People in Organisations: Anglian Water Team Motivation and Success

This report examines the Anglian Water Group's approach to team formation and employee motivation, emphasizing the importance of people as a key resource. It explores various strategies for building effective teams, including fair compensation, a positive work environment, opportunities for self-development, fostering collaboration, and encouraging employee happiness. The report also highlights essential team development attributes such as trust, effective communication, and a focus on shared goals and collective responsibility. The analysis draws on multiple academic sources to support its findings, providing a comprehensive overview of how Anglian Water can achieve organizational success through motivated and well-structured teams.

PEOPLE IN ORGANIZATION - ANGLIAN WATER GROUP
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 Team formation allows Anglian Water to get its important
duties done
 . In Anglian Water Group, people are the major and essential
resource of every operation (Mullins 2018, p. 12).
 Every leader within the organization is required to possess the
motivation strategy
Question 2
Motivation and effective teams, and presentation

 Paying workers what they are worth, providing a pleasant working place for workers,
offering opportunities for self-development, fostering collaboration within the team, and
encouraging happiness among team members
 Setting clear goals, not punishing failure, avoiding micromanagement, effective
communication with staffs, sharing vision of organization with every member, offer
challenging tasks, empowering every staff, creating healthy competition, and avoiding
useless meetings within the company (Hye Oh, Sangmin Lee and Se Hyung 2018, p.
852).
Ways in which Anglian Water may build effective teams
through motivation

 Better payment will reduce cases of turnover leading to
high productivity rate among employees (Silva and
Merino 2017, p. 207).
 Better payment will ensure that every worker feels
appreciated
Paying workers what they are worth

 Every individual wants to work in the operational
environment that is clean as well as stimulating
 Managers need to offer their team of workers with the
much-needed training (Davis 2018, p. 43).
Providing employees with a pleasant place of operations and opportunities for
self-development

 Managers of Group Water Group need to form the nature of
asking operational questions to team members and listen to
their answers (Silva and Merino 2017, p. 209).
 Anglian Group can build effective teams through
motivation by encouraging happiness among workers.
Fostering collaboration within the team of workers and
encouraging happiness

 Major attributes include understanding the lasting strategy of operations and
circular economy thinking
 Trust, appropriate communication channel, and effective leadership, focus on
shared targets with the collective responsibility for failure or success
 Strong work ethic focus on attaining collective outcomes, positive attitude,
extensive planning, management of risk, and strong skills for coordinating
operations (Kingdon, Downe, and Betran 2018, p. 18).
Team development attributes that may contribute to Anglian Water
success

 It aimed at attaining team affiliates to announce and depict
different flaws and doubts to one other (Goodson 2016, p. 407).
 Built trust has allowed the company to apply its model of High-
Performance Teams (HPT) to deliver the collaborative and
integrated organization
Trust among members of team

 Effective channel of communication has made it possible
for the business of Anglian Water to grow in supplying
water and domestic recycling services to at least six million
domestic together with domestic clients in the east of
England and Hartlepool (Carr and Potter 2013, p. 69).
Appropriate communication channel and understanding lasting strategy
of operations

Carr, G. and Potter, R. B. (2013) ‘Towards effective water reuse: drivers, challenges and strategies shaping the
organisational management of reclaimed water in Jordan’, Geographical Journal, 179(1), pp. 61–73. doi:
10.1111/j.1475-4959.2012.00478.x.
Davis, D. N. (2018) ‘Linking perception and action through motivation and affect’, Journal of Experimental &
Theoretical Artificial Intelligence, 20(1), pp. 37–60. doi: 10.1080/09528130701472424.
Goodson, C. (2016) ‘Reviews’, Medieval Archaeology, 60(2), pp. 392–431. doi: 10.1080/00766097.2016.1231376.
Hye Oh, Sangmin Lee and Se Hyung Oh (2018) ‘Expatriate Managers’ Cross-Cultural Motivation and Host Country
National Employees’ Attitudes’, Social Behavior & Personality: an international journal, 46(5), pp. 841–860. doi:
10.2224/sbp.6515.
List of References

Jie Tang, Min-Shi Liu And Wen-Bin Liu (2017) ‘How Workplace Fun Influences Employees’ Performance: The Role of
Person-Organization Value Congruence’, Social Behavior & Personality: an international journal, 45(11), pp. 1787–1801.
doi: 10.2224/sbp.6240.
Kingdon, C., Downe, S. and Betran, A. P. (2018) ‘Non-clinical interventions to reduce unnecessary caesarean section targeted
at organisations, facilities and systems: Systematic review of qualitative studies’, PLoS ONE, 13(9), pp. 1–28. doi:
10.1371/journal.pone.0203274.
Marr, M. D. (2016) ‘Urban Welfare Regimes, Organizational Cultures, and Client-Staff Tie Activation: A Comparison of
Transitional Housing Programs in Los Angeles and Tokyo’, Journal of Urban Affairs, 38(2), pp. 214–235. doi:
10.1111/juaf.12193.
Mullins, L. (2013). Management and organisational behaviour, 10th edition. UK: Financial Times: Prentice Hall [Available
on MyiLibrary]
Silva, A. L. and Merino, G. S. A. D. (2017) ‘Potentialities of remote teams in the innovation process in an organization
through the design management’, Strategic Design Research Journal, 10(3), pp. 204–214. doi: 10.4013/sdrj.2017.103.02.
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