Merely Follow Law is a Singapore-produced comedy that clearly displays the inflexibleness of out-of-date governmental regulations and ordinances and the stiff mentalities of local civil retainers who follow regulations to a mistake. The rubric itself is a wordplay on the Singlish phrase ‘just follow lor ‘ , which means to follow with orders without oppugning why.
The film revolves about two distinguishable, diverse, yet really much contrasting characters: Lim Teng Zui, a in-between aged adult male who is an electrical technician working for the company, Work Allocation Singapore ( WAS ) . Tanya Chew, on the other manus, is the manager of Events and Promotion of Work Allocation Singapore. Besides their contrasting work ranks, their personalities are besides a dramatic difference to each other as Lim Teng Zui is lazy and non good at what he does but is friendly with all his co-workers and even have 2 loyal brothers ever by his side. Tanya Chew, who by the way is Lim ‘s foreman, ever has a professional expression on and merely additions the regard of others through fright.
Early on on in the show, the difference between both characters is farther clarified as Lim is introduced as a individual male parent with a girl whom he loves really much but struggles to give her the best as he experiences tight fiscal restraints ; Tanya, as a individual of high place and making, populating in a high category condominium with ample money, but disrespectful and nescient towards her ain female parent.
During a VIP visit, the CEO of Work Allocation Singapore orders that everything within the company must be presentable. As an consequence, Lim ‘s section is ordered to work overtime merely to unclutter up the material on their floor of the edifice. It is shown here that even a simple petition of exchanging on the air-conditioner or borrowing a fan has to travel through boring, unneeded processs such as authorship in a formal petition, directing an e-mail and waiting for 3 working yearss to treat such a simple petition, while higher graded office staff really count down the seconds until they can go forth from work. Due to the company ‘s wont of salvaging cost, Lim Teng Zui has no pick but to hive away all the unwanted material in the auto parking batch and board it all up, with the concluding piece held together with dissembling tape when the nails run out. The combination of Lim ‘s hapless work moralss and his incompetency causes the VIP to fall when the wall gives manner, taking to an probe in which ‘finger-pointing ‘ is done to happen the whipping boy. Lim is blamed. As a consequence, his fillip is cut. Infuriated, Lim confronts Tanya, and he chases her in his vehicle until they hurtle off the span and they wind up in a atrocious accident. The couple are so sent to the infirmary. When Tanya and Lim awaken, they find out that they have switched psyches. After this exchange, they try to change by reversal the procedure, through mediums and psychological methods but fail to make so. They are forced to accept the fact that they ca n’t acquire their organic structures back, and adapt to life in each other ‘s organic structures.
Tanya upgrades her accomplishments, while Lim idles about, basking his newfound wealth and flinging unnecessarily on his girl. Due to Lim ‘s carelessness, the section grossly overspends and the CEO, together with Chee and Eric, the other 2 high ranking employees within the company, who had been offended by Tanya before, plans to close down the section that Tanya is working in.
In an effort to salvage the section from closing, Tanya and Lim program to set on a Job Fair Exhibition so that the CEO would believe once more about closing it down. Tanya and Lim seek some ways of acquiring promotion, but in the first effort, ruddy tape gets in their manner and they would hold to wait at least three months to be able to make anything. In the 2nd effort, they try utilizing barely clad cats and misss to advance the event but the company receives complains from the members of the populace. The couple decides to bury about the regulations by suggesting to the VIP about the occupation just although their CEO gave rigorous orders that cipher should advert about the event in forepart of the VIP. Tanya and Lim manage to do the Exhibition a success, incurring Eric ‘s and Chee ‘s wrath, who proceed to undermine the Exhibition by rupturing down one of the phase boards and naming off the terpsichoreans that were supposed to execute.
Tanya and Lim trade with the obstructions right to the terminal of the programme, where the sing-along terminals in catastrophe as flickers from the planned pyrotechnics cause the phase to split into fires. Fortunately, as the board that was sabotaged was held up once more by dissembling tapes, the bulk of the audience could fly, but Lim ‘s girl is trapped. Lim saves her, but as he is still in Tanya ‘s organic structure, the girl runs to Tanya alternatively. Lao Zha Bo, Tanya ‘s female parent, stews about Lim while the other expressions on. They realise several things and they come to appreciate the troubles the supervisor and the subsidiary have to cover with. Tanya, in Lim ‘s organic structure, besides gets congratulated by the VIP for her clever thought to make a destructible wall as a fire flight. The CEO tries to steal the recognition for the VIP ‘s congratulations but by chance gets described by Eric as ‘covering his rear ‘ or seeking to avoid the incrimination.
At the terminal of the film, it is revealed that the company has folded. The Chief executive officer was blacklisted for doing excessively many errors. Eric and Chee were sacked when their secret plan was discovered. Both besides had their pension ( CPF ) confiscated. Tanya and Lim seek to re-enact the accident under the exact same state of affairss in an effort to exchange back their organic structures. It can be seen that the effort was non successful, as “ Tanya ” scratches herself in a mode which she did while the psyches were switched, and “ Lim ” told her off, merely like earlier. This would presume that things are still the manner they were, and that the “ switch ” was non successful. The matrimony was the method by which they could both still be with their several girl and female parent.
In little organisations where the assortment of work is low, employees can travel between occupations to construct up their versatility and exchangeability. As organisations get bigger and as the nature of the work done diversifies, so it is more likely that employees start to specialise in the type of work that they do. It is the division of labour, to portray the extent to which activities in an organisation are split into detached undertakings.
Specialization is the extent to which there are different specialist functions in an organisation: the higher the figure of specialist functions the higher the grade of specialisation. Specialization besides refers to the extent to which employees engaged in similar or closely related undertakings are grouped together. This is called everyday specialisation and occurs when occupations are split down such that employees merely do one or a few parts of a occupation but non the whole occupation. High specialisation has the advantage that employees reach high degrees of efficiency, accomplishing higher end product and control is simplified as occupations are tightly defined, therefore increasing employee satisfaction. Possible disadvantages include making a clime of inflexibleness, making workers who do non see or who are non interested in the ‘big image ‘ , and making work that, over clip, becomes deadening. It is simpler and less dearly-won to get and train workers to make certain repeating undertakings. Last, work specialisation additions production by promoting the innovation of alone appliances and machinery.
Following work specialisation is departmentalization, which is the grouping of occupations in order to organize undertakings. Departmentalization by map is normally used in all of organisations, modified merely to bespeak the organisation ‘s aims and activities, conveying about advantages such as geting efficiencies from grouping similar specializers together. Depending on the type of merchandise manufactured by the organisation, such departmentalized occupations have better duty for merchandise public presentation as all actions related to a specific merchandise are controlled by a individual director.
Departmentalization, if based on geographics or district, can besides be valuable when clients with similar demands are scattered over different parts. When production is organized into several sections, it is deemed to be an illustration of procedure departmentalization as each section plays a critical function is the production procedure. This method is the beginning for the homogeneous categorization of activities. The concluding class of departmentalization is to utilize the peculiar type of client the organisation seeks to acquire clasp of, presuming that clients in different sections have a common set of jobs and have demands that are required to be met by specializers.
Chain of Command
Two complementary constructs in the concatenation of bid include authorization and integrity of bid. Authority refers to the intrinsic rights possessed by one in a managerial place to give bids and anticipate them to be complied with. The integrity of bid rule provinces that a individual is straight responsible to merely one higher-up in order to avoid conflicting demands from several higher-ups, if it is broken. It helps keep a changeless, unbroken line of authorization although the constructs of authorization and keeping the concatenation of bid have lesser importance today. This is due to the fact that employees today have the authorization in direction determination devising.
Span of Control
It determines, to a high grade, the figure of degrees and directors an organisation has. The figure of people that can be expeditiously coordinated by one individual varies between organisations and in peculiar with the nature of the work undertaken. The figure of employees that report straight to a director is called the span of control. It ranges from one upwards but for practical grounds is improbable to be above 100. As the span of control additions so does the job of control and coordination.
The figure of subsidiaries describing straight to a director is normally around 10-12. Above this, some other degree of direction or supervising is normally introduced. All other things held changeless, the larger the span, the more efficient the organisation, in footings of cost. However, if the span becomes excessively big, employees ‘ public presentation will endure due to the supervisors being unable to supply leading and support. Nevertheless, a wider span can be handled when employees have been trained carefully.
Narrow spans have certain disadvantages such as they increase costs with the added direction degrees, addition complexness in perpendicular communicating of an organisation and promote employee dependance due to overly rigorous disposal.
Centralization & A ; Decentralization
Centralization is the extent to which authorization for determination devising in the organisation is centralized, concentrating at a individual point so that it rests with top direction. In to a great extent centralized organisations, a caput office typically keeps tight control over all of import determinations. Divisional directors may be consulted over determinations impacting them but the balance of decision-making liberty lies with the Centre where top directors are given significant range to take part in and take determinations at or near the topographic point where the work is performed. The construction is said to be centralized. Such liberty, when given, normally includes freedom to work within a budget, taking ways of working, range to introduce with merchandises and services and to intercede with providers and clients. Centralization gives overall control to a few people and has the advantage that determinations are more likely to be consistent and occupations at lower degrees should be simplified because of import determinations are removed. The disadvantages of centralisation are that it can go a proverb for unhelpful bureaucratism that slows down the gait of determination devising, and front-line employees can experience that they have small duty to believe about things that they feel are of import.
Decentralization, in theory, provides greater possible for motive employees and, because determinations are taken nearer the topographic point of work, the organisation can respond faster and in a smarter manner to clients ‘ demands. In an extended reappraisal, nevertheless, Hales ( 1999 ) shows that the construct of decentalisation is far from clear and cautiousnesss that decentalisation entirely is improbable to convey approximately much alteration to managerial behaviour. Merely when human resource direction patterns such as choice, preparation and wages are changed are the conditions for new behaviour created.
Formalization is the inclination of an organisation to make and enforce written policies, regulations and processs that govern the manner work is carried out. It refers to the standardisation of occupations. This includes occupation descriptions and staff manuals detailing the processs for staff to follow in given state of affairss, many of them fiddling in the heads of employees. This consequences in a consistent and unvarying end product, compared to a low grade of formalisation where employees have inordinate freedom to exert discretion in their occupation, and even prosecuting in alternate behaviours.
The mechanistic construction is another generic term for the mechanistic theoretical account. This theoretical account is a construction characterized by extended and stiff departmentalization, high formalisation, a limited information web, centralisation, high specialisation, clear concatenation of bid and narrow spans of control. This construction is besides suited for the cost minimisation scheme, which focuses on tight control, extended work specialisation, high formalisation and high centralisation. In other words, pioneers seek the efficiency and stableness of the mechanistic construction.
The term ‘bureaucracy ‘ in an organisational context relates to the work of Max Weber ( 1864-1920 ) . Weber was concerned with understanding the ‘rationalization ‘ of Western society. This is fundamentally about understanding the ways in which the picks that people have over the ways they do things were progressively constrained by Torahs, regulations and ordinances.
Bureaucracy is a cardinal portion of rationalisation and it embraces several facets of organisations such as hierarchal constructions, employees holding clear duties, regulations and processs, directors holding legitimate authorization based on their place in the organisation, and employees that are motivated to accomplish organisational ends. Weber was concerned that the hereafter held out merely chances for greater rationalisation. Standardization is the chief construct that underlies all bureaucratisms, its strength prevarication in its ability to execute standardised operations expeditiously. These operations, together with high formalisation, let centralized determination devising.
Failings of bureaucratism include the potency of functional unit ends to rule the overall ends of the organisation and holding its efficiency questioned every bit long as employees do non face jobs that they ‘ve come across every bit good as obsessional concern over regulations and ordinances.
Organizations are invariably forming and reorganising their procedures and constructions. This may affect disbanding assorted groups and making others which are officially constructed, normally by center or senior directors. Formal groups are, hence, consciously created to carry through the organisation ‘s corporate mission and to accomplish specific organisational and departmental aims. They are chiefly concerned with the coordination of work activities and are task orientated. They are embedded and entrapped in the cloth, hierarchy and construction of the organisation: people are brought together on the footing of defined functions.
The nature of the undertakings undertaken is a prevailing characteristic of the formal group. Goals are identified and developed by the direction, and regulations, relationships and norms of behaviour are established. They have been consciously created and organized, recruited for and set together by person for a ground. Formal groups are an of import component of the organisational construction.
Because the persons in formal groups portion some commonalty of aims, ends and on occasion wagess, they are more kindred to teams-formal squads. They assist people to:
– accomplish ends much less randomly than they would in informal groups
– co-ordinate the activities of the maps of the organisations
– set up logical authorization relationships among people and between places
– use the constructs of specialisation and division of labour
– create more group coherence as a consequence of a common set of ends
Charles Handy ( 1993 ) identified a figure of major organisational intents for groups and squads. They are to:
– distribute work, holding brought together a peculiar set of accomplishments, endowments and duties
– manage and control work
– facilitate the problem-solving procedure by conveying together all of the available capablenesss
– base on balls on determinations or information to those who need to cognize
– gather thoughts, information and suggestions
– trial and ratify determinations
– co-ordinate and facilitate necessary affair
– addition committedness and engagement
– resoluteness statements and differences between different maps, degrees and divisions
Runing aboard and within exist a figure of informal groups such as:
– the group of association football fans
– the lunchtime people
– the cinema-going group
– the common people who enjoy holding frequent java interruptions
The list is endlessaˆ¦
An informal group is defined as a aggregation of persons who become a group when members develop certain mutualities, influence one another ‘s behaviour and contribute to common demand satisfaction. Informal groups are based more on personal relationships and understanding of group members than on any defined function relationships. They merely emerge in the organisation. They may be born out of shared involvements, friendly relationship or some other societal facet. What informal groups satisfy, in a manner that the formal group may non, is a sense of belonging, the thought that we can be wanted, needed and included for what we are and non because the organisation has put us to work with these other people. These informal groups can besides fulfill a scope of other demands. They can:
– cut down feelings of insecurity and anxiousness and supply each other with societal support
– fulfill association demands for support, love and friendly relationship
– aid to specify our sense of individuality and keep our self-esteem
– pimp to our societal nature, as ‘social animate beings ‘ : they are a agency of amusement, relieving ennui and weariness, hiking morale and personal satisfaction
– provide guidelines on by and large acceptable behaviour: they help determine group and organisational norms
– cater for those frequently unclear undertakings which can merely be performed through the combined attempts of a figure of persons working together.
Membership of a group can cut across the boundaries created by the formal construction. Persons from different parts and degrees of the organisation may all belong to the same informal group. Informal groups tend to hold a more fluid, flexible and variable rank than formal groups, which tend to be reasonably ‘permanent ‘ .
One manner organisations can utilize squads is in originative job resolution. The term employee engagement squad applies to a broad assortment of squad whose members meet on a regular basis to jointly analyze of import work topographic point issues. They discuss ways to heighten quality, better satisfy client, raise productiveness, and better the quality of work life. In this manner, employee engagement squads mobilize the full extent of workers ‘ know- how and derive the committedness needed to to the full implement solutions.
A particular type of employee engagement group is the quality circle or QC for short. It is a little group of individuals who meet sporadically to discourse and develop solutions for job relating to quality, productiveness, or cost. QC are popular in organisation around the universe, but can non been seen as Panaceas for all of an organisation ‘s ailments. To be successful, members of QCs should have particular preparation in group kineticss, information assemblage and job analysis techniques. QCs work best in organisation that topographic point clear accent on quality in their mission and ends, promote a civilization that supports engagement and authorization, promote trust and willingness to portion of import information, and develop “ squad spirit ” .
In today ‘s organisations, squads are indispensable constituents in the accomplishment of more horizontal integrating and better sidelong dealingss. The cross- functional squad, dwelling of members stand foring different functional section or work units, plays an of import function in this respect. Traditionally, many organisations have suffered from what is frequently called the functional silos job. This job occurs when members of functional units stay focused on affairs internal to the map and minimise their interactions with members of other maps.
In this sense, the functional sections or work units make unreal boundaries or “ silos ” that discourage instead than promote more integrative thought and active coordination with other parts of the organisation. Members of cross-functional squads can work out jobs with a positive combination of functional expertness and integrative or entire system believing. They do so with the great advantages of better information and more velocity.
Virtual squads introduced as 1s whose members meet at least portion of the clip electronically and with computing machine support, are a fact of life. The existent universe of work in concern and other organisation today involves a assortment of electronic communications that allow people to work together through computing machine mediation, and frequently separated by huge geographical infinite,
Virtual squads offer a figure of possible advantages. They bring cost-effectiveness and velocity to squad work where members are unable to run into easy face-to-face. They besides bring the power of the computing machine to bear on typical squad needs for information processing and determination devising. Virtual squads may endure from less societal resonance and less direct interaction among members. Whereas computing machine mediation may hold an advantage of concentrating interaction and determination devising on facts and nonsubjective information instead than emotional considerations, it besides may increase hazard as group determination are made in limited societal context.
Merely as with any signifier of teamwork, practical squads rely on the attempts and parts of their members every bit good as organisational support to accomplish effectivity. Teamwork in any signifier ever takes work. The same phase of development the same input considerations, and same procedure demands are likely to use in a practical squad as with any squad.
Motivation is the force that energizes behaviour, gives way to behavior, and underlines the inclination to prevail. This definition recognizes that in order to accomplish ends, persons must be sufficiently stimulated and energetic, must hold a clear focal point on what is to be achieved, and must be willing to perpetrate their energy for a long adequate period of clip to recognize their purpose.
Because motive is an internal force, we can non mensurate the motive of others straight. Alternatively, we typically infer whether or non other persons are motivated by watching their behaviour. For illustration, we might reason that an technology friend who works tardily every eventide, goes to the office on weekends, and endlessly reads the latest technology diaries is extremely motivated to make good. Conversely, we might surmise that an technology friend who is normally the first one out the door at discontinuing clip, seldom puts in excess hours, and by and large spends small clip reading up on new developments in the field is non really motivated to stand out.
Working conditions can impact a worker ‘s public presentation. Numerous breaks, excess assignments, or cramped office infinite may negatively act upon public presentation. On the other manus, a quiet topographic point to work, the aid of helpers, and ample support resources, such as equipment, may hold a positive consequence on undertaking public presentation. Therefore existent public presentation is likely to be map of ability, motive, and working conditions.
As a consequence, it is of import that directors hire persons who have the ability to make what is required. Then the direction challenge is supplying working conditions that raising and support single motive to work toward organisational ends.
The chief elements in the motive procedure are shown in the figure below.
Hierachy of demands theory
Acquired demands theory
Social acquisition theory
Actual public presentation is a map of ability and working conditions, every bit good as motive. Attempts to understand the motivational procedure have centered on several major elements: demands, cognitive activities, and wages and support issues.
Needs theories argue that we behave the manner we do because we have internal demands we are trying to carry through. These theories are sometimes called content theories because they focus on what motivates others. For illustration, Maslow argues that our demands organize a five-level hierarchy, runing from physiological to self-actualisation demands.
Herzberg ‘s two-factor theory contends that hygiene factors are necessary to maintain workers from experiencing dissatisfied, but merely incentives can take workers to experience satisfied and motivated.
ERG theory updates Maslow ‘s attack by suggesting three demand degrees and including the frustration-regression rule and the satisfaction-progression account of motion among demand degrees.
While the hierarchy of demands and ERG theories view certain demands as inherent, McClelland ‘s acquired-needs theory argues that demands are acquired or learned on the footing of our life experiences. His work has focused peculiarly on demands for accomplishment, association, and power, every bit good as on how these demands affect managerial success.
Cognitive theories, sometimes called procedure theories, effort to insulate the thought patterns we use in make up one’s minding whether or non to act in a certain manner. Expectancy theory postulates that in make up one’s minding how much attempt to use in a given way, we consider three issues: effort-performance anticipation ( the chance that our attempts will take to the needed public presentation degree ) , performance-outcome anticipation ( the chance that our successful public presentation will take to certain results ) , and valency ( the anticipated value of the assorted results or wagess ) .
Equity theory indicates that we prefer state of affairss of balance, or equity, which occurs when we perceive the ratio of our inputs and results to be equal to the ratio of inputs and results of a comparing other ( or others ) .
Goal-setting theory high spots the importance of end committedness, specific and ambitious ends, and feedback. Goal puting plants by directing attending and action, mobilising attempt, increasing continuity, and promoting the development of schemes to accomplish the ends.
Reinforcement theory argues that our behaviour can be explained by effects in the environment. The four major types of support are positive support, negative support, extinction, and penalty. Agendas of support stipulate the footing for and timing of positive wagess. They include fixed-interval, fixed-ratio, variable-interval, and variable-ratio agendas.
Social larning theory argues that larning occurs through the uninterrupted interaction of our behaviours, assorted personal factors, and environmental forces. Three cognitively related procedures are peculiarly of import: symbolic procedures, vicarious
acquisition, and self-denial.
The grade to which activities in the administration are subdivided into separate occupations.
Example: Lim Teng Zui is the Assistant Event Technician who specialises in mending and keeping the operations in the company. Tanya Chew is the Director of Event and Promotion who organises events for the company and promotes all the events that are held by the company.
The footing by which occupations with the similar features are arranged to be in the same section.
Example: There are a few sections in Work Allocation Singapore ( WAS ) including Event and Promotion section, Finance section, Training section, Job Matching section, etc. All the employees are grouped into these functional sections.
Chain of Command
An unbroken line of authorization that finally links each person with the top organizational place through a managerial place at each consecutive bed in between.
Example: Alan Lui is the Chief Executive Officer ( CEO ) of WAS. Each person in the administration is able to place his or her foreman and follow the line of authorization through the administration all the manner to the top place.
Span of Control
The figure of subsidiaries a director can expeditiously and efficaciously direct.
Example: WAS is an administration that has a narrow span of bid. There is a tight supervising in each section where the employees have small liberty to do determinations and have to describe every item to their several Head of Department.
The grade to which occupations within the administration are standardised.
Example: WAS is an administration which relies on written policies, regulations, processs, occupation description, and other paperss to stipulate what actions are ( or are non ) to be taken under a given set of fortunes. Everything must be in black and white as a mean of formalization.
The grade to which decision-making is concentrated at a individual point in the administration.
Example: Alan Lui who is the Chief executive officer of the company makes all the determinations and the employees have no rights to object their CEO ‘s determinations.
A scheme that emphasizes tight cost controls, turning away of unneeded invention or selling disbursals, and monetary value film editing.
Example: WAS is a mechanistic construction that performs high formalization, high centralization, tight cost control, and extended work specialization. In order to salvage cost, the employees are instructed to maintain the fresh stuffs at a proper site where cover tape is used to cover those stuffs.
Group ( s )
Two or more persons interacting and mutualist, who have come together to accomplish peculiar aims.
A designated work group defined by the administration ‘s construction.
Command Group – a group composed of the persons who report straight to a given director. For illustration, the secretary of Tanya Chew studies straight to her sing the outstanding occupation.
Task Group – a group of people who work together to finish a occupation or undertaking. For illustration, the employees of WAS are grouped together as squad to do the occupation fair a success.
A group that is neither officially structured nor organisationally determined. It appears in response to the demand for societal contact.
Friendship Group – a group of people brought together because they portion one or more common features. For illustration, Alan Lui, Eric Tan and Lau Chee Hong group together and play golf after the meeting.
A group whose single attempts consequence in a public presentation that is greater than the amount of the single inputs.
Teams that use computing machine engineering to bind together physically spread members in order to accomplish a common end.
Example: Tanya Chew, Eric Tan, Lau Chee Hong and Alan Lui use computing machine engineering to voice their sentiments and ailments via electronic mail. To utilize the installations in the office after the office hr, Tanya Chew is required to acquire permission from the higher authorization via electronic mail.
Employees from about the same hierarchal degree but from different work countries, who come together to carry through a undertaking.
Example: Tanya Chew and Bee Hua who work in the same hierarchy but are from different work countries, acquire together and do the occupation fair a successfully. To acquire the occupation done, Tanya Chew and other staffs work together to clean the work topographic point.
Motivation – the procedures that account for an person ‘s strength, way, and continuity of attempt toward achieving a end.
Theory X and Theory Y ( Douglas McGregor )
Employees are assumed to dislike work, lack aspiration, avoid duty, and must be directed and coerced to execute.
Example: Lim Teng Zui and his friends are unmotivated and lazy as they refuse to work overtime and they are loath to unclutter up the fresh stuffs when being instructed by Tanya Chew.
Employees are assumed to wish work, seek duty, are capable of doing determinations, and exert autonomy and self-denial when committed to a end.
Example: Tanya Chew emphasizes on work effectivity and efficiency and she is dedicated to her occupation as she is willing to give her clip and work beyond the office hr to acquire the occupation done.
Two-Factor Theory ( Herzberg ‘s Motivation-Hygiene Theory )
Motivator – factors that seem to do persons experience satisfied with their occupations
Example: Tanya Chew needs intrinsic factors such as disputing work, acknowledgment, and higher duty which will supply her satisfaction and motive.
Hygiene factor – factors that seem to do persons experience dissatisfied with their occupations.
Example: Lim Teng Zui requires extrinsic factors such as occupation security and a better wage in which he will experience dissatisfied without these factors and yet he is non be motivated with the presence of these factors.
David McClelland ‘s Theory of Needs
Need of Achievement – The thrust to stand out, to accomplish in relation to a set of criterions, to endeavor to win.
Example: Tanya Chew and Lim Teng Zui need the occupation carnival to be done successfully and they approach the curate to remind him about the occupation carnival in a originative manner. They say, “ This is portion of my occupation, just plenty. ”
Need For Affiliation – The desire for friendly and close personal relationships.
Example: Lim Teng Zui has a strong relationship with two of his friends. They work together in the same section and they even stay under the same roof.
Need for Power – The demand to do others act in a manner that they would non hold behaved otherwise.
Example: Eric Tan, Lau Chee Hong and Tanya Chew battle for power and they try many different ways to derive acknowledgment from the foreman, Alan Lui.
Lim Teng Zui
Played by Gurmit Singh.
Father of Xiao Mei.
Loves his girl.
Serves as a technician in WAS.
Played by Fann Wong.
Director of Event and Promotion Department.
Not really caring towards her female parent.
Played by Moses Lim
Director of Training Department
Lau Chee Hong
Played by Steven Won.
Director of Job Matching Department.
Played by Michael Chong
Chief executive officer of Work Allocation Singapore ( WAS )
Not concerned about the public assistance of the workers.
Emphasizes on the effectivity of the workers
Black Jack and Bamboo
Friends of Lim Teng Zui.
Friendship oriented ( impart money to Lim to settle his fiscal jobs ) .
Not self- motivated.
Lazy and irresponsible.
Tanya ‘s female parent
Self-motivated, practise self-denial.
Cares for her girl.
Played by Grace Ng.
Always follows the regulations and ordinances.
Has endowment in playing piano.
Loves her Dad.