Identify a cause of poor motivation

Read the case provided below and:
1. Identify a cause of poor motivation (a primary problem) by applying relevant aspects of a motivation theory to any part of the case within a structured paragraph (Maximum half page and a minimum of 2 different sources, articles/books ,3 reference is better ).
https://www.murdoch.edu.au/library
2. In a two-column table list all source (primary) and secondary (symptoms) problems.
3. Provide a SWOT analysis for the organisation in an appendix (1 page maximum).
• Word processed with all discussion for part 1 referenced per the Chicago method.
• Answers to part 1 must have ideas effectively organised within a structured paragraph.
The Analysis and Report Case: Legal Ethics
The case below is ‘the case’ with respect to the individual analysis and report assessments.
You are a management consultant appointed by a local law firm that is having trouble expanding into lucrative markets in the mining industry. Acme and Associates have been operating for nearly two years and have a staff of over 300. Like many law firms its structure is largely defined by industry practice in which partners jealously oversee client portfolios in a largely segmented fashion. Clients deal directly with a solicitor they have known for some time and solicitors earn promotion and bonuses through bringing in new clients and demonstrating their value to the firm in the billable hours (hours charged to clients) they accumulate. Partners and senior solicitors will often have many junior solicitors and legal clerks (Articled Clerk) under their supervision and earn by charging rates over and above the cost of these junior staff to the firm. While an articled clerk may be billed out to clients at over $100 per hour, these staff generally receive less than half that amount. Additionally, these staff are often at the mercy of the partner they answer to in other ways.
While an articled clerk may often work over 70 hours a week, many complain that they have trouble reaching their quota of 40 billable hours per week as they do not get credit for all hours worked from senior partners. Some even complain that senior staff often take credit for their work and charge this out at far more expensive rates. Additionally, senior partners seem aloof and unconcerned about the tremendous pressure for results or the difficulties experienced by junior staff. Many senior staff are the prime culprits in perpetuating these problems in the belief this tough initiation is part of the industry wide “individual high achievement” ethos. One that is summed up well with these words from one partner “I never got an easy ride on my way to the top; it was hard work and perseverance that got me to where I am. Those that make it have the tough mindset that this firm needs to survive – it’s just how it works and what we are left with in the end is the cream.”
Yet Acme and Associates is experiencing many problems in growing its business and achieving greater depth in their service offerings. It was clear that many clients required legal specialists with industry knowledge as litigation was an increasingly complex area in which involvement of a legal function needed to be of a much higher order. Lawyers were now engaged so frequently in the course of doing business that many firms were opting for their own legal function in order to keep commissioned legal practitioners honest. As one partner so aptly put it, “As many of our clients have grown and we accumulate more large firms as clients, we are finding they often have their own legal people that are quick to pick up on where we fail. Our clients are far more sophisticated these days and some of the old practices in which senior staff took credit for the work of articled clerk’s and charged accordingly are causing a crisis in client satisfaction.”
Consequently, Acme and Associates better junior staff are often poached by their clients. As soon as junior staff accumulated enough industry relevant, firm specific experience, they were often head hunted for more secure and attractive roles in these large corporations to assist in contracting, negotiation and risk assessment activities. As a result, Acme and Associates corporate law revenues have remained stagnant or slowly shrinking for some time while other markets have continued to steadily grow. It is clear that unless the firm accumulates the expertise and reputation needed to win lucrative contracts in emerging high growth markets in the corporate sector, they will lose out in a race to establish themselves early.
The firm recently attracted an experienced mining industry legal specialist Connor Macdonald to improve the calibre and scope of service offerings to its considerable number of large mining companies. However, while this specialist has a small team and a starting appointment at senior solicitor level (a relatively high level for a new appointment), he has complained that many senior staff seem unprepared to put their clients through to him. As a result this critical knowledge is not engaged in solving complex problems that need a legal expert with some industry savvy. While many of his colleagues had the mining industry to themselves, none were prepared to include him in discussions. Macdonald was now openly talking of leaving as it was clear his own performance targets for billable hours could not be met while this situation persisted. A point he is now adamant about as most of the senior partners were unresponsive. Recently Macdonald was even told by one partner, “Like the rest of us had to do here, you will need to manage by yourself and earn your own way. You’re not riding on my coat-tails. I had to earn these clients the hard way; by myself.”
Macdonald replied, “What do you want me to do, poach your clients?”
One day Connor Macdonald angrily said to you “I have worked in the mining sector for over 10 years doing deals many times larger than any these pompous clowns have had a hand in. Every time I show them how a client should have been served better they still don’t refer legal matters requiring my expertise. They try to do it themselves and they blow it simply because they know my expertise costs money – money they would rather keep for themselves. I have even been accused of trying to poach clients when all I am trying to do is what the firm has asked of me – fix our problems in the industry.” Indeed, while senior partners have commissioned you to assess the problem from a management perspective, it is clear to you that change is needed and that this change may be unpopular with many. Macdonald and some of his team look stressed in the extreme, complaining of the long hours needed to promote their worth in the firm but, how little they seem to get in return. One senior partner even told Macdonald and his team that some staff might need to go if they can’t get their billable hours up.
End of Case Background

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Step 1: Organise the basic points you have from the research for the case into a theme.
Remember the paragraph exercise from the workshops? Hopefully you have (or will have soon) some basic points from your research put down in writing (with references) and are wondering how to start organising it into a paragraph. Start with your topic sentence by constructing one appropriate for the start of the first question. For obvious reasons this may reflect something about the primary problem you’re identifying.
Step 2: Use only the points about a theory relevant to the analysis – avoid needless detail.
Don’t dwell too much on defining all of the theory theory as you need to integrate other ideas and related concepts to add depth to your analysis within the size constraints and ideally, get your reference count up over the minimum (ie: more than 2). Your focus should be on the issues of greatest relevance to building a strong argument about a primary problem. So you should select only those details (ie: the part/s of the theory such as Expectancy or Instrumentality) necessary in order to identify a primary problem (and cite source/s of ideas).
Step 3: Apply to the case.
So you have said something above about expectancy theory (assuming that was your theory) that’s relevant to the case with a reference, now you should apply it. Explain in your own words how it is relevant by drawing attention to the relevant facts evident in the case in a brief manner (a sentence is usually enough). You can then move onto another point if you wish, such as what is likely to happen given this fact using a reference to back this up.
Step 4: Build a linking sentence to the next paragraph.
For obvious reasons this is more relevant for the report writing as there is no next paragraph in the analysis assessment.

1.0 Analysis Using a Motivation Theory

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Make sure your framework/theory is integrated into your answers but don’t dwell on defining all the theory. Instead focus on the parts of the theory most relevant for the identification and discussion of the primary problem chosen by you. Apply theory and introduce research ideas to add conceptual depth. You may introduce any literature that you locate for this assessment.
Additionally, just before you delete this text and save ensure these criteria are met.
 The discussion for section 1.0 is no more than half a page
 At least 2 references are cited in section 1.0. One reference may be the text.
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2.0 Main Problems Defined
Primary Problems Secondary Problems
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NOTE: It’s not unusual to have many more secondary problems as you can generally distil primary problems down to 3 to 4 (usually 3). Remember to keep points brief (ideally no more than 6 words), avoid duplication points and correctly classify each as either primary or secondary.

3.0 References

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See the library referencing guides for formatting requirements
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4.0 Appendices
4.1 Appendix 1: SWOT Analysis
You’re free to use the template below for a SWOT or make your own (less than 6 words for each point)

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