The VDOT Management

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The VDOT Management
Management theories
Motivation theory
The VDOT management should use motivation theory to raise the employees’ morale. To motivate the workforce, the manager can use rewards to escalate their productivity, Quality, loyalty, and motivation. Moreover, the workforce morale can be augmented by allowing the staff to work hours that are more flexible. For example, this can be tenable by engaging personnel to set their own time to as long as they fall within the limits set by the firm (Pride, Hughes, &amp. Kapoor, 2011).
Theory X
Additionally, the VDOT leaders can use theory X to motivate the staff. Theory X is a concept of inspiration, which assumes that the workforce does not like certain tasks, or change, but can complete the tasks effectively under the high control of the management. The theory’s management method can be soft or tough. For example, when using the hard approach, the VDOT managers must coerce, control, and threaten the staff in order to augment the job performance. To use the soft method, the leaders should be lenient and seek unity, and this will motivate the workers to be cooperative. The hard approach is usually not very helpful since it can lead to low outputs and hostility. The soft way augments the workforce desire for higher incentive in exchange for lower work performance (Lauby, 2005).
Goal setting theory
The organization can also use goal-setting theory. The VDOT should involve the staff in goal setting. This theory implies that the workers can be inspired to realize the goals that they sett together with their supervisor. This will motivate personnel to work tirelessly to meet the set goals (Pride, Hughes, &amp. Kapoor, 2011).
VDOT’s reaction to challenges facing Managers
Previously, VDOT was famous for its innovations in engineering field and perfectly conducted researches. However, with the progress of time, the VDOT employees lost self-esteem in work therefore, they decided to introduce the management theories to improve the organizational configuration together with management. Firstly, VDOT helps the managers in rectifying the appearance and efficiency of dissimilar departments at work place through provision of their management theories. In doing this, VDOT ensures the provisions of funds, technology, equipment’s and manpower which are planned, organized, motivated and controlled to enhance good productivity within an organization (Gluck &amp. Lorenz, 2010).
Secondly, VDOT is vital to managers in solving their management problems because it has a function of fostering the business plan processes. Therefore, it identifies and resolves the most critical issue that might affect a business plan before its implementation. By implementing these practices, VDOT promotes the preventive and upkeep process, operation, contract management and discarding or an organizations waste products therefore enhancing efficiency (Gluck &amp. Lorenz, 2010).
Thirdly, VDOT promotes teamwork by nurturing the talent of their staffs through formation of groups to resolve problems in the organization. Fourthly, VDOT advices managers to assign employees with a task, thus enable them to work perfectly in their fields. Consequently, an organization gains a lot from the good job done by the employees therefore, improving its image. Fifthly, VDOT educates the managers on being fair and avoid corruption among their employees to elude complains and problems within their organizations (Kerzner, 2004).
Finally, VDOT promotes multi-cultural organizations where the employers can deal with employees from diverse places thus contributing dissimilar talents to the organization.
Impact on VDOT effectiveness
The above management skills that VDOT provided to managers helped it in advancing their skills and gaining popularity to many organizations, which increased their market around the globe (Kerzner, 2004).
Gluck, J &amp. Lorenz, M. (2010). State of the practice in highway access management. New York, NY: Transportation Research Board
Kerzner, H. (2004).Advanced project management: best practices on implementation. West Sussex, UK: John Wiley and Sons
Lauby, J. (2005). Motivating Employees. New York : NY. American Society for Training and Development.
Pride, W., Hughes, J., &amp. Kapoor, R. (2011).Business. New York: NY. Cengage Learning.