EXECUTIVE SUMMARY

Company Current Overview: Ghana Electricity Company was the only sole provider of electricity in Ghana since its inception from post-colonial era up to now and still be in business for many years with a large number of loyal customers of which name is known throughout the country but the reputation is declining because of political interference in management, poor quality of service, and poor employee relations, besides, the company depends mostly on central Government of which it has been seriously undercapitalized, through which the manpower strength is above the industrial average requirement. At the moment, GEC has a hierarchical structure with a number of functional departments, which is highly bureaucratic. The enthusiasm of the workforce As a

has been worsened by the uncertainty about future job prospects.

consequence, the relationship between managers and workers is weak and several attempts to introduce new forms of organization have failed. Most people believe that, the systems for communication are poor and news is often published in the local newspaper before it is announced to employees. There are known to be several, specific skill shortages. There is lack of team work in the organization. Provision of quality service has been a long term problem and must be significantly improved to reduce warranty costs, hence that brought the sale. However, as a newly appointed managing director of KB Hydroelectric Company Ghana Ltd (KBHC) I will provide the following policy documents guide lines for the report: We will ensure to prepare a policy document that is expected to contribute to a business plan for the next five years at KB Hydroelectric Company Ghana Ltd (KBHC) through the creation of new vision and mission statement that will direct towards the parent company vision.
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 We will ensure that, the company will meet its market share target within the next five years as planned by the new owners through lunching of thermal plants projects as an additional power source alternative. We will ensure that, based on assessments of current status and proposals for the future of KBHC , we shall conduct an analysis showing the strengths, weaknesses, opportunities, threats (SWOT), and Do

environmental analysis (PESTEL) and cultural analysis to show case our five years vision. We shall also asses the current structure and make proposals for improvement in the future, showing why we are recommending particular solution for the five years in question. We shall outline an action plan programmes for performance and motivation of the employees We shall outline our proposed plans for enhancing communications, management of change, Training and Development and address the employee relations issues and how to solve the problem of skill shortage in the light of the over populated manpower at GEC. We shall also outline the a plan of action to cut down the over populated manpower Industry & Marketplace Analysis: One third of the Ghanas population has no electricity. The majority of these people live in rural, remote areas of the Ghana poorest regions. Global development is a multi-billion dollar industry, with the World Bank providing huge sums of money to fund large-scale projects. In the past ten years, global electricity demand has grown by 40%. During this time, the use of RE has expanded at ten times the rate of fossil fuels. Experts predict that the Ghanas electricity demand could triple by 2020, a colossal increase that will be fuelled by the industrialization of developments. As a specialty provider and integrator of systems designed for developing communities,
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KBHC will position itself to capitalize on this explosive trend. KBHC will establish its first project in all the regional capitals. Products & Services: KBHC will introduce affordable electricity to Northern part of Ghana by offering attractive financing options for solar electric systems. This will enable families to make purchases in small monthly instalments, so as to reduce more power from the national grid for urban areas consumption. In addition, KBHC will construct a 15,000-watt solar/wind power station and community centres, where services such as electric coffee processing, water pumping, refrigeration, computing, telecommunications access, and Internet browsing will be sold. This community center will also serve as a nucleus of education, where northern residents will be exposed to a contagious spirit of entrepreneurship. The services provided here will enable, motivate, and educate people to start new businesses. In this way, KBHC presence in Northern part will substantially boost the regions economic prosperity. Marketing Strategy: Northern part is a dispersed farming community of 350,000 people. The area is so remote that power lines may never be extended there, and only 2% of the population has electricity. KBHC target customer is a Northern part family that earns about Ghc700 per year. A basic solar electric system will be priced at Ghc288 or Ghc24 per month. Market research conducted in Northern part strongly suggests that this price is feasible, despite the fact that it represents 45% of a typical familys annual income. Currently, Northern part families use crude and dangerous kerosene lamps to light their homes, and expensive dry-cell batteries to power their radios. A solar electric system is safer, more reliable, provides better lighting, and promises better value than the alternatives mentioned above. Construction of the power station and community center will advertise KBHC dedication to a sustainable, long-term presence within the community. KBHC will partner with a local company called Genser Power Ghana Ltd (GPG).
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Working with GPG, KBHC will sponsor informational forums to educate customers about the economic benefits of financing, the technology behind solar electricity, and the use of electricity in cultivating a prosperous economy. Operations and Development: By October 2013, KBHC will begin building the thermal energy (TE) power stations and community centers. An expert in the TE field has been recruited to design this stations, and to oversee its construction around all the regional capitals. GPG will run all operations of the business in Northern part, including inventory handling, payment collection, product distribution, and maintenance repair. All power systems will be sold to customers as pre-packaged kits, assembled by GPG employees. Motivation and Performance: Operational implications are in terms ways in which incentives and other motivators can be used to mobilise capacity and to promote development performance. This is done in relation to the following: How to Stimulate Better Performance in the KBHC How to retain and attract talent on the Global Labour Market How to encourage local service delivery in remote areas How to encourage poor people to claim their rights How to align aid for capacity development This policy document will suggests throughout potential strategies and tools to pursue the psychological contract among the management team.

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Change Management: under this we shall look at the types and forms of organizational change that will best suit KBHC with the following objectives in mind: I. To define organizational change as the process by which organizations will reach their desired goals. II. III. IV. V. To examine the various targets of change within GEC To discuss both the forces for change and the resistances to change in the company To contrast the revolutionary and evolutionary approaches to the changes. To explain and apply Lewiss Force Field Theory of Change in the new management team. VI. VII. To explain and apply the basic steps of action research. To examine the various components of Organizational Development for the next five years.

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Training & Development: This objective of training (i.e. to make its other services more effective) will involve mostly the acquisition of knowledge needed for staff to perform their functions. This is an important prerequisite to staff undertaking the second role of an employers' organization in training, which is to provide training to members (and sometimes to non-members) in areas in which they expect services. But unlike in the case of the first objective of training earlier referred to, this second role or objective requires not only knowledge in the areas of training, but also training skills i.e. in training techniques or methodologies. If staff do not develop training skills They will be able to transfer knowledge But not the skills to apply the knowledge to particular situations which arise in enterprises (productivity is increasingly the application of knowledge). Examples include negotiation, workplace mechanisms to improve workplace relations and human resource management policies and practices such as: Recruitment, selection, induction Performance appraisal Leadership and motivation Employee retention Wage and salary determination Where enterprises have a training department, to train their personnel. It follows that the staff of employers' organizations are not themselves practitioners in people management. They are trainers of those engaged in managing people and, occasionally of other trainers. Training and Development:

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COMPANY OVERVIEW The name KB Hydroelectric Company Ghana Ltd. (KBHC) derives from a parent company, KB ENERGY USA, which is one of the worlds largest ENERGY Companies, has just purchased Ghana Electricity Company (GEC) appropriately, therefore, the commitment of KBHC Energy Solutions will be to spread technologies for harnessing renewable energy (RE). The term renewable refers to sources of energy that can never be diminished or exhausted, such as wind and sun. The most common commercial RE technologies are photovoltaic (PV) modules, wind turbines, and, increasingly, fuel cells, which produce electricity from solar radiation, wind, and hydrogen, respectively.

Vision Statement
To achieve customer satisfaction by providing services which fully meet the expectations of our customers and Development of our Core Business Values.

Five Years Mission Statement

To provide quality, reliable and safe electricity cutting age services to support economic growth and development of Ghana and KB ENERGY .Group of Companies.

Values Statement
We are passionate about our customers.

Quality of service delivery Reliable and safe power supply

We want the best.

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Professionalism Competence Core Values Employee empowerment through the Partners for High Performance (PFHP)

Clear communication of KBHC's priorities

We value each other

Personal development using the Partners for High Performance (PFHP) Partnering our suppliers Safety consciousness

We can be trusted

Integrity Transparency and Commitment to live up to our promise.

Business Objective
To be among the leading electricity distribution companies in Africa in terms of quality, safety and reliability

Ownership of Business
State-owned (30%) shares which will be oversight by the Minister responsible for energy and (70%) private owned by KB Energy USA which will be oversight by the company President.

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Business Model
Government policies (from the Ministry of Energy) to a large extent will no longer determine the companys strategic direction because of the composition of shareholding ratio. Therefore, once the industry has recently been sold to allow private companies to generate energy through the Thermal plants as an additional source of power and put it onto the transmission network; as a result KBHC will now buys from the transmission companies, not the generator, and then distribute to customers. KBHC will be grown and transformed to a more effective distributor largely as a result of foreign technical and financial assistance which has enabled the firm to invest in various areas to improve the quality of the network. KBHC will focus on building several distribution lines and the installation of prepaid metering. The company will also focusing on becoming a national power trader to grow the company. The KBHC development objective will be to improve the reliability of electricity supply and increase the populations access to electricity. The project will have four components: sector and institutional development; transmission improvement; distribution improvement; and access expansion. KBHC will be responsible for the implementation of the Distribution component and the Intensification sub-component of the Access component and thus will be required to enter into a subsidiary loan agreement with the government if necessary. The distribution component will support investments that aim at improving the distribution business in terms of: network upgrade for reliable supply to be measured by better voltage and reduced outage times as well as energy losses;
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commercial character of the business as measured by enhanced billing and increased revenues; and customer interface measured by time required to respond to complaints, customer services, etc. The project will also facilitate development of capacity in KBHC in terms of technical, commercial and personnel systems and capabilities. Current Status KBHC Energy Company will maintain Accra as their operational head office with an executive office in KB ENERGY USA, during the third quarter of 2012. The company will serve as a for-profit holding, investing, and consulting agency, and will work in partnership with developing communities to establish sustainable RE projects all over Ghana in five years period. Market & Services KBHC will immediately specialize in providing electricity and electric services for rural communities, and will utilize two different business strategies to distribute power. First, KBHC will sell solar electric systems for home and commercial applications by allowing customers to finance the cost of these systems over time. Second, the company will offer end-user services direct to customers by establishing electrified community centres in the heart of their villages. At these centres, people will be able to purchase services ranging from crop processing to refrigeration to telecommunications access to internet browsing. Objectives KBHCs first RE project will be in in the three northern regions, remote agricultural communities in Ghana. The company will aggressively expand into a global provider of RE products and services by seeking new opportunities in other parts of Africa, as well as in Asia and Latin America. By 2020, KBHC will be the worlds undisputed leading provider of RE products and services,
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and will operate Research & Development divisions for creating innovative novel technologies that address the environmental crises of the 21st Century. This business plan will present KBHCs strategy for getting started, by establishing a profitable and sustainable RE business in Accra, Ghana.

PRODUCT AND SERVICES

Description of Services KBHC will offer financing packages for home and commercial-scale solar electric systems. The retail price of a small solar electric system in rural area will be around Ghc 80.00. KBHC will enable Ghanaian customers to purchase systems in affordable monthly instalments, similar to the way most people in the United States purchase their energy products. These financing options will be especially popular in poor regions such as northern, upper east and upper west where affordability drives a preventative wedge in a customers ability to buy. This business plan will mainly describe the financing aspect of KBHCs operation in the north. To solidify peoples confidence in these financing options, and to demonstrate the companys dedication to the country power development, a 15,000-watt thermal power station and community centres will be constructed in the southern part where more energy are consumed because of many industrial areas and over populated nature. In addition, educational centres will be instituted, where customers will learn how to use electricity and technology to start new businesses, or to expand existing ones. Most of these services will be provided within a five years after KBHCs initial establishment in Ghana, but eventually they will generate as much as 75% of the companys revenue. All of these services will be designed to help Ghanaians residents augment their
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incomes. In this way, KBHC hopes to foster economic activity, and thus prosperity, within the community. This business plan will not describe the community center aspect of KBHCs operation in detail, but the offering of these services is part of the companys long-range plan for development in Ghana. Change Management Before we can effectively change management team we should first of all look at the current structure of GEC and see where we can cut down the over populated staff. Currently we assumed that GEC have 5,383 permanent staff on their pay roll in the whole country before it was sold to KBHC, let see the following table as current structure when it was 100% Government own before we recommend any new structure for the new owners:

STATISTICAL PRESENTATION OF STAFFING BEFORE THE SALES TO THE NEW OWNERS

% REGION MALE

OF

FEMALE TOTAL TOTAL STAFF

HEAD OFFICE REG. DISTRICTS BOARD Total &

684 3,640 8 4,332

135 916

819 4,556 8

15% 85%

1,051 15 180 856

5,383 171 1,224 3,980 8

100% 3% 23% 74%

MANAGEMENT 156 SENIOR STAFF JUNIOR STAFF BOARD 1,044 3,124 8

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Total

4,332

1,051

5,383

100%

Region Western Central Accra West Accra East Tema Volta Eastern Ashanti West Ashanti East Sub-T Head Office BOARD Total

Management

Senior Staff

Junior Staff 440 345 458

Total

Male

6 9 10

111 79 102

557 433 570

460 366 442

10 9 5 7 10

122 104 91 83 95

379 352 360 378 381

511 465 456 468 486

371 344 370 393 391

9 5 91 8 179

93 60 284

355 88 444

457 153 819 8

359 144 684 8 4,332

1224

3980

5,383

TABLE 1.
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THEN ORGANISATIONAL CHART

From the above table 1 and the organizational chart, you could see that there was actually beurocratic system of management and a lot of manpower was wasting in the GEC. Therefore, Organizational change occurs when an organization restructures resources to increase the ability to create value and improve effectiveness. A declining company seeks ways to regain customers; a growing organization designs new products. So Change is prevalent. In the past 10 years, over 50 per cent of all Fortune 500 companies have undergone significant restructuring. Targets of Organizational change include changes in four areas such as:
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 Human resources are an organizations most important asset What changes are made in human resources? Investment in training, socializing employees, changing norms to motivate a diverse workforce, monitoring promotion and reward systems, and changing top management. So we need to change structure, culture, and technology to improve the value created by GEC. PROPOSED STRUCTURE
CEO 1

BOD 5

Corporate Planning Director

HRM Director

Director Of Mornintoring

M.D Northern Zonal Planning

M.D Southern Zonal Planning

M.D Northern Zone

M.D Southern Zone

REGIONAL PLANNING MANAGERS

REGIONAL PLANNING MANAGERS

REGIONAL MANAGERS

REGIONAL MANAGERS

TABLE 2

PROPOSED NUMBER OF STAFF FOR EFFICIENCY

REGION HEAD OFFICE REG. & DISTRICTS BOARD
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MALE

FEMALE

TOTAL

348 1589 4

46 256 3

394 1845 8

Total MANAGEMENT SENIOR STAFF JUNIOR STAFF BOARD Total

1,941 96 215 3,124 8

305 11 92 202

2,247 107 307 1825 8

1,622

1,051

2,247

TABLE 3 WHY THE NEED OF STAFF REDUNDANCY IN KBHC

The criteria used in cutting down the staff was bases on the following seven s model, therefore to use the Seven S Model in the current GEC example you would take each S in turn and test it against the mission for the KHBC as in Following questions in Seven S Model What staff do we need if we are to achieve our mission? Do we have them? Here it is best to think in terms of numbers, and grades, and things like Attitude/motivation. What skills are the most important if we are to achieve our mission? Do we have them? It can be helpful here to consider skills under four headings: clinical/technical; interpersonal; managerial (deployment of resources including time); research/reflection.
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 What are the most important features of an organisational structure if we are to achieve the mission? How does this compare with the structure we have in place? Does the structure make the most of the staff and skills we have within the department? Does it fit with our systems, our management style and our shared beliefs? Of all the systems that make any department function (and there are multiple candidates here: referral, assessment, discharge, recruitment, appraisal, training, and so on) are there any that are absolutely critical to achieving our mission? Do we have them in operation? What strategy are we working towards over the next 6-12 months? In other words have we declared any priorities, have we discussed where we are going? Is this strategy going to help us achieve our mission? What is the predominant management style within the department? Is it autocratic, laissez-faire or participative? Empowering or controlling? What words come to mind as you think about it? Is this the management style we need if we are to achieve the mission? What about the beliefs we share (and dont share) as a department? What beliefs will be helpful to achieving the mission? Is there a match or a gap? Beliefs can include beliefs about: self, the value of the work, colleagues, patients, bosses, the organisation, the future... Having seen the above one will clearly confirm that 60% of work force was just there without any specific roles but only to make up a number without any impact to the organisation.

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PEST ANALYSIS OF KBHC In thinking about Seven S we analysed factors affecting the internal environment of the KBHC. A PEST analysis offers a similar holistic approach, this time to analysing the external environment. The term PEST is an acronym, abbreviated from Political, Economic, Social and Technological, each heading referring to factors in the environment surrounding a service. Political factors might include initiatives stemming from central government, from the local community, and from the small p politics within an organisation such as KBHC. Economic factors might include finances, and also the different markets the energy might operate in. For example, the department may be competing for a high skills staff in the local labour market. And so on. An increasing interest in work-life balance, the ageing of society and the impact on caring responsibilities for women, and multi-cultural aspects, are just some of the trends you might think relevant under the sociological heading. When it comes to technologies you need to think wider than new kinds of equipment and use the term in its original sense of an approach. So you might think of clinical audit, plan-do-study-act (PDSA) cycles, and some of the other tools described in Organisational Change (Iles and Sutherland, 2001) and of course all the new systems that Ashok is considering introducing. Using these four headings, let us identify some factors likely to be affecting KBHC at the present moment in time. We have not included in the case much information about the external environment, so do not restrict your thinking to what is described in the case, draw on your knowledge of what is happening now in the wider health and social care environment.

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TRAINING AND DEVELOPMENT Developing a company role in training is important for an employers' organization for several reasons. First, it enables the organization to contribute to the development of a company human capital, through its influence on education policies and systems and training by public training institutions, to better serve business needs. It also enables it to influence employers in regard to the need for them to invest more in training and employee development - which employers should recognize as one key to their competitiveness in the future. Second, it provides an important service to members, especially in industrial relations in respect of which sources of training for employers in developing countries are few. Third, it is an important source of income provided the organization can deliver relevant quality training. Fourth, it compels its own staff to improve their knowledge without which they cannot offer training to enterprises through their own staff. Fifth, the knowledge required for training increases the quality of other services provided by the organization - policy lobbying, advisory and representation services. Sixth, it contributes to better human relations at the enterprise level and therefore to better enterprise performance, by matching corporate goals and people management policies. Finally, it improves the overall image of the organization and invests it with a degree of professionalism, which can lead to increased membership and influence.
Internal Training

The role of an employers' organization in training has to be viewed from different perspectives. First and foremost it must be viewed from an "internal" point of view i.e. the training and development of its own staff. This is essential to the effectiveness of the organization's training services as well as to the other services it provides members, all of which fall within the following:
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 influencing the legal and policy environment needed for the company growth and development direct services to members. This requires that the staff be trained in the areas of the organization's services and core competencies which may include areas such as: Industrial relations, Human resource management, Occupational safety and health, Information analysis and research for o influencing the policy environment o transferring knowledge to members o undertaking wage and other surveys However, in some areas training undertaken by employers' organizations and other institutions overlap. An example is negotiation skills on which business education institutions in some countries have highly effective programmes. Another is human resource management. Therefore it is important for employers' organizations to develop an expertise in training in industrial relations (laws, workplace labour relations practices, wages, negotiation). It is a subject in which it can develop a comparative advantage, especially since in many countries such training is seldom offered by other institutions. Even if other institutions do, they may lack the practical experience employers' organizations develop if they provide direct services to members. An increasingly important target group is the small enterprise sector which, unlike the large scale sector, usually lacks a human resource manager or a training policy and in house training facilities. A special needs assessment may have to be conducted in this sector as its needs tend to differ from those of large and medium scale enterprises.

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Establishing Training Priorities The employers' organization should establish a priority table in respect of the areas in which it wishes to Itself provide the training Act only in a subsidiary capacity by, for instance, collaborating with external institutions or individuals. provide training material Some of the areas in which an employers' organization can undertake training are: a. Industrial Relations and Labour Law. This should be a priority as it is the labour relations role which, more than any other, distinguishes an employers' organization from other employer bodies. b. Personnel and Human Resource Management. Training in this area helps to strengthen personal departments and human resource management functions. Since one of the main objectives of HRM is to integrate it with the functions of line managers, HRM training should be made available to all enterprise managers. However, training in this field may require linking up with institutions which are qualified in this regard, as it is difficult to build a comparative advantage without external assistance. c. Negotiation and negotiation skills. This is important not only for the conduct of collective bargaining but also for enterprise managers in their frequent interactions with their employees and other enterprises. d. Safety and health. An employers' organization could develop a limited role, such as interpreting relevant laws and training safety committees in enterprises. e. Productivity. Here a limited role is possible, largely through training to achieve sound industrial relations and in HRM practices which promote productivity improvement.

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Productivity bargaining and performance and skills based pay systems are a part of an employers' organization's mandate directly linked to productivity. f. Supervisory training. This often neglected area of training is an important means of improving workplace labour relations and productivity. The ILO has developed a supervisory training module which has been found useful by enterprises. g. Cross-cultural management training. In the context of increasing investment in countries from both within and outside the region and the apparent proliferation of disputes flowing from cross-cultural "mismanagement", there is scope for the development of training programmes for foreign personnel designed to acquaint them with local practices and cultural factors relevant to managing local employees. Increasingly, local employees also need to adjust to the management requirements and styles of foreign companies. Strangely, this has been a much neglected area of training.

Equipping the Organization for Training The organization should equip itself to perform a training role. Among other things, this involves the followings: Analysing the organization's strengths and weaknesses in training in the light of the needs assessment surveys and identification of the areas of training. Training the staff in training skills Where relevant, studying the management of the training function of employers' organizations which have developed an excellence in training Improving the organization's information/research/knowledge base Developing training courses and materials

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 Where necessary entering into arrangements with outside individuals or institutions to design and/or conduct training programmes Appointing a training manager, or at least a person to plan and coordinate the training Acquisition of the training equipment needed.

MOTIVATION AND PERFORMANCE Motivation is essential to nearly all behaviour at work. However, motivation involves both feelings (emotions) and thinking (cognition). It is useful to think of three aspects to motivation for your workers: Direction: Exactly what behaviours, and at what level of accomplishment, are we talking about? It is very important to be clear about this. We might describe a person as unmotivated because he or she avoids work, but perhaps this avoidance behaviour is very well motivated that is, the person goes to a lot of trouble to avoid work. Effort: How much of his or her psychological and/or physical capacity is a person devoting to the behaviour in question? Persistence: For how long does a person maintain his or her effort and direction? While it is important, motivation alone does not dictate all of a persons behaviour. A persons ability clearly also matters, and so do factors like the resources a person is given to do his or her job. Successful work performance can arise from a variety of motives. Two people doing similar jobs may both be successful but for very different motives. For example, one salesperson may be motivated by the commission earned on sales, while another may be more concerned about rising to the challenge of meeting sales targets, perhaps for his or her own satisfaction, or perhaps because of a desire to please the boss.

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In most workplaces, incentive and performance management systems reward some aspects of work behaviour more than others. Also, different behaviours may be rewarded in different ways, and particular ways may suit some people better than others. Different Foci in Motivation A distinction is commonly made between what motivates a persons behaviour (content), and how motivation is unlocked and feeds through to behaviour (process). Most approaches to motivation focus on one of these more than the other. In reality, though, content and process are closely connected. Some approaches to motivation emphasise aspects of the person such as his/her needs, values, self-confidence and personality. Extrinsic rewards are those that are tangible; most notably pay, while intrinsic rewards come direct from doing the job (e.g. a sense of achievement). Clearly, though, both person and environment matter. For example, work that stretches a persons abilities is likely to appeal most to someone with a high need for achievement, while work with variety and a lot of social contact will appeal to extraverts more than introverts. Over the years many theories of motivation have been put forward. Some of them are broad theories of human behaviour, others more specific to the workplace. Recent theories tend to confine themselves to one specific domain, such as altruistic behaviour at work. That is, they specify the directional component of motivation and thereby hope to be able to say more about effort and persistence. We will now examine some insights offered by theories about the content and process of motivation. Goals Matter This is one of the best-known conclusions from the study of motivation and performance. Goals can help to establish a direction, and this in turn encourages people to persist in trying hard to achieve them. Work performance tends to be significantly better if the following conditions hold than if they do not:
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1. A goal for work performance is defined in clear and precise terms. 2. It is perceived as difficult but not impossible. 3. The person is committed to goal achievement (perhaps because he or she has participated in setting the goal). 4. There is feedback on how he or she is doing, There are exceptions to this. For example, when a person is learning a new task, it is better to avoid performance goals at first. Also, although goal-setting is often successful, there may be cases when a person is not willing to commit to a goal that his or her boss would like to see achieved? Goal-setting theory does not pay little attention to the social processes that might occur in goal negotiation, nor to the different reasons might individuals have for wanting or not wanting to achieve any particular goal. And of course, if a person wants to achieve, goal A quite a lot but goal B even more, then goal A will probably not get much attention. This means it is important for managers and researchers to be aware of all the goals that a person might consider important. Therefore, Motivation can offer several importances to the KBHC management that can produce: Higher efficiency Reduce absenteeism Reduces employee turns over Improves a corporate image Good relations. Improved morale wastages and breakages Reduced accidents. Facilitates initiative and innovation.

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So it is normally believed that money acts as a motivator. In general the role of money as a motivator depends upon certain factors: Money fails to motivate people, when there is no direct relationship between reward and effort. Economic conditions of people influence the Importance of money. For poor person, the value of certain amount of money is quite high as compared to rich. Money is a significant motivator at lower level of employees level however money may not be a significant factor for senior executives who have already fulfilled their lower level needs. Employees are concerned not only with the amount of money paid to them, but it should be fair and equitable as paid to that of other employees of same level or status. A social attitude towards money and wealth also decides the motivation to earn more and more. Motivational Theories: Maslows-Hierarchy of Needs Theory: This theory was proposed by Abraham Maslow and is based on the assumption that people are motivated by a series of five universal needs. These needs are ranked, according to the order in which they influence human behaviour, in hierarchical fashion Physiological needs are deemed to be the lowest- level needs. These needs include the needs such as food & water. So long as physiological needs are unsatisfied, they exist as a driving or motivating force in a person's life. A hungry person has a felt need. This felt need sets up both psychological and physical tensions that manifest themselves in overt behaviours directed at reducing those tensions (getting something to eat). Once the hunger is sated, the tension is reduced, and the need for food
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ceases to motivate. At this point (assuming that other physiological requirements are also satisfied) the next higher order need becomes the motivating need. Thus, safety needs -- the needs for shelter and security -- become the motivators of human behaviour. Safety needs include a desire for security, stability, dependency, protection, freedom from fear and anxiety, and a need for structure, order, and law.. In the workplace this needs translates into a need for at least a minimal degree of employment security; the knowledge that we cannot be fired on a whim and that appropriate levels of effort and productivity will ensure continued employment. Social needs include the need for belongingness and love. Generally, as gregarious creatures, human have a need to belong. In the workplace, this need may be satisfied by an ability to interact with one's coworkers and perhaps to be able to work collaboratively with these colleagues. After social needs have been satisfied, ego and esteem needs become the motivating needs. Esteem needs include the desire for self-respect, self-esteem, and the esteem of others. When focused externally, these needs also include the desire for reputation, prestige, status, fame, glory, dominance, recognition, attention, importance, and appreciation.

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RECOMMENDED COMMUNICATION PROCESS Having referred back to the then organisational chart, you will realised that before we can propose any plans to enhance communications in KB Hydroelectric Company Ghana Ltd. (KBHC), we would have to look at various forms of communications flows in an organization and pick up the one that can best fit in the new management team so as to avoid the bureaucracy. Therefore, communication flows can be grouped in 5 main directions1. Downward 2. Upward 3. Lateral 4. Diagonal 5. External

CRITICAL SUCCESS FACTORS IN HAVING EFFECTIVE INFORMATION FLOW BETWEEN ORGANIZATION LEVELS IN TEAM DISCUSSIONS CONTEXT The reason why we are recommending the above communication flow systems for our company is that, we took the following critical success factors in to considerations: Process to facilitate and encourage people to share information and express their knowledge as well as process to create environment of trust which empowers people to talk with less worries in seniority. Setting same goals and objectives when people are on the same goals and objectives, they are willing to share information and try to achieve outcomes from each team meetings or discussions. This will allow better flow of
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information when people are trying to achieve the same thing.

Plan the meeting agenda The group leader must prepare meeting agenda carefully. The topics to be discussed should be listed in some logical order, in a sequence that servers the purpose of the group. The meeting agenda should be prepared and distributed in advance (Krizan, et al., 2005).

The time at which a meeting is held can have an effect on its success. Scheduling a meeting for early morning suggests importance; starting at an office hour time encourages punctuality; selecting an odd starting time captures interest; and scheduling meetings for times just before lunch or at the end of the day encourages timely adjournment (Krizan, et al., 2005).

Select and prepare the meeting facility. Most routine business meetings are held on-site. Off-site meetings encourage efficiency by minimizing interruptions and creates different meeting environment.

Lead the group discussion. During the meeting, the primary role of the leader is to assist the group in achieving its purpose. A good group leader server as a facilitator someone who motivates participants to work together effectively and who secures group decisions after adequate discussion.

Prepare to participate every member of a team should learn as much as possible about the groups purpose. If an agenda is provided in advance, information can be gathered on each topic to ensure intelligent participation.
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 Listen Effectively meetings can challenges listening skills. Members should not have side conversations, gaze into space or exhibit with other behaviour that detracts from effective listening. ALTERNATIVE COMMUNICATION CHANNELS AND MEETING FORMATS Apart from face-to-face meetings, staff will be using other communication channels or meeting formats to share the information within the organizations. Sometimes, these alternatives will be used because people may be in different locations, ability to document conversations and keep it as evidence, ability to share information anonymously. The following communication channels and

meeting formats were identified by these project groups. Electronic mail (E-mail) becomes one of the most popular channels in communicating within the organizations. E-mail is used when people are afraid of face-to-face meeting or confrontation. Information can flow without any organization level boundaries via e-mail. Moreover, people tend to use e-mail more because it allows them to document all the communications. Website which allows employees to share ideas and people can look for information in the website.

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REFERENCE

a) Otter, A. D., & Emmitt, S. (2007), Exploring effectiveness of team communication: Balancing synchronous and asynchronous

communication in design teams, Engineering, Construction and Architectural Management, 14, 5, 408-419 b) Powell, R. A., & Single, H. M. (1996), Focus Groups, International Journal of Quality in Health Care, 8, 5, 499-504. c) Smeltzer, L. (1996), Communication within the managers context, Management Communication Quarterly, 10, 1, 5-26 d) Stewart, D. W., & Shamdasani, P. N. (1990), Focus Groups Theory and Practice. California: Sage Publications. e) Spinks, N., & Wells, B. (1995), Communicating with groups: prompt, purposeful, productive team meetings, Executive Development, 8, 5, 1319 f) Tukiainen, T. (2001), An agenda model of organizational communication, Corporate Communication: An International Journal, 6, 1, 47-52 g) Jeremy, D. J. 2003. Business History and Strategy. In A. Pettigrew, H. Thomasand R. Whittington (eds) Handbook of Strategic Management. London: Sage, pp. 436-460 h) Newton, J., Graham, J., McLoughlin, K. and Moore, A. 2003. Receptivity to Change in a General Medical Practice, British Journal of Management, 14, 2, 143-153 i) Pettigrew, A., Ferlie, E. and McKee, L. 1992. Shaping Strategic Change. j) London: Sage Pettigrew, A., and Whipp, R. 1991. Managing Change for Competitive Success. Oxford: Blackwell Business k) http://www.managementstudyguide.com l) ECG website m) Kofi Boakyie Handout
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