Introduction & Summary
This report will discuss the motivational and management problems affecting Fenwick’s Precision Engineering (FPE) with specific reference to FPE’s leader Anna Fenwick, the policies and procedures she has put in place and how they may well have an effect on the motivation of the employees.
FPE was an under performing family business that was passed down to Anna Fenwick from her father. Anna dismantled the company’s conservative structure and believes that high performance companies perform best when left to themselves. This has resulted in staff no longer being searched upon leaving work, clocking in measures removed and staff allowing to choose their hours of work and dress code.
Mangers are selected by subordinates every six months and are fired if they do not meet the satisfaction of this group. They set their own budgets and Anna believes that if staff think things are acceptable then she’ll accept it.
Early on, this approach caused havoc, staff sickness and absence levels increased, senior staff members left and profits suffered. By the mid 90’s profits rose and since 2007, figures are now in the region of £100m. There are now signs however that profits are beginning to dip again.
This report will discuss the effectiveness of Anna’s management and leadership style and will make recommendations to resolve any of the potential problems that could occur resulting from her approach.
The success of a business can be linked to its employees, Pfetter argues people are at the heart of business success, which is concurrent with management in the organisation whose job it is to lead, implement, direct and provide guidance to the workforce. Managers have many duties to fulfil, yet arguably motivation of others is one of the key responsibility of leaders. (Porter et al, 2007)
When Anna joined the company, her main interest was being in a rock band which implies Anna had no particular desire to develop a specific...