This report evaluates the Boost Juice Undercover Boss documentary in regards to organisational culture, management and leadership styles and motivational theories as well as the impacts of these. The organisational culture of a company can essentially make or break it. Juice boost has built a strong organisational culture around having positive and motivated staff which then reflects positivity on the company’s image. Janine Allis is a strong leader who put in a lot of hard work and time to get to where she is with Boost Juice.
The information from this was then used to identify one issue problem and one significant strength of Boost Juice and also make recommendations. Boost Juice currently has a strong organisational culture that is supported by their positive and motivated employees. Janine has a strong leadership style which is obviously working for the company, but by going on Undercover Boss and breaking the corporate hierarchy she was able to understand any issues she was seeing on paper. Employees are obviously already motivated, emphasised by the business culture. However, Janine giving each employee incentives that would benefit them individually will help the company become even stronger and motivate employees even more.
Stewart’s penchant for inviting feedback from her employees highlights her understanding and utilization of the Performance Improvement Cycle (Kreitner & Kinicki, 2013). An organization’s culture often dictates if employees have a voice in matters pertaining to their jobs. Employees who have a voice feel empowered. Perceived powerlessness reduces effort and creativity and increases job dissatisfaction. Working in an environment where employees do not fear being fired for making a mistake, but know that they have the space and the resources to learn from those mistakes to improve themselves is a recipe for a committed and productive workforce (Wilson, 2008).
Employees are encouraged to bring ideas forward, to participate in community events, and to feel that they are making a positive impact within their community. “Our team of highly engaged associates makes us one of Fortune Magazine 's "100 Best Companies to Work For. " There is a wealth of research that shows a link between high engagement and opportunity for personal development. We believe that CarMax 's strong history of growth from within supports
Coaching ● Definition: “The most important attribute of any coach is that they want to help the person or people they are coaching to learn. A good coach doesn't see themselves as an expert able to fix all problems and having all the answers.
She also paid attention to the staff to understand their sources of motivation, what they value and what they feel about brands. She also met on a one-on-one basis with senior executives and assigned them to random tasks to observe their performance. Ignoring the confusion and ambiguity created, she took the time to find out what had to be achieved, and created the “Thirsty for change” group. Its diversity should ensure she had the right talent to achieve her plan. She used the need to affiliate theory: people need to feel they belong to a group and this need is so strong that we experience pain if we are excluded, that can also be physical pain.
Whittemore answered questions on becoming a social worker, but strongly emphasized the questions about affects it has on her. She made it clear that her job is something she greatly enjoys, but is not always perfect. When asked if her work fulfiller her, she said, “ Yes and no Yes, in that when you can help someone see things in a new way . . . No, when dealing with the mundane and always system, insurance snafus, no shows, billing, and difficult clients.”
I am going to show it to my bosses and when I start my own company I will make my employees take it. However, I think there is more to it than just personality alone. You want someone who knows the industry you’re working in; in my opinion experience is the second side to the double edge hiring sword. One of the greatest mysterious in life is the answer to the question how will someone behave in certain situations.
Her job is a constant challenge and very rewarding when she is successful. Part of her job is working cohesively with her team even through the disagreements. She talks to other physical and speech therapists about the patient and pursue relationships, they work as a collaborative team. This is the approach of the convalescent home but also her approach because she sees that the patient is multi dimensional and her collaboration with her co workers allow her to look at the total patient not just one aspect. In many instances it can help to have 4 hands rather then 2 and every one of your coworkers has similar goals in
For instance, in work, one may believe that he/ she is very important to the company and the boss makes use of this believe by encouraging the staff, giving rewards, be it tangible or verbal, to make the staff feel worthy in the company. This mutual bluff benefits the company because the staff will feel motivated to work hard for the company. This channels and manipulates the staff into holding work as his/her ikigai as satisfaction is derived from
Barb is a transformational leader. This has been very effective among our team. Managing people with higher education can be very tricky at times and undoubtedly intimidating. Barb has the ability to “motivate and inspire followers and to direct positive changes” (Cherry, 2006), within our group. She strives on a daily basis to encourage and enthuse her team which empowers us to make constructive changes in our group.