SECTION B Case study Managing Teams and individuals Marry is the newly appointed procurement manager for Kantanka a company that develops manufactures and installs alarm systems. Initially Mary's experienced conflict with her team, but worked quickly to resolve these issues. The working relationships improved with the team demonstrating their commitment by creating new ideas in both process improvement and product development. Marry recognised the importance of maintaining a cohesive team. She took the opportunity of involving all team members in decision-making and set up a weekly group lunch that provided an opportunity for all team members to meet informally. The lunchtime sessions provided Marry with the opportunity to update the team members on key developments in the organisation, as well as new policies and strategies, and relationships with key stakeholders. The team were able to talk about issues of concern and to get to know each other better. Every few months, she runs an offsite 'away-day for the group where each team member prepares an update on a relevant procurement topic and presents it to the group. Marry noticed that one of her team, Abu, had started to arrive late to work and the quality of his work has deteriorated. He appeared to be communicating less with other team members. Marry decided to talk with him, and Abu admitted that he had lost interest in his work. Abu wanted a role where he would be able to use and develop his financial skills, as he wasn't able to in his current role as an assistant to one of the senior buyers. Abu also believes that Sam does not delegate enough responsibility to him. Marry promises to look into the matter. Kantanka has recently announced plans to expand into the growing market for assistive technology to help elderly and disabled people live independently. New procurement staff may be required, but Marry also wants to take the opportunity of enhancing the skills within her current team. Marry has set up an appointment with the human resources manager to discuss an appropriate course of action 1. Many managers assume that if an employee is not performing well, the reason must be a lack of motivation. Do you think this reasoning is accurate? What is the problem with the assumption?4marks 2. How can an organization satisfy employee needs that are included in Maslow's hierarchy? 4marks 3. Which motivation theory have you found to be most useful in explaining why people behave in a certain way? Why? 4marks 4. Review the hygiene and motivators in the two-factor theory of motivation. Do you agree with the distinction between hygiene factors and motivators? Are there any hygiene factors that you would consider to be motivators? 4marks 5. A friend of yours demonstrates the traits of achievement motivation: This person is competitive, requires frequent and immediate feedback, and enjoys accomplishing things and doing things better than she did before. She has recently been promoted to a managerial position and seeks your advice. What would you tell her? 4marks