Management Practice

Assignment 2
4th C

Submitted to:
Mam Saleema Hafiz
Submitted by:
Syeda Amna Rehman
SP14-BBA-016
Syeda Ayesha gillani
SP14-BBA-033
Amna kausar
SP14-BBA-018
Taimoor khan
SP14-BBA-047
Junaid mubeen
SP14-BBA-024

Abstract:
Rohit Narang joined Apex Computers (Apex) in November after a successful
stint at Zen Computers (Zen), where he had worked as an assistant
programmer. Rohit felt that Apex offered better career prospects, as it was
growing much faster than Zen, which was a relatively small company. Rohit
joined as a Senior Programmer at Apex, with a handsome pay hike. He
joined Aparna Mehta's five-member team. While she was efficient at what
she did and extremely intelligent, she had neither the time nor the
inclination to groom her subordinates. Time and again, Rohit found himself
thinking of Suresh, his old boss, and of how he had been such a positive
influence. Aparna, on the other hand, even without actively doing anything,
had managed to significantly lower his motivation levels.
Issues:
Motivation
Need for recognition
Introduction
Rohit Narang joined Apex Computers (Apex) in November after a successful
stint at Zen Computers (Zen), where he had worked as an assistant
programmer. Rohit felt that Apex offered better career prospects, as it was
growing much faster than Zen, which was a relatively small company.
Questions for Discussion:
1. What, according to you, were the reasons for Rohit's disillusionment?
Answer the question using Maslow's Hierarchy of Needs.
Reasons for rohit disillusionment were lack of motivation, attention by the
boss Aparna and incentives. He is not focused that what he should do and
how. So he was not satisfied from his job and willing to approach a leader
who can guide and lead him in workplace like he was in his previous job at
Zen Company.

Maslow's Hierarchy of Needs

Biological, Safety and Love and belongingness are fulfilling of

Rohit and his members.
Esteem needs refer to the need for self-esteem and respect, with selfrespect being slightly more important than gaining respect and admiration
from others. As a member, you can account for the esteem needs of your
employees by offering praise and recognition when the employee does well,
and offering promotions and additional responsibility to reflect your belief
that they are a valued employee.

Self-esteem, achievement, mastery, independence,

status, dominance, prestige, managerial responsibility, is
not particularly given to the members by the boss or top
management which was causing disappointment to

them.

Self-actualization needs describe a person's need to reach his or her full

potential. The need to become what one is capable of is something that is
highly personal. While I might have the need to be a good parent, you might
have the need to hold an executive-level position within your organization.
Because this need is individualized, as a manager, you can account for this
need by providing challenging work, inviting employees to participate in
decision-making and giving them flexibility and autonomy in their jobs.

So the employees are not able to realize their

personal potential, self-fulfillment, seeking personal
growth and peak experiences which is becoming a
obstacle for their self actualization
2. What should Rohit do to resolve his situation? What can a team
leader do to ensure high levels of motivation among his/her team
members?
Rohit resolve his situation through motivate the members by these steps:
1. Hire people who have the skills and abilities for the job.
2. Give members/employees the training they need to do the job right.
3. Treat members/employees with respect and courtesy.
4. Set and explain goals for each employee/member or team. The goals
need to be meaningful to the member/employee. They need to be
measurable. They need to be achievable.
5 . Show an interest in the work the employee is doing in achieving the goals
from day to day on the job. Ask what you can do to help, and do it.

6 . Reward members/employees for achieving goals. Make the rewards

something the employee values.
7 . Get member/employees involved in decision-making about things that
matter.
8 . Provide positive feedback and say thank you.
9 . People are motivated by different things. Use what motivates the
member/employee, not what motivates you.
10. Keep the workplace interesting.
11. Know when members/employees are overworked and do something
about it.
12. Resolve conflicts as they come up.
13. Give members/employees authority and let them know you expect
responsibility.