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HUMAN RESOURCE: AKBAR AND SONS CASE STUDY
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Organizations in transition often face much challenges in ensuring that the transition is indeed a success. Akbar and sons has been recognized and successful in the running of their business for the past years. This is the main reason why BP has become interested in purchasing the company. However, the human resource and organizational structure definitely has to change to incorporate both the BP culture and maintain the Akbar and sons culture that has made it quite a success. The BP CEO has recognized the need to bring together these two cultures to create a winning formula. However, these means that the company will have to tackle the following scenarios:
Transitioning of senior management: as a part of the changes taking place within the company, Akbar and his son have been offered the options to stay at the company and take up senior management positions or to indeed leave the company. It is expected that the former CEO and his son will leave the company, becoming only stakeholders and advisors of the same. Taking up senior management positions would require that they relinquish much of what they have controlled. In addition, Akbar considers that staying on would only make it more difficult for the employees to take on the expected changes. Having negotiated the terms of the takeover, so that employees will not only maintain their current positions but also play a major role in the building of the company, the CEO has agreed to make the changes complete by leaving the organization.
Changes in organizational culture: as much as the BP manager values the former organizational culture, there is expected to be some changes in order to increase productivity and work towards the objectives of the new company. Much of the changes are expected to be with regard to the chain of command in the new company. Previously, much of the issues were directed to Mr. Akbar or his son. Line managers were barely able to tackle any of the challenges in production and distribution channels. The BP manager on the other hand, will be handling a much bigger company as compared to the former Akbar and sons. He may therefore not be as available as the former CEOs to make everyday decisions. Some of the expected scenario changes will be as follows:
- Employees are expected to take on a much more hands on approach in their daily duties. This means that employees will be expected to deal with all situations and challenges that pertain to their job. Tasks given to specific individuals need to be completed on time, with a high chance of success under minimal supervision. Whereas in the past, employees have relied on supervisors and managers to help them navigate tasks, they will be expected to take on more initiative and manage the tasks themselves ensuring they are successful. This may mean becoming creative and taking on the role of supervisors in their own arena.
- However this does not mean that employees will be left completely alone. Even as they navigate through the challenges of their tasks, managers are expected to have an open door policy. Employees will be given the chance to request for help in challenges that they are finding difficulty in addition to negotiating terms of duties with their managers. By having an open door policy it is expected that communications will improve, employees will enjoy a higher rate of success in completing their tasks and finally will become more satisfied with their work.
Organizational culture: Akbar and sons has been in operation for quite some time. Majority of the employees in the company have been there for years. Very little change has been experienced in the company in the duration of its existence. The senior management of the company found a formula that worked for then and stuck to it, making few if any changes along the way. Whereas this has created a strong system of teams that are directed towards success, it has also created a problem where company employees are less inclined to deal with change. In fact, it is expected that some changes will be met with resistance from the employees of the company who are used to doing things in a particular manner. Such resistance can only be curtailed using employee engagement techniques.
It is important to note that the decision for change has come from the top management to the lower employees. Unfortunately, a good number of employees may not be on board with the changes therefore creating barriers to the same.
Decreased job satisfaction: for years employees of Akbar and sons have done their job in a specific manner and have met little challenges along the way because they are directly supervised and often have someone higher to turn to for solutions. In the new scenario, employees are expected to deal with the challenges themselves. It is therefore expected that they will develop lower job satisfaction for a short period, since they are not used with the frustration of encountering challenges. However, the manager could start off the employees with smaller tasks which have a higher chance of success ensuring that the success rate is high. With a high success rate, the employees are more likely to be proud of their own accomplishments, confident of their own skills and therefore more willing to take on extra responsibility that may involve bigger tasks with more challenges.
The above challenges may seem difficult and may also provide hindrances to a successful transition period, however, with increased employee engagement in the changes, the solutions to all the above will be found easily and in good time. (Senior 2002) states that majority of the challenges for human resources in periods of change and transition is that lack of communication and engagement with the employees. Employee engagement allows the managers to be part of the solutions for the challenges that the employees are encountering. On the other hand, it also allows employees to have an ear and feel part of the changes taking place in the organization.
Several human resource matrices are available in the system to provide a background from which solutions to the challenges of transition can be drawn. The BP manager does not need to strictly rely upon the traditional human resource systems where employees are grouped according to the person they report to. This rigidity in itself is quite challenging especially during a period of transition when departments tend to overlap. Generally it can be found that one task has more than enough people working towards its completion, while others are completely lacking. Basing human resource on a matrix that works for the company maybe more ideal in finding perfect and suitable solutions.
Maslow’s theory of motivation
Maslow’s hierarchy of needs theory is based on the assumption that employees work to meet certain needs. Management needs to be aware which stage of needs employees are looking to meet, so that they can structure motivation policies. Maslow cites that the triangle of needs begins with physiological basic needs; this is the main reason why employees seek out employment. However as employees grow, they move on to safety needs where employees become more concerned with future security, savings, insurance and investments for securing their own security. This is closely followed by belonging needs, where employees seek out more time with family and friends. Motivation therefore comes from gaining ample time and resources to spend with loved ones. Belonging is followed by esteem, at this stage employees are more concerned with recognition and with rewards that build on their self-esteem. Employees reach self-fulfillment, which as Maslow states is the most likely age for retirement.
Herzberg’s theory and motivation
Herzberg on the other hand stated that motivation is not based on what he termed as hyg.............
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