M4 A2 Revisions

Running Head: WORKFORCE 2020 0

Assignment 2: Working Ahead: Required Assignment - Workforce 2020 Executive Report

J S

University

Workforce 2020

Overview

Organizational change is of the utmost imperative for driving a corporation organization in the right direction in times of trouble and when making novel introductions in an organization. With the fast transforming nature of businesses in today’s globe, organizational change is undeniably one of a number of expected endeavors that business are bound to carry out (Benn, Dunphy, & Griffiths, 2014). Change, when put into practice the most fitting way, has the potential to bring about a vast array of benefits to a corporation. Thus, the following discussion seeks to comprehensively respond to specific workforce-related questions with reference to Topranx Tech Corporation, an imaginary company in a changing industry.

Description of the Organization

The name of the corporation that forms the attention of this paper relates to Topranx Tech Corporation. The business principally takes part in the manufacture of electronic and home appliances and has a market target in a variety of regions that take in North America, Europe, Asia, South America, Middle East, and Africa. The corporation majorly tasks itself with the development of products for persons that are in the low-income group. The principal pool of the corporation’s consumers relates to those that have low income, in addition to middle-income earners. This explains the reason as why the greater sum of the corporation’s marketing undertakings is intense in Africa and Asia.

Employee Motivation

At present, Topranx Tech Corporation does not have an exact worker motivation strategy. As such, putting into application Pink’s theory of motivation can go some way to developing a more and more creative workforce focused on the attainment of overall organizational objectives. In essence, motivational strategies that lean on the traditional carrot-and-stick approach tend to subscribe to the notion that work is usually crammed with boredom and at the same time routine. These kinds of motivational methods take no notice of the fact that fun and excitement can be attained from work, and that reasoning otherwise brings about the discouragement of intrinsic employee motivation. Incentive approaches that are largely built on external inducement cut back on the workers’ point of view to give attention to only on two things: reward or punishment. With no these carrot-and-stick strategies, workers are bound to look for clever and innovative responses to an array of problems. In effect, Pink’s theory of motivation sees to it that workers are their own bosses and equally have an enhanced comprehension that their pride and reputation is reflected in the quality of their work. The push to be the top ranking qualified employee spurs; workers to operate with a view to striving to outshine one another, thus making easy speedy change both in the short-term and long-term.

Workforce Dynamic

Topranx Tech Corporation presently contends with a diminishing workforce in its North American and South American markets. Unsurprisingly, this unwanted transformation foretells broad-ranging unsavory implications for the business unless practical measures are speedily brought it to pinch the unpleasant development in the bud (Benn, Dunphy, & Griffiths, 2014). The transformation in the organization’s workforce dynamic can be blamed on a variety of reasons, above all, loss of status or job security within the organization, non-reinforcing systems of reward, surprise and fear of the unknown, peer pressure, climate of mistrust, organizational politics, and fear of failure. As a result, even though the company’s endeavors appear to be prospering in other parts, advancement in North and South America has distressingly slowed down because of said employee apprehensions.

Workforce Trends

The most pertinent workforce trends that the organization needs to attend to relate to amplified recruitment. Judging by the sustained diminishing of staff in two of its major markets, it is of the utmost importance that efforts are brought in to refurbish the ailing staff. Thus, the organization can be brought back to its former version, which was exceedingly productive principally because of an alert and motivated pool of employees. By working toward recruiting new workers to take the place of the ones that have departed the corporation, the business can steer clear of the fate of other businesses that failed to respond to such workforce issues properly and in a timely manner (Benn, Dunphy, & Griffiths, 2014). As a benchmark, Topranx Tech Corporation can turn to General Electric, perhaps the number one manufacturer of electronic and home appliances in the world. In spite of General Electric’s desirable position in the contemporary world, the organization had its fair share of hardship at some stage before climbing to the apex of the competition (Joseph & Ocasio, 2012).

Industry Trends

The electronic and home appliances industry is unquestionably among the most thriving industries in the globe (Sturgeon & Kawakami, 2010). The industry involves itself with the provision of practically indispensable products and services to vast sections of the society all over the globe. As the industry is highly regarded the all through the globe, it is safe to infer that its value is definitely bound to rise. In fact, industry forecasts point to a business sphere that is on the climb with swiftly transforming technological advancements playing an important part in the production of more and more inventive products and services, much to the contentment of masses that dot the world (Joseph & Ocasio, 2012). In a few words, the current trends in the realm of electronics and home appliances production indicate business areas whose value will indubitably surge.

References

Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.

Joseph, J., & Ocasio, W. (2012). Architecture, attention, and adaptation in the multibusiness firm: General Electric from 1951 to 2001. Strategic Management Journal, 33(6), 633-660.

Sturgeon, T., & Kawakami, M. (2010). Global value chains in the electronics industry: was the crisis a window of opportunity for developing countries?. Global Value Chains in a Postcrisis World, Washington, DC: The World Bank, 245-301.