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Read the case provided below and: 1.Identify a cause of poor motivation (in other words, a primary problem) by applying a part or parts of expectancy and one other motivation theory to any aspect of t

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Read the case provided below and: Identify a cause of poor motivation (in other words, a primary problem) by applying a part or parts of expectancy and one other motivation theory to any aspect of the case (approx 1 page with a minimum of 3 different sources). In a two column table define all source (primary) and secondary (symptoms) problems? Provide a SWOT analysis for the organisation in an appendix (1 page maximum). The Analysis and Report Case: Changing of the Guard at InsureCo The case below is ‘the case’ with respect to the individual analysis and report. ...

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Read the case provided below and: Identify a cause of poor motivation (in other words, a primary problem) by applying a part or parts of expectancy and one other motivation theory to any aspect of the case (approx 1 page with a minimum of 3 different sources). In a two column table define all source (primary) and secondary (symptoms) problems? Provide a SWOT analysis for the organisation in an appendix (1 page maximum). The Analysis and Report Case: Changing of the Guard at InsureCo The case below is ‘the case’ with respect to the individual analysis and report. Alan had been a part of the business projects area for three years. A young man in his early twenties he had started with InsureCo in the hope of kick starting his career in the finance industry. While the company was not one of the biggest, it nonetheless had a long history and a good reputation as an employer. This reputation was built upon a foundation that reflected the firm’s strong philosophies of job security and developing its people. The firm had a family feel to it, with most of its employees having served for five years or more. However, much had changed in Alan’s time at the company. The market for financial services had changed dramatically. Many firms such as InsureCo had survived on brand loyalty in an industry that was once characterised by many observers as fragmented. However, the deregulation reforms of the financial sector by governments throughout the 1980s had helped blur boundaries between what were largely distinct segments in the financial services industry. Insurance, banking, superannuation and other services could now all be bundled within one firm and as such giants that once never went head to head in the market were now locked in battle. There were some successes, but like all industries grappling with change there were spectacular failures. As most firms dealt with the growing competition through mergers and acquisitions in order to achieve greater economies of scale, analysts predicted this consolidation was likely to continue for some time, particularly as barriers to entry for foreign competitors had also fallen. It had been two years since InsureCo had employed a new CEO (Gary), to help deal with these changes in the market place. This was a large step away from tradition in a firm which had a long history of making senior management appointments from within. Many old timers openly commented on how this was a vote of no confidence from the board in relation to its internal pickings. Indeed, it soon became clear that the new CEO was going to implement change at the company and while many liked the vision of innovation laid out by the CEO, many of the long term managers at the firm had their concerns about how it was to be done. From Alan’s perspective, he was keen to see the new changes work but after two years of hard work he was beginning to wonder if his boss Steve was right about Gary. Steve and Alan had done a lot of extra hours on some of Gary’s “pet” change projects and most of their efforts seemed to have borne little fruit. Further, Steve had now been passed over for a senior appointment which went to one of Gary’s old mates from a previous company where he had been the CEO. One day Steve commented to Alan, “.... mate you’re a brilliant worker but I’m not sure if that means everything now. There was a time it did but things have changed a lot and speaking your mind seems to have become more of a liability these days. If I go and I think it’s likely, I will put in a good word for you as you’ve been groomed for my job for a long while.” Alan was disappointed because although he sometimes disagreed with Steve, he never felt Steve had a problem with his openness. In fact he knew Steve liked him and was grooming him for his job because of this. Alan was also concerned because he knew that like him, Steve was being groomed for a more senior role. So to be passed over was a real shock to all and he thought to himself “If that’s how they treat someone senior, then what will they do to me?” Despite the extra hours they did for Gary’s projects, they didn’t always have a lot to show for it because Gary was often too extravagant with his claims about what could be done and as a consequence failed to get the board’s approval for essential funding for training and consultants. Steve soon left as a result of his treatment and while Alan was sad to see him go he thought he should at least see if he could get Steve’s job: after all, it would be great career move for him. However, some weeks after Steve’s departure the news came; a new boss had been appointed to replace Steve from the CEO’s old company. Alan was shattered as the internal mobility and promotions prospects at InsureCo had been one of the big attractions of work at the firm to employees. It didn’t pay the best, but it did make sure you could take your career places if you hung around and worked hard. He thought to himself how he’d wasted the last two years doing extra hours for no reason. At least he had the consolation that with his experience he could very easily get a new job elsewhere and be paid much more.

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