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Transcript of Group report LYK (1)
TORANDO ELECTRONICS COMPANY 1
Torando Electronics Company
LYK Consulting Group
Management 621A
Yingyi Wang
Lingfeng Liang
Kevin Karran
October 13, 2016
TORANDO ELECTRONICS COMPANY 2
TABLE OF CONTENTS
Title Page………………………………………………………………………...……..…………1
Table of Contents……………………………………………………………………………..…...2
Executive Summary……………………………………………………………….……..………..3
Introduction………………………………………………………………………...……..……….5
Team Breakdown…………………………………………………………………...……..………5
Action Plan……………………………………………………………..……..……..……..……...7
Perspectives on Nature of Problem..……..……..……..…………………………………………..8
Guidelines to Effectively Deal with Problems………………………..……..……..……..……...11
Cluster One: Group Dynamics and Team Building by Lingfeng Liang……..……..……..……..11
Cluster Two: Attitudes, Job Satisfaction & Motivation by Yingyi Wang …..……….…..……...16
Cluster Three: Perception, Decision Making, Personalities, & Value by Kevin Karran...………25
Recommendations……………………………………………………..……..……..……..……..35
Conclusion……………………………………………………………..……..……..……..…….39
References……………………………………………………………….……..……..……..…...41
Exhibits ………………………………………………………………………....……..……...…43
Appendices: Resumes of LYK Consulting Group………………………………....……..……...44
TORANDO ELECTRONICS COMPANY 3
Executive Summary
The LYK Consulting Group has been given the task of analyzing all the challenges
Torando Electronics Company’s personnel in the prototype project development department face
and we provided our recommendations on how to address all these areas. We begin with the
introduction of our high performing and successful team, which is made up of Lingfeng Liang
(Team Building and Management Analyst), Yingyi Wang (Owner), and Kevin Karran
(Motivational Expert). We provide an action plan that we have used throughout the process of
analyzing Torando as a high performing and successful team. The perspectives on the nature of
the problem through the engineers, technicians and department manager have each been
provided in detail.
For the guidelines to effectively deal with problems, it is broken down into three clusters.
Lingfeng Liang provided cluster 1 and is based on group dynamics and team building. This
cluster focuses on cooperating, coordinating, communication, comforting, conflict resolving,
storming, team cohesion, and team trust. Yingi Wang provided cluster 2 and is based on
attitudes, job satisfaction and motivation. This cluster focuses on attitudes, job satisfaction,
learned needs, Maslow’s needs hierarchy theory, social cognitive theory, goal setting,
motivation, and equity theory. Kevin Karran provided cluster 3 and is based on perception,
decision-making, personalities and value. This cluster focuses on employee motivation; role
perceptions; organizational citizenship; Jungian personality theory and Myers-Briggs type
indicator; self-concept complexity, consistency, and clarity; self-enhancement and self-
verification; perceptual organization and interpretation; and meaningful interaction.
For the recommendations we provided a synthesis of the clusters into a coherent and
consistent set of short, medium and long term recommendations for Torando Electronics
TORANDO ELECTRONICS COMPANY 4
Company. The short-term recommendations focused on personality surveys given to employees;
improving job satisfaction and equity; and implementing role perception guidelines. These short-
term recommendations dealt with the individual employees. The medium-term recommendations
focused on organizing activities for the employees; improving learned needs and social cognition;
and implementing the meaningful interaction guidelines. These medium-term recommendations
dealt with the building of a group between the employees. The long-term recommendations
focused on setting a reward or bonus system in place for employees; improving the goal setting
and motivation in the department; and utilizing organizational citizenship to become the leading
department in Torando. The long-term recommendations dealt with turning our attention to the
performance of the department. Furthermore, we in the LYK Consulting Group feel that our
evaluation of the Torando Electronics Company can help in solving the central problems that
have arose and make a significant change in their prototype project development department.
TORANDO ELECTRONICS COMPANY 5
Introduction
LYK Consulting Group will help solve the challenges regarding personnel that Torando
Electronics Company is facing with its prototype project development department. Our
consulting group aims to improve the overall performance of the organization and its long-term
development. We begin with the introduction of our high performing and successful team. Our
team is made up of three individuals named Lingfeng Liang, Yingyi Wang and Kevin Karran. In
our first section we provide the breakdown of our positions in the LYK consulting group and the
qualifications of our members that will help lend credence to our ability to be a top performing
management-consulting team that can help Torando. Then we present our action plan that will be
utilized by our team to ensure that it is a high performing and successful team. After providing
our action plan we turn to the nature of the problem from the perspective of the engineers,
technicians, and department manager to help understand each group’s side. Then we shift our
focus to specific guidelines to effectively deal with the problems Torando is facing. This section
is broken into three clusters and provides the most important and practical guidelines to deal with
the problems. We begin with cluster 1, which deals with group dynamics and team building.
Then with Cluster 2, which deals with attitudes, job satisfaction and motivation. Lastly, there is
cluster 3, which deals with perception, decision-making, personalities and value. After
explaining our guidelines that can help fix the problems of Torando, we provide a synthesis of
them into a coherent and consistent set of short, medium, and long term recommendations.
Moreover, we then provide our last thoughts of the overall case and how we feel we have
effectively identified and solved the problems of Torando Electronics Company.
Team Breakdown
Team Building and Management Analyst - Lingfeng Liang
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Lingfeng Liang is an international student from China with a major of Master of Business
Administration from SVSU. He received his bachelor’s degree in May 2016 from SVSU with a
Bachelor of Business Administration. He did many part time jobs, which related to education
and management. Now, Lingfeng Liang is the Vice president of the Chinese Student Association
in SVSU. He helps Chinese student to resolve life problems and organizes some activities for
Chinese students. He likes sports when he has free time, especially basketball. Every Fridays, he
will spend 3 hours playing basketball with his friends. He thinks playing basketball not only
makes his body healthy, but also teaches him the ins and outs of a team and their chemistry
together.
Owner - Yingyi Wang
Yingyi Wang is an international student from China with a major of Master of Business
Administration from Saginaw Valley State University (SVSU). He received his bachelor’s
degree in May 2016 from SVSU with a Bachelor of Business Administration. He shows
enthusiasm for the consulting area, especially the organization behaviors. Yingyi Wang was the
head of the student broadcasting station when he was studying in China. He led a group of 35
student employees to produce the daily programs. He established the development strategies and
restructured the organization by hiring new employees and training new hires. Yingyi knows
how to address an organization’s problems. He can help your organization grow quickly and
create stability within the organization.
Motivational Expert - Kevin Karran
Kevin Karran is an international student from Canada with a major of Master of Business
Administration from SVSU. He received his Bachelor’s of Science in accounting in May 2016
from Seton Hill University (SHU). He has great motivational skills to amplify the efforts of his
TORANDO ELECTRONICS COMPANY 7
colleagues around him. He has a previous background as a freshmen dormitory resident assistant
(RA) at SHU and the skills of working for SHU’s business department. As an RA, Kevin was
able to learn how to build a community within his dormitory for his residents and his fellow
RAs. He motivated the students throughout their first year of university through all the tough
times that most students face during their transition from high school to university. As a worker
in the business department, he knows how work within a group and how to bring out the best of
the people around him. He constantly worked with different sectors of the school and helped
guide them through budgeting and allocating their funding. Kevin can help your organization
with his vast background of a diverse skillset and will provide your company with opportunities
for growth and long-term success.
Action Plan
LYK Consulting Group has a serious and effective action plan which can expand the
maximum working efficiency in the group. The first step of our group action plan creates a quick
effective communication system. We believe communication plays a major part in the success of
our actions. It makes sure that our group members have effective communication and we choose
to use the different channels of communication that appropriate each individual’s skills. We use
email and text to exchange our ideas. Also, we use Google documents to edit our group report
online, so that even when we are apart we are all able to contribute. We also meet weekly to
discuss our work face to face. This is another important part of our action plan for us do the face
to face communicate method because it can let us get to know each other better.
In our action plan, we respect each group member and we believe this method can make
our group work smoothly and quickly. For making our work successful, we separate our tasks
equally according to individual’s skillsets. This is done because we understand that each group
TORANDO ELECTRONICS COMPANY 8
member is good at different areas of specializations. Therefore, we hope each person can
perform better for their own tasks. Also, we thought each group member should take the same
amount of responsibility when it comes to the division of work. Another main purpose of the
actions above is making sure every group member can feel they are an important part of the LYK
Consulting Group and we really need them to help our group in achieving success.
Another part of our plan we used to make sure LYK Consulting Group has maximum
efficiency is to set due dates. Setting up deadlines can help our group members progress in
parallel, which can not only avoid rushing an individual’s tasks but also it can leave enough time
to read each other’s work results and put all of our work together. We believe the deadline is a
very useful method to motivate each group member and will help provide confidence in our
group to keep the work under our control.
Perspectives on Nature of Problem
Engineers
The engineers spent very less off-the-job time than which the technicians do. In this team,
the technicians spend too much of their time dragging their feet while at work. The technicians
do not give us an opportunity to know each other because they are always doing things without
any of the engineers. The technicians’ work they do is slow and is of low quality. They are
always complaining that they cannot solve the problems they encounter and rely on us for top
quality projects. We engineers have our college degrees but are being dragged down by the
technicians because of their lack of education in their background. The technicians are
responsible for our company’s extremely low productivity compared to other plants in the
company. They do not even take our recommendations that we give to them and it causes our
projects to get rejected. The technicians do not know how to listen to our recommendations and
TORANDO ELECTRONICS COMPANY 9
go against the way we want to control things since we know better. The technicians are out of
order and need to follow our orders or else the problems will continue to happen. They need to
have an understanding that we the engineers are above them and not part of their team, they just
work for us and because they cannot get in line with that they are causing the productivity of our
company to suffer.
Technicians
The technicians are seen as one of the problem makers and are perceived by the engineers
to be the significant problem the department is facing. There is a lack of communication with
engineers and managers, and lack of cohesion between the whole team. The engineers are
causing an inequality because they believe they are better than us since they have degrees. The
engineers think we cause delays in their work, which they should accomplish before the due time.
The roles of the engineers are not clearly identified and they feel that they are above us like
another level of management. The engineers refuse to take our recommendations and their
projects have been getting rejected lately. If they would learn to accept help from others who
have been here for so long and know the ins and outs of the whole company then they would be
more successful. Their quality of work has fallen and we the technicians are being blamed for
their mistakes.
The essential issue that lead to the current troubles is the income differences and the
organization structure of the Torando Electronics Company are not perfectly matched to our
requirement. Moreover, with the lack of communication occurring within the team, the
communication between each group member is causing the group work to not move as smoothly
as we would like. The engineers fail to communicate with everyone else because they all stay
TORANDO ELECTRONICS COMPANY 10
within their office and do not even try to interact with their fellow coworkers. Thus, these are the
reasons Torando Electronics Company is having problems.
Department Manager
When looking at the nature of the problem in the perspective of the department manager
it is clear that it differs from that of the technicians and engineers. The department manager
believes the relationship that existed between the technicians and engineers has been strained
over the years. One reason for the strain is that the technicians and engineers have each formed
there own groups inside of Torando Electronics. These groups create segmentation between the
engineers and technicians. Both groups prefer to work and do extra curricular activities with their
own kind instead of each other. They tend to stay away from the other group of workers. Another
reason is that both the engineers and technicians believe the other side is not performing in the
job place like they are supposed to be. On one side you have the engineers expressing feelings
that the technicians have been working slow and their quality of work is poor. On the other side
you have the technicians believing the engineers are requesting work orders for projects that
were poorly developed and any suggestions made to the engineers by them were never followed.
Both sides have created a persona of one another and they both make out the other side with
negative perceptions that have formed into an unfavorable atmosphere.
Another reason for this strain on the relationship between the technicians and engineers is
that the engineers feel they are at a management level position over the technicians. This
perceived hierarchy is making the engineers feel as though they can control how the projects are
run and they want to put the work off on to the technicians to figure out even if they projects are
not ready to be made. Since the technicians are unionized they feel that they should not be
treated the way they are by the engineers, such as below them, but on the same level and as
TORANDO ELECTRONICS COMPANY 11
equals. Moreover, the last reason is that the engineers are not having a good enough
understanding of how the levels of the business are structured. If it were clear to them of what
their position is in Torando Electronic then they would know the difference between their
position and the technician position. These reasons show the department manager’s perspective
on the nature of the problem in Torando Electronic.
Guidelines to Effectively Deal with Problems
After reading the three clusters of chapters, we have each found 8 guidelines that can
effectively deal with the problems Torando Electronics Company is facing. These 24 guidelines
are practical ways that can help change the environment of the company and help make
immediate and future impacts.
Cluster One: Group Dynamics and Team Building
Cooperating
Each member has an obligation to help other members to deal with problems, share task
resources, and even finish the common goal. Also, control is necessary, but not constant.
Sometimes, following also is needed. In this case, engineers thought technicians slow down the
team’s speed of process. Maybe technicians want to give engineers a high quality of work. But
they are perceived to have a limited capacity of ability. Engineers should help those technicians
to know which part or detail they should improve. Even help them to solve problems or improve
work. On the other hand, technicians’ task will be more specific. They have right to say the
recommendation to engineers, if it’s feasible. Engineers should follow the technicians’
suggestion. In the end, the level of integration of teamwork will lead to more quality projects and
more efficient productivity.
Coordinating
TORANDO ELECTRONICS COMPANY 12
The most important part of coordination is internal public relations. How to organize the
internal public relations is directly related to the vitality of the team or organization, and then
influence the realization of the team or organization's goals. It includes employees’ relationship
and team environment. Coordination of employees’ relationship: first of all, the importance of
employee relationship, employees are the cells of a team and they are the foundation of the team.
Employees’ relation is the intrinsic factor of the success of the team, so having good employee
relations is the first step to helping the team become successful. Secondly, the employee should
know respecting, caring, and understanding each other. It’s the basic requirements of building a
good employee relations. As we can see in this case, the engineers hardly spend time with the
technicians. These two groups of people have their own office to take coffee breaks or meet for
work and activity schedule.
Communication
The purpose of communication in a team is make employee share information of tasks
freely and efficiently. Also, creating a good team environment for employees, making them feel
like a team just like their family. Everyone is willing to pay for it. As mentioned above, the
manager can create more time and space for engineers and technicians. For example, every week,
the company will organize a big meeting for engineers and technicians. The topic is suggestions
or recommendations for team task. Everyone has the right to say it, if the suggestion or
recommendation is feasible. The management will accept them if they are. This meeting will
give all team members equal right to talk team tasks, and every team member can know each
other by communicating at the meeting. In addition, team members can share their experience
and transmit information of work. It’s good for improving group task to become more effective
and impactful because they have more communication.
TORANDO ELECTRONICS COMPANY 13
Comforting
Comforting which can be divided into two parts, which are physiological comforting and
psychological comforting. On the other word, physiological comforting means people’s hearing;
smelling, sighting, and touching feel good and comfortable. Also, psychological comforting
means people’s mind or spirit feel comfortable. In order to format these two comforting depend
on different factors. Physiological comforting depends on the employee’s work environment. In
the case, it didn’t show Torando Electronics company offer detail of employees’ work
environment. So, these are some recommendations for Torando Electronics company
management. They can ask their employees what kind of working condition they want. Then
creating a voting assembly for this. Choosing some feasible advice to decorate the working
condition. Moreover, psychological comforting depends on the employees’ spiritual comfort of
the environment. The most important part of this is interpersonal environment. It includes
between the different employees, classes, and the superiors and subordinates. A good
interpersonal relationship will encourage employees to work hard.
Conflict Resolving
In the process of getting along with the team, it is inevitable that there will be conflicts.
This is a normal phenomenon. For this situation, as a team, they need to quickly deal with the
conflict, in order to allow the team to better sustain development. In this case, the department
manager, Rudy Garcia has this consciousness. He did a preliminary investigation and wants to
know the reason that lead the engineers and technicians to separate.
Storming
After clear and definite team composition, the team should focus on the team
development. This is because there are no teams that are established and are perfect in the prime
TORANDO ELECTRONICS COMPANY 14
time. So, in the development process, team members should understand and agree with their role
in which they play. They have to be willing to work together and work hard. In addition, some
problems will come up. So, the team should find problems and must solve them immediately. All
in all, every team’s development should experience these four stages. There are forming,
storming, norming, and performing.
For Torando Electronics Company, the engineers and technicians have a lot of friction
between each other. So we can guess this company’s team are in the storming stage. In this stage,
the phenomenon is called interpersonal conflict. (Interpersonal conflict means from resource).
There are some reasons leading these two groups of people to have conflict. First of all, the
engineers and technicians didn’t clarify what kind of role they play. In a team, different roles
have a different value. Some roles help the team to reach the goal, some roles help other team
members develop and maintain a good relationship, and some roles are assigned to some special
people. Regarding all of the team members, they should know they are playing a role that helps
their team to achieve the team goal. Torando Electronics Company’s engineers and technicians
are lost in the interpersonal conflict and forget the common team goal, which is to finish the
project with the highest quality. Secondly, the engineers think they are part of management, so
technicians should follow and listen to them. On the other hand, technicians don’t accept any
suggestions and recommendations from the engineers and vice versa. From these details we can
guess this team is not a normative team. A normative team shouldn’t have this problem. The
team members will be very harmonious, and follow the order from high class. Also, every class
will listen to any suggestions and recommendations that are feasible, even if they are part of the
low class.
Team Cohesion
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Form the textbook; team cohesion is “ the degree of attraction people feel toward the
team and their motivation to remain members” (McShane, 2015, p. 234). “Team cohesion is a
multidimensional process, involving specific environmental factors, personal factors, leadership
factors, and team factors” (Alten, 2007). In this case, the Torando Electronics Company’s
employees are not good at this part. We can see some examples from the case. The technicians
interacted with each other off the job, either through activities such as softball, bowling, card
games, or professional football parties on the weekend. The engineers rarely, if even, spent any
off-the-job time with the technicians, they had an engineering office where they took coffee
breaks and often met after work. These two groups have independent activity spaces. On the
other hand, their behavior is just like two separate teams except for necessary work time when
they have to be together. Therefore, we know Torando Electronics Company’s employees have
very low cohesion.
What does a high cohesion team look like? First of all, in a high cohesion team, members
should spend significant time together, even if it is off-the-job time. Member similarity is the
most important; also it is a simple thing to increase the team cohesion if team members have
some similarity. That means team members have same background, or some same interest,
hobby, topic and so on. Those things will help team members easily accept each other. Thus, the
team will become cohesive and stable quickly. Member interaction in a team should be occurring
all the time. For example, every member works in the same physical space; the team task needs
everyone to take part in it. Any member’s performance will affect the final performance of team
task. Also, the reward will be affected by team performance. Under these circumstances,
everyone will work hard. There will be no one that is considered lazy, and they will encourage
each other to work hard. This interaction is positive. On the other hand, Torando Electronics
TORANDO ELECTRONICS COMPANY 16
Company’s employees are passive interaction. An example is that the technicians believed that
the engineers requested work orders for projects that were poorly developed and the engineers
thought that the technicians were dragging their feet in the workplace. Those two groups of
employees complain about each other. That leads to these two groups losing positivity of their
coworkers work. Their manager also found this to be a problem.
Team Trust
According to the textbook, when a person joins a new team, he or she typically has a high
level trust of his or her new team member. This happens because he or she thinks following a
team member, which is already within the team is a wise choice. Even the coworkers are
strangers (McShane, 2015, p. 226). Most of the people will show some trust to each other. But
after experiencing some of the situations the trust will be changed. In addition, it is stated,
“Group trust relates to employee preferences for teamwork and to knowledge creation and
sharing” (Webster, 2008). In Torando Electronics Company, the trust between engineers and
technicians has become less and less when these two groups of people are complaining about
each other. The technicians believe that their suggestions on how to accomplish projects were
never followed. Whereas, the engineers thought that the technicians were dragging their feet and
passively resisting any suggestions and recommendations. It will decrease the trust between the
engineers and technicians. They will be less forgiving and object cooperation. In the end, the
effectiveness of team should be lower, even if they can’t finish the task.
Cluster Two: Attitudes, Job Satisfaction & Motivation
Attitudes
To figure out the guidelines to effectively and substantially deal with the problems of the
Torando Electronics Company, we need discuss the attitude firstly. “Attitudes represent the
TORANDO ELECTRONICS COMPANY 17
cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event”
(McShane, 2015, p. 95). Therefore, if the manager needs to change the team member’s attitude,
they need focus on the three factors of attitude as we talked above.
Firstly, whether the team members no matter engineers or technicians believe that
teamwork is important and they should be working together with each other according to their
life experience and other forms of learning. This is because when they have positive belief, they
may have change to have a good attitude. And then people’s feeling is the reaction of whether
they like or dislike the ideas or behaviors. Because if you think all the behaviors lead to a bad
result, the negative feeling will occur in your mind. However, something of the opposite feeling
may occur due to some specific reasons. For example, all the team members love their job, but
engineers and technicians do not like each other, thus, the job may give them a bad feeling.
Behavioral intentions are another factor to illustrate people’s attitude. The motivation the
behaviors regarding the attitude object such as the income structure and the working shift system
of the Torando Electronic Company. Technicians who complained about the problem they were
suffering from might be looking for another job to address their problem. The attitudes and
behaviors can be influenced by emotions. “Our brain tags incoming sensory information with
emotional markers based on a quick and imprecise evaluation of whether that information
supports or threatens our innate drives” (McShane, 2015, p. 97). All of those markers are
automatic and non-conscious emotional responses depending on the sensory information. In this
case, technicians are worrying about their income level, developing path way and self-esteem.
The manager can use some methods to release the wariness from both sides such as
creating more communication opportunity to allow engineers and technicians to get familiar with
each other. The team leader should be focusing on generating positive emotions at work. The
TORANDO ELECTRONICS COMPANY 18
team can use the cognitive-emotional attitude process. The positive emotional experience can
bring so much positive results in the workplace. It can organize people looking for fun such as
outdoor BBQs and Halloween pumpkin decorating contests are good ideas to create positive
attitudes from your team members.
Job Satisfaction
The job satisfaction is highly related with employee’s attitude in an organization. Which
exposes the staff’s assignment of their job and work context in the overall level. Which are
including the work environment and emotional experiences at the workplace. In the case of
Torando Electronics Company, it is obvious that the employees are not satisfied with their job.
The job satisfaction can be infecting the individual’s behaviors in the workplace. People
may use the EVLN model, which stands for exit, voice, loyalty, and neglect. For example,
technicians that are not satisfied with their job, but they will choose voice rather than exit, which
means they are highly loyal to the company.
Job satisfaction can influence the employees’ performance because the employees who
are satisfied with his or her job in the workplace will be more productive to some extent. Some
companies put their employees in the first position and put their customers in the second position.
This is because they believe that the customer satisfaction is the natural outcome of the employee
satisfaction. According to the service profit chain model, improving employee satisfaction will
promote to improving the service quality, which can lead their customer satisfaction and raise the
profit for their business. The problem with the staff’s relationship of Torando Electronics
Company is a potential risk to threat their customer satisfaction in the short future. In addition,
the high job satisfaction is good for the company’s reputation. Potential employees are more
interested in working for a company who has good reputation of job satisfaction.
TORANDO ELECTRONICS COMPANY 19
To increase the job satisfaction of engineers and technicians, the manager needs to bring
people into the meeting room for a talking about what they want from each other’s group. If they
speak out their questions and reasons, the manager can announce the specific responsibility for
each group, and then give them an addressing method to help them in moving forward from their
problems. For example, the manager needs to negotiate the relative apartment of company the
salary structural, the working shift schedule, and the rise up ways. The manager can be telling
each employee how he or she is important for this company. Addressing employee’s problems is
a direct way to improve the job satisfaction.
Learned Needs
McClelland illustrated three learned needs, which are achievement, power and affiliation.
First, we are talking about the need for achievement. Some people have a strong need for
achievement. For those people, money is not the most important factor for motivation, therefore
the very clear feedback and recognition is important for fulfill their achieving need. They need a
challenging goal and prefer working alone rather than in a group. For those people who have low
achievement need, they only care about how much money they can earn from every task, which
means money can motivate their performance.
Second, all of the employees are in need for affiliation in different situations. Because
people are looking for a comfortable environment; avoiding conflict with other people; and
confirming their job wishes and expectations in the workplace. High affiliation need people are
not suitable for the leader position. This is due to them not being able to mediate the conflict
between different people and trying to make the workplace run more smoothly. For the long-
term development of the group, it will bring some potential conflict risks for the whole group.
TORANDO ELECTRONICS COMPANY 20
Third, people need power to fulfill their own desires. There are two types: personalized
power and socialized power. For people who are in need of personalized power, they use the
power to increase their own sake and interests. For those who are in need of socialized power,
they always need power to help other people. Therefore, the leader position needs people who
have socialized power rather than personalized power. McClelland believes people can learn
different needs, which can motivate self-recognition and better achievement.
What the employee’s need is a big task that the managers need to consider in the case of
Torando Electronics Company. The current problem is the company does not know what their
employee’s need and how to fulfill their need. Thus, for addressing this problem, the manager
needs to communicate with employees to find out what exactly they need. For example,
technicians need more equity treatment compared with engineers and they need the respect from
engineers and the company. Whereas, the engineers need the respect of others and have the
desire of controlling everything, similar to that of management work. All of these employees’
need is reasonable from their own side, so the manager needs to give out the ideas for employees
about how to look for their needs in the correct way under the company’s policy.
Maslow’s Needs Hierarchy Theory
Maslow’s needs hierarchy theory is highly relative to the human motivation. There are 5
categories from lowest to highest according to a person’s needs, which include physiological,
safety, belongingness, esteem, and self-actualization. Physiological needs are the basic material
such as food, air, water, etc. Safety needs are security life environment and stability in society
because people need living in a healthy society where they do not need worry about safety.
Belongingness needs are the need for interaction with other people because the people in society
need to communicate with other people. Esteem needs is the need for self-esteem and social
TORANDO ELECTRONICS COMPANY 21
esteem because esteem can bring us a good feeling as human beings and it can make us be a
better person. Self-actualization need is the highest need which people need for self-fulfillment,
and to be able to realize someone’s potential in different areas. In the case of Torando
Electronics Company, we can see engineers; technicians and the manager have different needs.
After understanding the different needs of technicians, engineers, and managers. The
manager can try his or her best to fulfill their needs. For example, technicians’ needs are the
reasonable salary and workloads, and the respect from other group people. People’s needs are
very significant to motivate them, which they can help them perform better after fulfilling their
real needs.
Social Cognitive Theory
Social cognitive theory is about observing and modeling other people’s behavior. This
includes learning behavior consequences, behavior modeling and self-regulation. Learning
behavior consequences deals with people learning from hearing or observing other people’s
behavior rather than going through experiences. For example, when an employee hears other
people obeying the rule and achieving high outcomes, they are hoping to get the same high-level
outcomes too, through harder work behaviors. Behavior modeling is when people can become
self-efficient due to observing other people’s successful behaviors. Therefore, they want to
imitate those successful people’s behaviors. They think this can happen because maybe their age,
gender, job responsibility or education are similar with those successful people, thus they want to
practice their behaviors and gain their self-efficiency. Self-regulation is an important part of the
social cognitive theory. People set up short or long term objectives and then begin working on it.
They punish themselves when they are failing their plan. For instance, a punishment could be a
decline in rest time, and they reward themselves when they are achieving their objectives like a
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good meal. This is all relative with self-reinforcement. All of above information of social
cognitive theory are under the motivation sciences. This can help you and your organization to
work smoothly and if you and your organization use it in the correct way, then it will help in
achieving a higher goal.
In the case of Torando Electronics Company, employees lack the social cognition process.
Therefore, the manager can give out the specific objectives to group members to teach them how
important achieving the objectives is for themselves. The managers also can set up the reward
and punishment standards to encourage their employees to work harder. For example, they can
reward employees who have the top three best performances on their work according to the
measurement of their daily goals.
Goal Setting
Goal setting can motivate employees and improve their outcomes. There are two ways
that goal setting can motivate employees, which are by amplifying the intensity and persistence
of effort and by giving employees clearer role perceptions so that their effort is channeled toward
behaviors that will improve work performance (McShane, 2015, p. 140). Goal setting is a very
complex things need to do by managers. There are some key works mangers can use, which
include specific, measurable, achievable, relevant, time-framed, exciting and reviewed (Refer to
exhibit 2.1). The specific information like when, where, and with whom can help employees
finish their task faster and better. Measuring employees’ task after they finish it, can know how
well and how much they have done. Making sure the goal is achievable without extreme
difficulties can avoid employees losing their motivation and patience on the task. All the goals
need are highly relevant to each employee’s job and it also needs to be under his or her control.
For example, if the target is increasing the sales volume, then accounting person is not suitable
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for this task. A task also needs a time frame, which means every task needs a specific finish time
and when it will be assessed by inspectors. Challenging goals make employee more excited
because it will fulfill their personal achievement goals and it is a useful way to improve the
employee’s performance. The last important factor is reviewed. It is necessary to review the
process of goal achieving through measurement and then give the employee feedback about the
their performance. In 1991, Tubbs et al indicated, “An examination of the nature and role of
intentions in the motivational process helps clarify several issues in the work motivation
literature, including the process by which assigned goals influence behavior.” Therefore, it is not
difficult to set goals and it is kind of a motivation method to convince people into changing their
behaviors in the workplace.
In the case of Torando Electronics Company, their group goal is not clear. For instance,
the technicians do not know the goal of their job and engineers are misunderstand about their
goals. In this situation, the mangers can communicate with both of them about their goals and
how to avoid a misunderstanding of their goals. Setting goals is a useful motivation method; the
managers also need to tell them how to get through their goals and what they can get from their
goal achievement.
Motivation
Motivation is another very significant part we should discuss in the report. “Motivation
is a force within a person that affects his or her direction, intensity, and persistence of voluntary
behavior” (McShane, 2015, p. 148). A company can exert some good motivation methods to
promote their employees’ performance. Therefore, we need know the following factors that are
relative to motivation.
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First, we talk about employee engagement. This is when employees are focused on the
team’s goal and awareness. They must have the ability and skills to get the job done on the
emotional level and cognitive motivation. Employee engagement can lead the team to accelerate
the achievement of their goal. In the case of Torando Electronics Company, no matter how much
dislike there is between the engineers and technicians, they can still focus on getting their job
done.
Motivation is always highly relative with an individual’s need. Individuals’ have different
needs in particular situations. All of their needs are based on their self-conception, experience,
and values. In our case, the engineers’ primary need is to let the technicians follow their order,
but the technicians’ primary need is to get similar treatment to the engineers relating to their
salary and work content structure. After clarifying their needs, then it is not difficult to think
about methods to address this problem and fulfill their needs.
The manager should encourage technicians to correct errors during their working process.
This can be done through letting the technicians know all of the other people are appreciate of
their effort on their work. Maslow’s theory states that all employees need to fulfill their needs.
Therefore, the manager can use this method above to fill their safety needs.
Equity Theory
The equity theory brings new ideas for group building. This theory indicated that fairness
is very significant for the exchange relationship between each group member. According to
Harder’s ideas in 1992, “Equity considerations are important determinants of individual’s
behavior in organizations. The results of his paper suggest a modification of equity theory to
account for performance-based pay and differing degrees of task interdependence.” Each group
member should get the same treatment and the same outcomes. For example, people receive
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appropriate salaries according to his or her contribution for the whole group. Inequity affects
employee motivation a lot. When people feel they are under inequity situations, they will lose
part of their motivation and emotions, and then it will affect the outcome of their work
performance. Some people have high equity sensitivity and they cannot tolerant the inequity
treatment. Other people have low equity sensitivity and they may be trying to tolerant the
inequity treatment but they still prefer to receive a more comfortable situation. This theory is
quite useful for making team member have positive feelings about the job’s injustice during the
work process. However, this theory is not easy to use due to it being difficult to figure out the
inputs and results that are valuable to every team member. It does not help with team
comparisons between each team member. In the case of Torando Electronic Company, they are
not treating their employees with the feeling of equity and their employees are understanding
they are not receiving the equity treatment especially all those technicians because they do the
same job as engineers but their salary and position is perceived as lower than the engineers.
There is no equity the technicians can feel in this case due to their high working volume,
poor working environment and low salary conditions. The manager needs to handle this problem
with the department to address the technicians’ requirements in the workplace. Equity treatment
can satisfy the technicians’ expectations and improve their work performance. I believe equity
can motivate the employees’ performance better because there are less people who want to pay
attention to their work under the inequity conditions.
Cluster Three: Perception, Decision Making, Personalities, & Value
Employee Motivation
This concept refers to the forces inside a person that affects their direction, intensity, and
persistence of voluntary behavior. Direction is how people steer their efforts, such that everyone
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has a choice of where they can place their effort in order to achieve a certain level of quality and
quantity, which creates a goal-directed orientation. Intensity is the amount of effort a person
allocates to the goal. Persistence of voluntary behavior is the ability of continuing the effort over
a period of time. These three aspects create the employees motivation and each employee will
continue with their effort until the goal is reached or give up before it is accomplished. The three
forces are cognitive and emotional conditions that directly cause employees to move and they are
found inside individuals; it is not their real behavior (McShane, 2015, p. 33).
Currently, Torando employees lack the motivation needed to meet the level of
productivity required by the engineers and technicians in this industry. Their department was
extremely low in comparison to similar departments in other plants of the company. At Torando
there is a goal set to make top quality products with the least amount of projects being rejected,
but the technicians and engineers have not been placing their efforts accordingly to achieve the
level of quality required of them. By implementing this guideline of employee motivation it will
substantially increase the employee motivation in the company. It will create a better goal-
oriented environment for the engineers and technicians, while increasing the amount of effort
given by each employee. Both parties need to set goals for themselves to finish projects that are
top quality and increase the productivity of the department. The level of quality projects to come
out of their department will increase due to the engineers and technicians both putting their best
efforts forward to reach their main goal.
Role Perceptions
This concept refers to the clarity the employees have regarding their understanding of job
duties and roles assigned to or expected of them. There are three forms of role clarity. The first
form is that employees have clear role perceptions when they understand their duties or the
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consequences they are accountable for. The second form is that that the employee knows the
priority of their many tasks and the performance expectations attached to their tasks. The third
form is the understanding of the preferred behaviors or procedures for the tasks assigned. The
importance of role perception portrays how well the employee knows where to direct their efforts.
Employees that have role clarity provide more accurate and efficient work in the workplace. It is
essential for coordination with coworkers and any other person directly involved with the tasks at
hand. Also, role clarity motivates employees since they believe that their efforts will produce
their expected outcome and it provides employees with the confidence needed of them to
accomplish the tasks expected of them (McShane, 2015, p. 34).
Currently, Torando employees are unaware of their exact roles in the company. The
engineers perceive themselves as part of the management level, whereas the technicians perceive
themselves as underappreciated and undervalued workers whose suggestions go unheard. On top
of the engineers and technicians not knowing their perceived roles, the department manager has
not done a good job of clearly identifying to them their roles. Both the technicians and engineers
have invalid perceptions when it comes to their roles in Torando. By implementing this guideline
of role perception, it will provide clarity for both parties. Not only will the clarity be beneficial, it
will give them understanding of their duties and hold them accountable for their actions in the
workplace. It will substantially increase their performance of the company because every
employee will have a good understanding of the priority of their tasks. By understanding their
roles it will decrease the tension between the engineers and technicians. They will learn where
their efforts need to be directed on a daily basis. By knowing their own role and each other’s role
they can stop perceiving each other negatively and help the coordination between coworkers
directly involved with the task at hand, operate smoothly. In addition, implementation will help
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the department manager to identify to his employees their exact role. This will effectively help
the problem at Torando because the employees will see that one of their top management
personnel has control over the situation and it will encourage the employees to follow in the
steps of their department manager.
Organizational Citizenship
This concept refers to the many forms of cooperation and helpfulness to others by
employees that support the organization’s social and psychological context. The various
activities are called organizational citizenship behaviors (OCBs). Some OCBs are directed
toward individuals and others are representative of cooperation and helpfulness toward the
organization. The helping of coworkers, support of the company’s public image and other OCBs
are sometimes a condition of employment. OCBs have a significant effect on the individual,
team and organizational effectiveness. They help to create team cohesion because the members
can rely on each other, which increase their team performance (McShane, 2015, p. 36).
Currently, there is no organizational citizenship occurring in Torando and it can be seen
in the way the engineers and technicians work together. Both parties have created separation
between each other. The technicians only do things with the other technicians and the engineers
have confined themselves to their office. This isolation from each other is bad for the company
because there is no team cohesion being built and it is affecting their performance as a team. By
implementing this guideline it will help form cooperation between coworkers and guide all
employees to support the organizations effectiveness. During a study of South Korea’s public
sector, conclusions arose that stated, “There is a significant positive relationship between
affective commitment and organizational citizenship behavior as well as between clan culture
and affective commitment. Thus, the results clearly show that affective commitment fully
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mediates the relationship between clan culture and organizational citizenship behavior” (Kim,
2014). These conclusions help prove that Torando needs to implement the organizational
citizenship guidelines in order to create affective commitment from their employees to their
company. These guidelines help the employees to work together with one main objective, which
is to support and help the organization through top quality team performance. With the
employees team performance increase they will effectively solve the problem Torando has with
the separation between the engineers and technicians. Both parties would work in unison to help
achieve the same goals and help their department be productive in comparison to other plants in
the company.
Jungian Personality Theory and the Myers-Briggs Type Indicator
This concept refers to personality being primarily represented by the person’s preferences
relating to perceiving and judging information. The perception of the employee occurs through
two competing orientations, sensing and intuition. Sensing perceives information directly
through the five senses, whereas intuition relies on insight and subjective experience to see
relationships among variables. The judging by employees is how they process information or
make decisions on what they perceived. It also consists of two competing parts, thinking and
feeling. People with thinking orientations rely on systematic data collection and rational cause-
effect logic in order to make decisions. People with a feeling orientation rely on their emotional
responses and how their choices affect others. People also have differences in their degrees of
extraversion-introversion, which is people being outgoing, talking, energetic versus those who
are quiet, cautious and less interactive. In addition, the categories of perceiving and judging
represent a person’s attitude toward the external world. People who have a perceiving orientation
are open, curious and flexible. People who have a judging orientation prefer order and structure
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and want the resolution of problems to occur quickly. The theory helps improve self-awareness
for career development and mutual understanding (McShane, 2015, p. 42).
Currently, Torando is unaware of the personalities relating to the engineers and
technicians. The personality traits of an employee are key to knowing how to effectively manage
them and how to fully utilize their skills in the organization. By implementing the Jungian
Personality Theory and the Myers-Briggs Type Indicator, the company can figure out the
personalities of each employee. By combining both the Jungian and Myers-Briggs, Torando can
analyze key areas of each employee such as how they get energy through extraversion or
introversion; how they perceive information through sensing or intuitive; make decisions through
thinking or feeling; and their orientation to the external world through judging or perceiving
(Refer to exhibit 3.1). By knowing this information, it can substantially deal with the problems in
Torando, such as reshaping the structure of the company to better suit the needs of the employees
to help promote productivity; and increasing the level of management by the department in order
to have a better handle over employees’ productivity in the plant.
Self-Concept Complexity, Consistency, and Clarity
This concept refers to the three characteristics that influence a person’s well-being,
behavior, and performance. A person has a better psychological well-being when they have
multiple selves that are well established and are similar to one another, as compatible to their
personal traits. The three characteristics are complexity, consistency and clarity. Complexity is
the amount of distinct and important roles an employee perceives that they have. Consistency is
broken in two parts, high internal consistency and low consistency. High internal consistency is
when the perceived roles of the employee require similar personality traits, values, and other
attributes. Low consistency is when self-perceptions require personal characteristics that conflict
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with characteristics required for other aspects of self. Clarity is when employees are confident
about who they are and have a clear and stable self-concept (McShane, 2015, p. 64).
Currently, the psychological well-being of Torando is very low for the engineers and
technicians. The established personality traits of both parties lack clarity and consistency. They
are very one-dimensional employees who have specific ways of thinking that only focus on
themselves rather than their performance at work and the success of the overall organization. By
implementing this guideline it will help the employees psychological well-being grow to new
levels and improve their behavior and performance in the organization. According to Leonard et
al in their 1999 theory of Work Motivation, it states, “One's concept of self is composed of three
interrelated sets of self-perceptions: the perceived self, the ideal self, and a set of social identities.
Each of these elements plays a crucial role in understanding how the self-concept relates to
energizing, directing, and sustaining organizational behavior.” The self-concept theory has a
direct correlation to motivation in the work place. It teaches employees how to hone their self-
perceptions and brings energy to the organization. The guideline of self-concept can be very
effective in Torando because the employees can grow into multi-dimensional workers who are
able to have complex roles, consistent personality traits that go hand in hand with their roles, and
have clarity that their role in the organization is stable.
Self-Enhancement and Self-Verification
These concepts refers to the employees’ ability to rate themselves above average so that
their probability of success is heightened and to stabilize an individual’s self-view. Through self-
enhancement, people are inherently motivated to perceive themselves as attractive, lucky, ethical,
and important. When people amplify their self-concept in an organizational setting, they
experience better mental and physical health and adjustment. They can also generate a “can-do”
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attitude that is able to motivate them through difficult tasks. Moreover, through self-verification,
employees can actively share their self-concept with coworkers so that feedback can be provided
that will reinforce their self-concept. These concepts work hand in hand, and help employees to
distinguish their strengths and work on improving their weaknesses (McShane, 2015, p. 66).
Currently, the technicians are unmotivated in their work environment due to a lack of
confidence in their abilities. The technicians feel undervalued and below the engineers. Their
coworkers do not give them the acknowledgement they deserve after all their efforts in helping
accomplish projects and it is taking a toll on their individual self-view. In terms of the engineers,
they on the other hand perceive themselves at the management level but although they perceive
themselves above average in the workplace, they do not generate a positive work attitude, which
is causing a lack of production in the company. By implementing this guideline it will help
Torando effectively motivate both the technicians and engineers. This guideline will help the
technicians because it will teach them how to build their strengths and work on their weaknesses
while stabilizing their self-view in the organization. It will help the engineers by having a
positive impact on their attitude and motivate them to increase their productivity in the company.
In addition, it will help both parties by teaching them how to work together and provide positive
feedback for each other so that they can all improve their self-concept, which in turn will benefit
the company.
Perceptual Organization and Interpretation
This concept refers to how people can make sense of information before they even
become aware of it. A major factor that causes this is categorical thinking, which is non-
consciously processing the organization of people and objects into preconceived categories that
are stored in our long-term memory. Things that employees perceive are often grouped together
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on the basis of their similarity or proximity to others. This process of perceiving everything
around us and organizing it in our own minds is only one part of the process, the other being
interpreting incoming information, which helps to complete the process of “making sense” of the
world around us. The interpretation of incoming information happens quite quickly for
individuals because emotional markers are tagged to incoming stimuli, which help us with quick
judgments on whether the information is good or bad for us. Another major factor that causes
this is mental models, which are knowledge structures that we develop to describe, explain and
predict the world around us. The information in our mind is made up of visual and relational
images and it relies on perceptual grouping to make sense of things (McShane, 2015, p. 72).
Currently, the Torando employees both perceive each other negatively without any actual
background on one another and it has been this way for a while. The technicians believe that the
engineers would request work orders for projects that were poorly deigned and that the engineers
think they are better than them so they do not need to take recommendations from them.
Whereas, the engineers believe that the technicians are not deserving to be in the same category
as them because of their lack of education and that the technicians were dragging their feet in the
workplace, which is why the projects were being rejected. By implementing this guideline it can
substantially affect the company in a positive manner. Both the technicians and engineers would
have mutual understands of each other after they stop relying on categorical thinking and
actually get to know their fellow coworkers. They will stop perceiving others negatively and start
to find common ground between each other. If the employees believe there is similarity between
them then they will become a group and it will help increase the organization’s productivity.
Everyone will be working in cohesion and not have separate interpretations of each other that
can reduce the workflow in the company.
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Meaningful Interaction
This concept refers to an indirect approach to improving self-awareness and mutual
understanding. It is any activity where people engage in valued activities that are work related or
occur outside the workplace. A major key to meaningful interaction is the contact hypothesis,
which states that, under certain conditions, people who interact with each other will be less
perceptually biased since there is an understanding of the other person and their group. By
spending time with other people in the workplace, employees can build a better understanding of
each other after various attempts of interaction. If the employees share a same goal that requires
mutual cooperation and reliance then meaningful interaction will be at its strongest. It reduces
the dependence on stereotypes because the employees are not automatically categorizing each
other since they gain better knowledge about them and experience their unique qualities.
Meaningful interaction also improves the empathy employees’ show toward one another. The
employees are more understanding and sensitive to feelings, thoughts and situations of others
(McShane, 2015, p. 83).
Currently, the technicians and engineers at Torando fail to engage in any type of
meaningful interaction and prefer to keep to their own groups. The technicians interacted with
each other off the job through various activities and would take breaks or eat lunch together
during their shifts. The engineers would never spend any time outside of work with the
technicians; they usually met outside of work with each other for activities and had their own
office where they would take breaks or eat lunch during their shifts. This separation between
groups has caused a lack of production in the department and a great deal of perceptual
biasedness towards each other. By implementing this guideline of meaningful interaction it will
substantially change the atmosphere in this Torando department. With the employees interacting,
TORANDO ELECTRONICS COMPANY 35
they will build a mutual understanding of one another and not judge each other off of their own
perceived biases. The variety of interactions provided by this guideline will teach employees to
work towards the same goals and will build mutual cooperation and reliance between both
parties. It will reduce stereotyping in the workplace and help employees to experience each
other’s unique qualities. Furthermore, employees will actually care about their fellow coworkers,
which will increase their motivation in the workplace since everyone has a common goal and
help raise the level of production in the department.
Recommendations
Short-Term
Right now Torando has to make some immediate changes to help change the culture of
the environment and increase the productivity of the department or else there will be no
department in the near future. When focusing on short-term recommendations you want to focus
your attention on the easiest goals to achieve in the least amount of time.
For one of the short-term suggestion, our group first recommendation is the manager
should do a personality survey for every engineer and technician at first. Then the company can
get a consensus of Torando Electronic Company’s employees’ personality. Next, the
management department can distribute the engineers and technicians into groups where members
will have the same or similar personality. This way it can increase team cohesion in a short time.
The teammates will put more trust on others who have same or close personality. Also, They are
more willing to work with those people who have same personality, and employees feel more
comfortable when they work with coworkers who are alike. The second recommendation is the
company should combine the engineers’ and technicians’ offices into one big office. This way it
will create more opportunity for engineers and technicians to communicate. Also, those two
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groups of people can communicate more directly and one office will create more time for them
to coordinate their relationship.
A second short-term recommendation for the Torando Electronics organization, the
manager should change the current intensive situation immediately. Thus, the manager needs to
improve the job satisfaction and equity. Offering both the technicians and engineers the positive
work environment, will improve job performance and avoid micromanagement. The manager
needs to always give them positive feedback and give constructive criticism. He needs to let his
employees feel they are contributing to the company’s mission. In the short term, the manager
should create an equity conditions for every employee in the resources distribution. The manager
also needs fairness in the process of making resource allocation decisions. Therefore, the
managers should balance the employee's input and the output received.
Another short-term recommendation we have is to implement role perception guidelines.
This recommendation is key to starting the process of making changes because the biggest
problem we have in the department is how the technicians and the engineers perceive their
duties/roles assigned to or expected of them. We have to start by changing the individual’s
mindset before we can begin to work on the group as a whole. The employees’ role should be
clearly identified to them and they should understand how their work is essential to the success
of the company. Once the employees know their role then their performance will be enhanced
because they can now focus on exactly what they need to do and not feel like they need to do
more or less than their role requires of them. This short-term recommendation should occur
immediately because of the importance of the employees’ awareness of their role in the company.
Medium-Term
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With medium-term recommendations we now turn our focus to goals that could not be
done immediately because there needed to be a foundation in place in order to reach these goals.
One medium-term recommendation, our group suggests Torando Electronics Company to do is
to organize some activities between engineers and technicians, such as softball, bowling and
football games. Those may be done outside of the workplace, but when they are in the game,
they need to think about working as a team with a goal of winning. This process will indirectly
help engineers and technicians to learn how to be a part of a team, and indirectly improve team
cohesion. Moreover, if the team is running efficiently, the company can grant some authority to
each member. For example, if the task has some problems or bottlenecks. The company can
organize a meeting for every engineer and technician. This meeting’s topic is how to solve the
problems or bottlenecks. In this meeting, everyone has right to say his or her own opinions and
recommendations. Then, everyone including managers have the right to vote for some effective
and feasible opinions and recommendations to use on the task. This can help the company solve
the task problems quickly and solve the interpersonal conflict directly.
A second medium-term recommendation for the Torando Electronics organization, the
manager needs to change the intensive relationship of their employee and let them understand
each other better. Thus, the manager should improve learned needs and social cognition. The
manager needs to understand people always copy other person’s behaviors; therefore, the manger
can use this to help release the intense relationship between technicians and engineers. For
example, exchange their role position for one week to let them really feel what the difference is
in their positions and how important each other’s job position is for the company.
Another medium-term recommendation we have is to implement the meaningful
interaction guidelines. This recommendation is key to continuing the process of making changes
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because now we are aiming to build an understanding between the employees in order to help
them grow as a group. With our short-term recommendation we focused on the employees
separately and now we want to enhance their interaction abilities with their coworkers through
various activities and spending more time together. This type of meaningful interaction will
bring the coworkers together and provide them with a mutual understanding of each other. It will
build the mutual cooperation between the employees and teach them that they could rely on their
coworkers when they need help. This recommendation is to help increase the motivation in the
workplace and help with the performance of the employees in the department.
Long-Term
With long-term recommendations we look towards the future and try to figure out how
we want the Torando department to look a few years down the line. One long-term
recommendation, our group suggests is setting some reward or bonus systems in place for each
team when they finish a task effectively and wonderfully. The size of bonus should depend on
the degree of challenge task had. For example, if the team finishes a high level task, and this task
has brought huge benefits for company. The company can award 5% of benefits to the team. The
engineers and technicians will think they not only can get salary from the company, but also can
gain some extra reward from company, too. This method will indirectly motivate the employees
to work hard as a team.
A second long-term recommendation for the Torando Electronics organization, the
manager needs to lead the whole group to cooperate to get the bigger achievements. Thus, the
manager should improve the goal setting and motivation. The manager needs specific tasks
relating to how, when and where for technicians and engineers; and how much and how well it
should be done before the accurate deadline. Making sure your goal is achievable, which means
TORANDO ELECTRONICS COMPANY 39
it should be challenging without being so difficult, and give out the task to the relevant person
and under his or her control. The manager needs to review how good the task was done by the
employees. Technicians and employees conflict with each other indicated that they lack clear
goals and specific responsibilities. The employees need to be motivated both externally and
internally so that they can help improve productivity and lessen the amount of rejected projects.
Another long-term recommendation we suggest is that the prototype project development
department should be the leading department in the Torando Electronics Company. This will
require Torando to enhance their quality of projects, level of production and the performance of
the department as a whole. The department should have minimal projects rejected and only be
producing top-quality projects. The department’s level of production should be significantly
better than it was and it should have a substantial percent margin over the other departments in
Torando. The engineers and technicians need to be performing at high levels all the time because
they are key to reaching this long-term recommendation. They need to be working well together
as a team so that the department’s productivity and quality of projects is top notch. This
recommendation can be met by utilizing the organizational citizenship guideline. This guideline
will help because the team cohesion created from this process will help the department function
at a higher level. When team cohesion is at a high level it brings with it organizational
effectiveness. The employees will be performing at high levels, which will result in better quality
products and improved heights of productivity.
Conclusion
All in all, the recommendations we are providing can help solve the problems Torando is
currently facing in its prototype project development department. We start by restructuring the
individual employees’ mindsets through personality surveys, improving job satisfaction, and
TORANDO ELECTRONICS COMPANY 40
clarifying role perceptions in the department. By finding out the strengths and weaknesses of the
employees we can now use it as a foundation to build a workplace culture while removing the
barriers present that cause division amongst the employees. Turning our focus on to breaking
down the differences between employees and building an environment where coworkers have a
mutual understanding of each other will help create a group of workers trying to accomplish a
central goal. The formation of a group and not a set of individuals will help drastically alter the
performance of the department. With the performance of the department significantly improved
our company will start to see employees being rewarded for their efforts; a motivated and goal
setting environment; and top quality projects produced. These will all combine to help the
department regain a handle on the situation and become the leading department in Torando
Electronics Company.
We at LYK Consulting Group feel that our evaluation of the Torando Electronics
Company can help in solving their central problems. We have clearly identified how each
member of our team can contribute with their well-qualified backgrounds and credentials. Our
team has a clear-cut action plan that will ensure the team’s performance will be at a high level
and be successful in our endeavors. We have isolated the central problem of the department
through the perspectives of everyone involved in the department. Our team has provided detailed
and thorough guidelines of key elements that can effectively solve the problems at hand in the
department. In addition, our recommendations provide a coherent and consistent set of short,
medium and long term recommendations that can significantly benefit the Torando Electronics
Company. In conclusion, we feel we have completely identified all of the challenges facing
Torando’s prototype project development department and provided a thorough and concise
analysis that effectively attends to each present problem in the department.
TORANDO ELECTRONICS COMPANY 41
References
Alten, P. V. (2007, August). Team Cohesion In Sports. University of Amsterdam Faculty of
Economic and Business, 1-93. Retrieved September 21, 2016, from
http://dare.uva.nl/cgi/arno/show.cgi?fid=53719
Gibson, J. L., Ivancevich, J. M., & Donnelley, J. H., Jr. (1975). Case: Torando Electronics.
Fundamentals of Management. Dallas: Business Publications, Inc.
Harder, Joseph W. "Play for pay: effects of inequity in a pay-for-performance
context."Administrative Science Quarterly 37.2 (1992): 321+. Business Collection. Web.
27 Sept. 2016.
Kim, H. (2014). Transformational leadership, organizational clan culture, organizational
affective commitment, and organizational citizenship behavior: A case of south korea's
public sector. Public Organization Review, 14(3), 397-417. doi:http://0-
dx.doi.org.library.svsu.edu/10.1007/s11115-013-0225-z
Leonard, N. H., Beauvais, L. L., & Scholl, R. W. (1999). Work motivation:
The incorporation of self-concept-based processes. Human Relations, 52(8), 969-998.
Retrieved from http://0-
search.proquest.com.library.svsu.edu/docview/231434618?accountid=960
McShane, S. L., & Young, V. G. (2015). Organizational behavior (7th ed.). New York, NY:
McGraw-Hill Education.
Tubbs, Mark E., and Steven E. Ekeberg. "The role of intentions in work motivation: implications
for goal-setting theory and research." Academy of Management Review 16.1 (1991):
180+.Business Collection. Web. 27 Sept. 2016.
Webster, J., & Wong, W.K.P. (2008, February 14). The International Journal of Human
TORANDO ELECTRONICS COMPANY 42
Resource Management. Comparing Traditional and Virtual Group Forms: Identity,
Communication and Trust in Naturally Occurring Project Teams, 19, 42.
Doi:10.1080/09585190701763883
TORANDO ELECTRONICS COMPANY 43
Exhibits
Exhibits 2.1- Goal Setting - SMARTER (McShane, 2015, p.139)
Specific: when, where, how Time-framed: need a due date
Measurable: how much, how well Exciting: goals tend to be more effective
Achievable: not so difficult, under control
Reviewed: employees receiving feedback about
reaching those goals.
Relevant: relevant to the individual’s job
Exhibit 3.1- Jungian and Myers-Briggs Type Indicator Types (McShane, 2015, p. 43)
Process Type 1 Type 2
Getting Energy Extraversion • Talkative • Extremely focused • Assertive
Introversion • Quiet • Internally focused • Abstract
Perceiving Information Sensing • Concrete • Realistic • Practical
Intuitive • Imaginative • Future-focused • Abstract
Making Decisions Thinking • Logical • Objective • Impersonal
Feeling • Empathetic • Caring • Emotion-focused
Orienting to the external world Judging • Organized • Schedule-orientated • Closure-focused
Perceiving • Spontaneous • Adaptable • Opportunity-focused
TORANDO ELECTRONICS COMPANY 44
Appendices: Resumes of LYK Consulting Group
See attached documents. Appendix 1 is Lingfeng Liang’s resume. Appendix 2 is Yingyi Wang’s
resume. Appendix 3 is Kevin Karran’s resume.
Lingfeng Liang 7400 Bay Road UV 470-2D, University Center, MI 48710 | lliang @svsu.edu | 989-971-1186 EDUCATION Bachelor of Business Administration Anticipated: May 2016
Saginaw Valley State University, University Center, MI Minor: General Business Deans’ list: one semester GPA: 3.39/4.0
PROFESSIONAL DEVELOPMENT September 2011 - January 2012, September 2012 - January 2013
Foreign aid projects assist Central University of Finance and Economic, Beijing, China • Assisting foreign financial officers study Marketing, Management courses in CUFE. • being a tutor to help financial officers to understand business courses problem • Preparing material for professor’s course. • being a tourist guide to lead foreign financial officers to outing some Beijing famous scenery. EMPLOYMENT Driving Training Assistant June 2011 – September 2011 Da Dong Fang Driving Training School, Lishui, Zhejiang, China
• Assisting 2 semesters students to learn how to drive and teaching them some diving tips and pass diving test tips. • Assisting diving coach check the performance of cars, making sure students diving safety.
Teenager Basketball Coach July 2013 – August 2013 Lishui University, Lishui, Zhejiang, China
• Teaching 10-14 years old teenager to know what is basketball meaning with 5$ each courses
• Training 10-14 years old teenager some basic basketball skills, such as shooting, passing, and crossing. Each courses had 7 $ salary.
• Assisting head coach to manage students and report students’ performance. Chinese Students and Scholars Association September 2015-present logistics department of leadership for CSSA(Chinese Students and Scholars Association) Saginaw Valley State University, University Center, MI
• Preparing for every events which our club, such as room rental for New Year party, handling equipment and Procurement for the party using.
• Assisting Chinese students to solve normal life problem, such as taking they to Meijer and Walmart.
HONORS
Member, logistics department of leadership for CSSA(Chinese Students and Scholars Association) September 2015-present
Recipient, High academic achievement on Deans’ list. September 2015-December 2015
Yingyi Wang 6202 South Tennis CT
C-11, Bay City, MI, 48706 (989) 971-4038 | [email protected]
EDUCATION Master of Business Administration Anticipated: December 2017 Saginaw Valley State University, University Center, MI GPA: 3.7 Bachelor of Business Administration in General Business May 2016 Saginaw Valley State University, University Center, MI Deans’ List: Winter 2015 GPA: 3.5 RELEVANT COURSEWORK Marketing Management 631A Marketing Management 631B Managerial Macroeconomics 650A Managerial Microeconomics 650B Foundations of Organizational Behavior 621A Foundations of Organizational Behavior 621B PROFESSIONAL DEVELOPMENT Broadcasting Station Head August 2011 – May 2012 Campus Voice of Nanchang Institute of Science & Technology, Nanchang, China
• Managed the departments’ daily duties such as setting up meetings, performing evaluations of student employees in specific program to ensure that the station ran smoothly.
• Broadcasted international and domestic news twice a week so that students were always notified of campus life.
• Communicated with superior leaders and other college groups about college activities.
COMPUTER SKILLS Microsoft Office: Word, Power Point, Excel, Outlook. HONORS / AWARDS / ACTIVITIES Volunteer, Freshman Enrollment for International Student, SVSU January 2014 Volunteer, Retirement Home, China May 2011 REFERENCES Christopher Surfield, Professor of Economics Saginaw Valley State University 7400 Bay Road, University Center, MI 48710 989-964-4379 (Work) [email protected] Mazen Jaber, Professor Chair, Department of Management & Marketing Saginaw Valley State University 7400 Bay Road, University Center, MI 48710 (989) 964-6072 (Work) [email protected]
Wayne E. Mackie, Professor of Finance Saginaw Valley State University 7400 Bay Road, University Center, MI 48710 989-964-4311 (Work) [email protected]
KevinKarran6650NMichiganRdApt1,Saginaw,MI,48604�(724)640-9773�[email protected]
Education
SetonHillUniversity,Greensburg,PABachelorofScienceinAccounting,May2016GPA:3.84Credits:122
SaginawValleyStateUniversity,Saginaw,MIMBAwithConcentrationinFinance,May2017AnticipatedCreditHoursforGraduation:153
WorkExperience
SetonHillUniversityBusinessOffice,Greensburg,PAAccountingControllerAssistant,May2014-May2016• Createdbudgetplansandanalysis’fordifferentdepartmentsoncampus• AnalyzedbudgetdataandtrendsofSetonHillUniversity’shistoricaldataaswellascomparedittoother
institutionsinPennsylvaniathroughtheuseoftheform990• WorkedwithMicrosoftDynamicsGPinputtingdataandperforminganalyticalprocedures• Organizedandadjustedpurchaseordersandperformedanalysesofvendorfiles• Handledimportantandconfidentialinformationwiththeutmostconsideration
InternshipExperienceIncomeTaxAssistanceProgram(VITA),Greensburg,PAIncomeTaxPreparer,January2014-April2014• InterviewedtaxpayersandpreparedtaxreturnsasanIRS-certifiedtaxpreparer• Engagedinclientinteractionsanddemonstratedstronginterpersonalskillstoobtaininformationneeded• Preparedbothbasicandadvancedreturnsforover70individualswithmajoritybeingadvancedreturns• Firsttaxpreparerteamtoachievetotalreturnsover$1,000,000inonetaxseasonsincethestartofthe
programVolunteerExperience
• WalkAMileinHerShoes–April2013,2014,and2015o Walkingtostoprape,sexualassaultandgenderviolence
• Turner’sHearttoHeart–September2013and2014o Assistingchildrenwithheartconditionsandtheirfamilies
LeadershipExperience• SetonHillUniversityResidentAssistant–Aug2013–May2014
o Organizedprogrammingforresidentsandsupervisedover45on-campusstudentsinthedormitoryo Managedbothschoolandmyresponsibilitiesinthedormitoryo Createdanorganizedandsuitablelivingenvironmentfortheresidents
• LeaderforSocialActionProject–Jan2016–April2016o OrganizedeventtoraisehungerawarenessoncampusandintheGreensburgcommunityo VolunteeredatOtterbeinUnitedMethodistChurchtofeedthelessfortunateinourcommunityo Managedallfinancialresponsibilitiesforteamandevent
Skills
Software:Microsoftoffice,Excel,PowerPoint,MicrosoftDynamicsGPOperatingSystems:MacandWindows
Honors,Activities,andMemberships• SetonHillUniversityDean’sList–7times• SetonHillUniversityFootballPlayer–4years• SetonHillUniversityAccountingClub–4years• PICPAMember–4years
• PSACScholar-AthleteAward–3times• NationalStudent-AthleteAward–3times• UniversityGraduationHonordistinction:
MagnaCumLaude