Individual Case Analysis

Legal Industry Habit, Bounty or Burden?

Student: Hassan Nur Student Number: 31754523 Tutor: Prof. Carol Pinto Workshop Time: Monday 1600- 1800 Due Date: 7th June 2012

BUS145 Principles of Management

Contents
1.0
1.1 1.2

Analysis Using Motivation Theories................................................................................ 1

Expectancy Theory ................................................................................................................... 1 Other Relevant Motivation Theories ........................................................................................ 2

2.0 3.0 4.0

4.1

Main Problems Defined ................................................................................................... 3 References ........................................................................................................................ 4 Appendices ....................................................................................................................... 5

Appendix 1: SWOT Analysis .................................................................................................. 5

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BUS145 Principles of Management

1.0 Analysis Using Motivation Theories

1.1 Expectancy Theory

Victor Vroom of Yale first introduced the expectancy theory in 1964. Vrooms purpose of the theory was to shed light on the outcomes of actions rather then the intentions or need of an individual; dissimilar to Herzberg and Maslow. The theory suggests that individuals prefer to act in certain ways or manners depending on what outcome they will gain by doing so. (Oliver.R, 1974) In principle, the incentive of conduct is assessed by the attractiveness of the result. Acme and Associates more capable staff are often poached by their client, which they usually accept due to bad employee morale. As soon as they acquire ample experience to qualify in other corporations they take it immediately. This comes to show that the Acme and Associates cant retain talent. This is due to several reasons which include immoral working conditions and bad employee morale. Expectancy theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients." (Montana,Patrick J,2008) while in the situation of the junior staff they often work 70+ hours a week only to still have worry reaching their quota of 40 billable hours a week. Furthermore some have complaints that the senior staff takes the credit for their work. Vroom further explained that there are 3 variables intertwined with the theory, first being (v) for valence, (e) for expectancy, (i) instrumentality. Valence refers to the value of the rewards based on their needs, goals, values and sources of motivation which in the situation of Worthington and the remaining team is placed at an upmost minimum. Instead of working as a team the senior managers seem to sabotage the goals of the organization for their individual benefit. (Micheal Kroth, 2007). The instrumentality aspects of the theory suggest that if performance is high then the appropriate outcome will dictate who attains which and what outcome. With Acme and Associates this couldnt be any more incorrect as the junior staff dont get acknowledged or rewarded for their performance. A new strategy needs to be implemented to avoid the individual approach by the senior staff and to create unity in Acme and Associates with shared objectives goals and values.

BUS145 Principles of Management

1.2

Other Relevant Motivation Theories

On September 1st (Alderfer, 1969)an American psychologist who further analysed and added on to Maslows hierarchy of needs, further went on to classify his need into his own ERG theory, which stands for existence, relatedness and growth. Worthington and team expect to be paid for their billable hours, which falls under the existence aspect of the theory, their existence needs are not being met by Acme and Associates. Innovation to the field has arisen were most clients have their own legal people which tend to pick up were Acme and Associates fails causing an increase in customer dissatisfaction. Relatedness leans more on the social aspect of the model, are the junior staff being treated adequately by the senior staff. Is there equality in the organization, does the junior staff get recognition and appraisal for their efforts. Unfortunately these needs arent met by Acme and Associates. Growth is put into the balance; which is identified also as intrinsic needs or desires for ones own selfimprovement. Chances for growth are slim to none amongst the junior staff in Acme and Associates simply because they dont get recognition for their time and work put into the organization the senior staff will take credit for the work wherever possible.

BUS145 Principles of Management

2.0 Main Problems Defined

Primary Problems **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** Secondary Problems **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition** **Add text for problem definition**

Please note, its not unusual to have many more secondary problems as generally you can distil primary problems down to as little as a few.

********************************************************************************** Points to remember here include: Keep all descriptions of problems brief and no more than two lines. Be clear about what is a secondary problem (symptom) and what is a primary (source) problem by using a table. **********************************************************************************

BUS145 Principles of Management

3.0 References
1. Oliver, R. (August, 1974). Expectancy Theory Predictions of Salesmens Performance. Journal of Marketing Research 11, 243-253 2. Montana, Patrick J; Charnov, Bruce H, Management 4th edition; (2008) Barron's Educational Series, Inc. ISBN 978-0-7641-3931-4 3. MaslowMove Aside! A Heuristical Motivation Model for Leaders in Career and Technical Education Pg. 10 11 http://scholar.lib.vt.edu/ejournals/JITE/v44n2/pdf/kroth.pdf 4. Alderfer, Clayton P. "Existence Relatedness Growth (ERG) Theory." . http://www.whatishumanresource.com/existence-relatedness-growth-erg-theory (accessed June 6, 2012).

BUS145 Principles of Management

4.0 Appendices
4.1 Appendix 1: SWOT Analysis
Youre free to use the template below for a SWOT or make your own

Strengths
Dedicated employees Acquiring other firms as clients Structure largely defined by industry practices Competitive edge among employees Clients deal with solicitors theyve known for a while solicitors earn bonuses and promotion by bring new clients, through accumulated billable hours.

Weaknesses
Work long hours, and dont reach billable hours Junior employees dont receive credit from senior employees Supervisor take credit for work done by subordinates Senior staff do not give care to junior staff, because unconcerned for the pressure experienced by junior staff.

Experiencing many problems in growing its business and achieving greater depth in their service offerings Firms find it hard to achieve greater depth in their service offerings. Senior staff deemed unprepared by clients

Opportunities
recently attracted an experienced mining industry legal specialist improving the calibre and scope of service offerings. expanding into lucrative markets in the mining industry

Threats
Honest legal practitioners Other firms Better junior staff being poached by clients