Adapt of Texas: Leadership and Organizational Behavior Report

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Introduction

Adapt of Texas organization assist mentally disabled in the community. It consists of the ACT team which is further divided into one supervisor and one case manager with ten managers under him. Case managers are expected to handle ten clients for at least eight hours a month. Clients should be served with notes of the previous day by the case managers. Their other duty is to ensure the completion of clients’ treatment plans every ninety days.

Because the plans were done by the supervisors, this has created an extra workload to the case managers who also complain of high gas price, traffic, and unsafe neighborhoods. As a case manager, I feel that the managers are more concerned with billing hours instead of our particular concerns.

Problem statement

Even with these added responsibilities, overtime is not allowed. It is believed that motivation in organizations is rooted in the propellers or on the managers. Managers at Adapt of Texas have added workload to the team members causing low morale.

This is consistent with the reality of organizational behavior; hence there is a need to motivate the case managers. Research without objectives has no worth, and part of the solution to the problem at Adapt of Texas is to induce a leadership approach to motivation.

Literature review

There are five levels of needs according to Mowen. These are physiological, income, temporary accommodation, and transportation (Mowen, 2000). Managers can respond to these needs. This needs can, however, be fulfilled at a higher level by considering other needs. Security needs, for instance, is important because employees should be motivated by the safety existing around them.

Job security, fringe benefits, affiliation needs and a sense of belonging makes an employee feel secure as they perform their duties. Some people just need to feel accepted and trusted. As a result of this, managers always try to incorporate them in decision making and allowing them to express their view. Teamwork also controls schedule, therefore, improving morale.

Value and appreciation also motivate people (Gardner, 2010). Most employees can do more work even when they are paid less as long as the work is appreciated. Self-actualization needs to allow one to realize its potential as another self-esteem need. Employers must, therefore, ensure the training of employees is done at all levels to increase competency as well as moral (Weiner, 2005).

Conclusion and recommendation

According to Sorrentino, the advancement of employees is a motivation factor. Increase in responsibility creates advancement. However, case managers should be motivated to undertake such duties (Serrentino and Higgins, 2001). They need a salary increase as compensation for the hard work they are doing.

Frequent feedback as a way of allowing communication between top managers and case managers should be enhanced at all levels of management. This will allow case managers to raise their concerns so that they can feel a sense of value in their respective managerial positions. The organization should also take care of the cost of gas and maintenance to ease the work of case managers.

By doing this, it will be easier for the managers to work without fear of risks. Case managers need to feel secure during their operations. If they have to deliver reports, then they must be given enough security to keep them safe. Finally, more case managers should be added to release the current case managers of stress due to a heavy workload.

References

Gardner, R. C. (2010). Motivation and second language acquisition: The socio- educational model. New York: Peter Lang.

Mowen, J. C. (2000). The 3M model of motivation and personality: Theory and empirical applications to consumer behavior. Boston: Kluwer Academic.

Sorrentino, R. M., & Higgins, E. T. (2001). Handbook of motivation and cognition: Foundations of social behavior. New York: Guilford Press.

Weiner, B. (2005). Human motivation: Metaphors, theories, and research. Newbury Park, Calif: Sage.

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