TO: Dr.

Byrd

FROM:

Date: 06/24/09

Subject: Solving continued problems with the UAE subsidiary

I. Orchestration of Organizational Change

A. Beginning PFA’s transition from domestic operation to UAE’s operation “will

require a systematic process of movement”. (Moorhead, 2007) This change will

be approached using Lewin’s Process Model. “His model of planned change is

made up of three steps-unfreezing, change and refreezing. (Moorhead)”

1. Unfreezing – “Awareness of need for change.” (Moorhead, 2007)

a. In the first step of taking individual jobs and combining all

individual functions into several team components will

require all individuals to be aware and understand the need for

the change in function.

2. Change – “Movement from Old State to New State.” (Moorhead, 2007)

a. During this part of the process, individual jobs will be eliminated

in the domestic operations and work teams will be created

modeled after those used in UAE operations. With this change, will
come new team titles and team descriptions that each individual

will have to learn. Because there will be less direct supervision,

the change will also require them to manage their time and

work output within their teams.

3. Refreeze – “Assurance of Permanent Change”. (Moorehead, 2007)

a. To complete the transition and settle into new team functions,

roles, and titles, several training sessions, and event

simulations will be given, to help everyone become accustomed

to the new operation.

II. Motivation through Job design

A. Job enlargement

1. Because some individual jobs will be eliminated, in an effort to create a

much flatter organic organizational structure, job enlargement will be

utilized.

a. “job enlargement, or horizontal job loading, allows for the expansion of

a worker’s job to include tasks which were previously performed by other

workers. (Moorhead, 2007)”

B. Job enrichment

1. If job enlargement is not successful, job enrichment may be employed. Job

enrichment, which is relies on vertical job loading, gives the employee

more control over the tasks they perform.

III. Motivational Theories

A. Employing the appropriate motivational theory

1. “ERG Theory

a. the ERG theory extends and refines the concepts found in Maslow’s

Hierarchy of needs.

b. The E, R and G stand for three basic need categories: existence,

relatedness and growth.

c. Existence needs- those necessary for basic human survival

d. Relatedness needs-those involving the need to relate to others

e. Growth needs-these needs are analogous to Maslow’s needs for self-

esteem and self-actualization. (Moorhead, 2007)”

IV. Counseling Supervisors

A. Reward power

1. In this instance I would utilize reward power. In this way I would be able to

offer reward incentives through pay, work assignments and job promotion.

Although I possess coercive power as well, in light of the stress that was brought

on in trying to deal with the cultural issues at the UAE subsidiary, it would be put

to poor effect here. Using negative influence or berating employees would only

serve to undermine their confidence in the company and their own abilities. As

some only seek a manager’s praise and acknowledgment, utilizing reward power
offers an added advantage in that those particular employees will have their

primary desires satisfied.

 Works Cited

Griffin, R.W., & Moorhead, G. (2007). Organizational behavior: Managing people and

organizations (8th ed.). New York: Houghton Mifflin.