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Essay / Research Paper Abstract
4 pages in length. The problem at American Radiatronics Corporation, prior to Langley's entrance into the organization, can be summed up in one telltale comment from the company's president: "Do you really think there is any substitute for fear as a motivator? I doubt it." That the company as a whole, and the tube room in particular, is fraught with issues of bad attitudes, frustration, confusion, slow output, discontent and inadequately maintained equipment speaks to one thing and one thing only: poor management that stems from the company's principal leader all the way down the supervisory ladder. Only since Langley has overseen the tube room operation has this one area of the entire company experienced any kind of cohesion between positive motivation and employee satisfaction. Bibliography lists 4 sources.
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4 pages (~225 words per page)
File: LM1_TLCLeadRad.rtf
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fear as a motivator? I doubt it." That the company as a whole, and the tube room in particular, is fraught with issues of bad attitudes, frustration, confusion,
slow output, discontent and inadequately maintained equipment speaks to one thing and one thing only: poor management that stems from the companys principal leader all the way down the supervisory
ladder. Only since Langley has overseen the tube room operation has this one area of the entire company experienced any kind of cohesion between positive motivation and employee satisfaction.
Langley clearly understood where the crux of the problem resided within the tube room, with a conspicuous absence of solid, constructive leadership one of the most critical components to be
implemented. Realizing the vast and various aspects of contemporary commerce requires a comprehensive awareness of what it takes to succeed in todays business world. No longer is it
acceptable to place one person at the helm who dictates how a particular company will operate; instead, the corporate approach has come to embrace a more enlightened perspective with regard
to addressing the ever-changing needs of commercial interchange, with team learning representing one of the most widespread formulas used in todays working environment (Flynn, 1996). Team learning, which "focuses on
providing solutions to business problems by developing an open approach to questioning" (McCann, 2002), removes the one-sidedness so prevalent with conventional business thinking and instills a sense of empowerment throughout
the entire workforce. One of the most identifiable changes as determined by team learning has been in the overt modification of the primary focal point, which as been responsible
for different values, assumptions and expectations. "The business world is changing at such a pace that the solutions to problems are not found in books or journals, nor in
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