BMO1102 Management and Organization Behaviour

Assessment 3 Group assessment

Group members: Prabin Gurung s4662023

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Seminar leader:

Seminar time:

Organization studied: Royal Children’s Hospital

Manager interviewed: John Stanway

4.1 Theory

According to William, McWilliam and Lawrence (2019, p. 5), leading involves inspiring and
motivating employees to work hard to achieve organizational goals. Leading is one of the four
functions of management. There are three sub-topics of leading which are Motivation, Leadership
and managing communication. Motivation is the set of powers that starts, coordinates and makes
individuals continue in their efforts to achieve their desired objective (William, McWilliam &
Lawrence 2019). The basic models of motivation are effort and performance, need satisfaction,
extrinsic and intrinsic reward and motivating people. Maslow’s Hierarchy of needs express that
individual are motivated by the five components of need, which are physiological (lowest), safety
needs, love and belongingness, esteem and self-actualisation (highest). Extrinsic and Intrinsic reward
are the two types of reward, Extrinsic rewards are substantial and visible to others and are given to
workers unexpected on the performance of particular assignments or practices whereas, Intrinsic
rewards are the normal rewards related with performing a task or action for its own purpose.
Motivating people is a social approach of management where manger ask for employee needs and
then satisfying their lower needs after that manager should expect for people needs to change as
needs change and lower needs are satisfied, create opportunities for employees to satisfy higher
needs. There are four theories; equity theory, expectancy theory, reinforcement theory and goal
setting theory. Equity theory state that people will be motivate if they are treated fairly, expectancy
theory state that people will be motivated when they believe that their hard work leads to good
performance and attractive reward. Reinforcement theory state that behaviour is a function of its
consequences, that behaviours followed by positive consequences will occur more frequently and
that behaviours followed by negative consequences will occur less frequently (Williams, McWilliams
& Lawrence, 2019). The goal-setting theory talks around individuals being motivated to the degree
that they will accept challenging objectives and accept positive input that they are advancing
towards objective achievement.

The next sub topic is leadership and managing communication, both are vital in order to have a good
relationship between employee and employer. Leadership is the process of influencing others to
achieve group or organisational goals (Williams, McWilliams & Lawrence, 2019, p. 241).
Communication is the process of transferring information from one person to another.

4.2 Analysis

As per the interview with Mr John Stanway, Chief Executive Officer (CEO) of Royal Children’s Hospital
who is serving as CEO since last 5 years there are 6000 staff in Royal hospital. Which means he has to
motivate all employees as being their leader. When it comes to motivating himself, Mr John state
that working on a hospital a public serving sector he feels honour and prestigious to work there he
also mentioned that its his privilege to get a chance to work there. As being on a high- profile job it
gives you the motivation to do the job. While motivating other he said that by seeing the smile on
the face of the children and their parents after the treatment that brings automatic motivation to all
the staff. According to Mr John he prefers to lead his team by being visible, engaged in all part of the
organisation, engaging in personal level with staff and making a good communication. Mr John state
that leader should have commitment of values, particular respect, good dedication and shouldn’t
want to control everything but should allow others to take little of risk. For Mr John his father is one
the great mentor for him he has been following his dad when he was about 13 years. His father was
a managing director in an organization and he has learned various things from his dad. He also
follows some good and bad leaders too.
Appendix 1 Interview Questions and Responses

Q 1) How do you plan your work day?

Manager’s response: I’m in a privilege position so I have a very good executive assistance who
manage my dairy. Beside that I do prepare myself mentally and noted some priority list, normally
three or four things that I want to achieve in a day in sticky notes on my computer also a night
before I think about tomorrow day plan.

Q 2) How far into the future do you plan for your job role?

Manager’s response: Well at my role at the moment I’m looking at to 3-5 years out. Majority of my
role of Chief Executive is to looking into strategy, setting priority, engaging with external part of
hospital weather its stakeholder or government or profit organization etc. it’s a different role than
just to normal running of a hospital daily.

Q 3) How do you plan for your career, and how far into the future do you plan for it?

Manager’s response: My career it’s been like a roller-coaster has gone up and down like a share
market but always has gone in a slightly positive direction which is good. In planning I really wanted
to experience different industry not just staying in one industry which has been very helpful. Also, I
planned to have a good grounding knowledge in management, HR, people and culture,
industrialization, leading.

Q 4) What is it about your job that makes it difficult to achieve goals and what makes it easy?

Manager’s response: Well first of all what’s difficult to achieve goals is people. Organising people
and everyone moving in a right direction to achieve the organization goal is the challenge that
management and leadership have beside these there are other blockers like financial, digital etc. In
my view what makes it easy to achieve goal is to create a vision in a plan and breakdown that into
what we want to achieve in 12 months or a year and then get the organization to own that vision
and issue that vision through good management technique weather through setting the KPI’s or
regular meeting, follow up etc. so, I think there is fundamental vision setting and good project
management to deliver them.

Q 5) How do you motivate your subordinates and how do you maintain your own motivation?

Manager’s response: I’m very fortunate to motivate myself because I lead the Royal Children’s
Hospital well liked and respected by the committee and it’s pretty well recognized around Australia
and globally. By working on public sector, it feels honour and prestigious to work that how I motivate
myself and my subordinates.

Q 6) How do you approach the task of leading others?

Manager’s approach: I like to lead by being visible, engage in all part of the organization also to lead
you need an excellent communication. I approach leading with really trying to engage in a personal
level being clam and not being rude/angry.

Q 7) What things do you look for a person who leads you?

Manager’s response: I look for their commitment to values, particular respect, good dedicators,
don’t want to control everything, give support and allow to take a little bit of risk.

Q 8) Who do you see as your mentor and whom do you provide mentoring for?
Manager’s response: My father and some good and bad leaders.

Q 9) How do you mentor?

Manager’s response: I mentor by leading. I don’t formally mentor I just do external mentoring by
helping individual, supporting those who are really committed and trying to do good work, setting
good behaviour.

Q 10) How do you achieve goals or how do you change around your structure?

Manager’s response: Need to develop a good team, need to engage people, need to develop KPI’s,
regular monitoring and a good plan.

Q 11) How do you manage conflict that arises in your organization?

Manager’s response: First of all, we need to develop culture that can manage and address conflict.
Conflict arises between individuals and that need to be addressed sooner the later, don’t let it face
them need to do it in a respectful open manner, quicker the better. Working as manager I have to
deal with conflict between individual and working out ways to bring it together and with this skill
sets, I help to manage conflict within the people or other part of the organization.