it’s very important for me...
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...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? Maslow’s motivational theory is made up of five levels of needs. Each of this need is required for human beings. The needs can be viewed as a pyramid with the bottom level needed for survival and the progressive levels needed if one were to be truly motivated in life. The first level of needs is the Physiological needs. These needs include food, water, air and sleep and are need for survival. The next level of needs are Security related such as steady employment, safe environment for oneself and his family. Shank’s old boss failed to meet her social and to some extent her Esteem needs. Social needs include the need for belonging, affection and friendship. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups ( Kendra Cherry). 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 was meaningless and of no significance to the organization. Both her social and esteem needs were unmet due to the attitude of her boss. To avoid this situation the...
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...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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