Good morning/eveningSarb and ClassThis journal presentation outlines and reflects on my experiences during the first eight weeks of my industry placement for IND303.
The company in which I am conducting my placement is at my current workplace in AMP Limited, located in Circular Quay, Sydney.Starting in 1984 as a non-profit insurance company, AMP Limited has emerged into the largest financial services company in Australia and New Zealand. Today, the multi-billion dollar company provides financial planning advice, banking, life insurance, managed funds , superannuation, property, listed assets and infrastructure to its customers. AMP helps people and organisations build financial security. Some of the major companies that AMP helps include Woolworths and Coca Cola Amatil.
I have been working at AMP since October 2013 as an events coordinator and Admin assistant. My current role involves organising a number of booths around Australia which promotes ‘the power of one’ campaign. This campaign allows AMP customers the opportunity to consolidate their super into one account. I have many responsibilities such as liaising with financial planers and AMP customers, organising venue, location and date of each event, gathering and sending relevant information to customers and managers and setting up and down of each booth/event.The following slides outlines my experiences and reflections on my workplace based on the IND303 course work theory we have been learning for the last 8 weeks.
During week 1, the course theory talks about work, society and culture, which provided me the information that allowed me to better understand the structure of AMP as a whole. Organisations are set up in different ways to accomplish specific goals and the structure of the organisation can therefore help its progress towards accomplishing these goals. By observing my workplace, I found that due to the large scope of the organisation and the many different areas in the company, that AMP’s organisational structure is a Functional structure. A functional structure is set up that each portion of the organisation is grouped according to its purpose. AMP Limited as an organisation involves three business units, which include AMP financial services, AMP Capital and AMP self managed superannuation fund, and therefore runs in a hierarchical structure rather than a formal one. The Organisation is run by CEO, Craig Dunn, and due to the many subsidies involved in the organisation, there a varies number of managers and directors that lead each department. My role is the event coordinator in the consolidation and rollover program project. Our team structure involves 10 people who are all managed by the program manager, who in turn reports to another head manager. The organisational chart provided shows the structure formed for my specific area in AMP which is the consolidation and rollover program in the Projects Sector. As mentioned before, this is only a small sector of departments and projects in AMP. AMP Limited has over 5,500 employees Australia wide and it is important to distinguish in such a large organisation which divisions belong to which areas of departments.
The culture of a company is what makes it work as a successful unit. Once the organisational structure is set, if employees are not satisfied at the workplace, then the culture of the organisation is at fault. AMP has a very easy going, yet professional culture. The people are friendly and offer advice and information to anyone that seeks it, but stays professional at all times. I feel it is an easy-going atmosphere at AMP and it offers me the opportunity to be myself and generate contacts to further my time and place at AMP. It is important to AMP for the culture of the organisation to promote innovation and stability to its employees by focusing on team and people orientation and the relationship of employees throughout the organisations – People matter.
Week 2 of the course we learnt about the different leadership styles then observed to see which leadership model my manager is. My manager’s leadership style fits within the Ohio State Model of task-orientated leadership or the initiating structure. As a task-orientated leader, my manager focuses their behviours on the organisational structure, the operating procedures and ultimately getting the job done. This means that she only focuses on getting the task done and isn’t interested in how it get’s done. Because she is typically concerned with the step-to-step solution of the task at hand, we has her employees generally get the short end of the stick and often get neglected when it comes to training. I have been reporting to my manager for the past 8 weeks and have found that she can be direct, has amazing tie management skills but lacks in creativity. As a task-orientated leader, she does however ensure that deadlines are met and jobs are completed, and it's especially useful for those team members who don’t manage their time as well. Additionally, she tends to exemplify strong understanding of how to get the job done by focusing on the necessary workplace procedures, thus can delegate work accordingly in order to ensure that everything gets done in a timely and productive manner.However, as a task-oriented leaders, she doesn’t tend to think much about her team's well-being, and this approach can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems
When I talk about motivation, I ultimately think of Maslow’s Hierarchy of Needs, which incorporates what people consider to be the most desirable attributes of life and therefore work life. However considering that my role is a contract role for three months, my motivators rely more on my future career rather than what Maslow believes to be a necessity According to Herzberg’s two-factor theory of motivation, there are certain factors in the workplace that cause job satisfaction, while separate set of factors cause dissatisfaction. My manager fits mostly with the ‘Motivator Hygiene theory’. She motivates her team by providing positive rewards such as team lunches and gives us the opportunity to advance our work status. By giving us something to work for, the team continue to work effectively and efficiently.Regarding my motivation in my workplace, I place my experiences from the last three weeks into three categories; achievement, affiliation and power. Regarding achievement, I have a strong need to accomplish challenging goals. If there is something that I don’t have the answer for, I am determined to find the answer. I also life to receive regular feedback on the progress of my work. It is important for me to achieve the best possible outcome in every aspect of my work. Regarding affiliation, I have a tendency to belong to my group of team mates, and it is important that my work relationship is positive in order for me to satisfy my achievement needs. Power, relates not for the need to control, but to eventually make my way into a more permanent role in AMP.
As part of the learning contract assignment in Week 4, I had taken part in the Honey and Mumford’s Learning Style Questionnaire, which determined which style of learning best described me. I had learnt that I was a Theorist which means that I am able to not only learn better but also to adapt to different situations as I get a better fit between learning opportunities and the way I learn best. As a theorist, I also like to understand the ‘concepts’ behind certain actions and that I need models, concepts and facts in order to participate in the learning process.
According to the Myer Briggs type indicator test, my personality score resulted in the ESFJ, which is the extraverted sensing feeling and judging type. This personality type demonstrates that I have leadership personality as I enjoy being in charge as well as enjoy and joyfully observe traditions and rules. Also as an ESFJ, my primary mode of living is focused externally, where I deal with things according to how I feel about them, or how they fit in with your personal value system. My secondary mode is internal, where I take things in via my five senses in a literal, concrete fashion. I am a people person whichand often find myself in in occupations that either involve a lot of direct interactions with other people or involve responsibility for critical tasks. As the events coordinator in AMP I am able to communicate effectively with other team members and clients. For example, when I need to organise the venue, time, date and location of each booth, I need to be able to take control of each checklist and organise with the clients to gather the relevant information needed.
Teamwork can be defined as a cooperative process that allows ordinary people to achieve extraordinary results.The team within my workplace is small yet extraordinary and very easy to communicate with. They have continuously helped me, and each other, to fulfill the necessary tasks. This type of positive Behaviour helped create a more relaxing atmosphere which in turn created a positive impact on my task completion. Week 6 determines the difference between a team and group. I feel I work in a team rather than a group as I find that the difference between group work and teamwork is that when forming a group, like in college, can be quite formal, and controlled, where as a working in a team, can be quite similar as we all focus on the outcome of the work. When working in a team there is more freedom for members in task differentiation and boundary and task control.My team at AMP is quite small and is seen as very formal as it is run my the head of the team – the project manager, who takes the lead and managers the event coordinators, such as myself.
Week 7 talks about power, authority and control. Leadership and power are very closely related, however those leaders who have power, have power for different reasons. I started observing those people in my workplace who have power and I noticed that some people are powerful because they alone have the ability to give you a bonus or a raise, or can fire you, or assign you tasks you don't like, while others are powerful because they're experts in their fields, or because their team members admire them.According to the French and Raven Theory of Power, my manager falls under having both legitimate power and reward power, both in which are acclaimed through the position she is in, as manager. As our manager she has the responsibility and authority over what we do, when we do and how we do a certain task. Her reward power enables her to confer rewards onto her employees. Such rewards include team lunches, opportunities to go to social events, recognition and positive feedback and the opportunity to rise in status. These types of incentives is a great motivator to work effectively on each task at hand.
During week 8 we are to submit our reflective journal on the processes we had to do in reference to the course work theory. I hope you enjoyed the presentation and found out a little about my workplace at AMP Limited.
Reflective Journal Presentation - Michka Mahabadi
Company: AMP Limited
Company Motto: “Favourite for Advice”
AMP Limited began in 1894
They manage A$179 billion in assets for their customers.
There are around 865,000 shareholders.
Across Australia, New Zealand and Asia there are 5,749
Major clients include; Woolworths and Coca Cola Amatil
Title: Events Coordinator / Admin Assistant
What I do:
My role requires me to organise and a number of booths around Australia promoting the
consolidation of customer super accounts.
Liaising with financial planners
Liaising with AMP customers – collecting relevant information
Organising venue, location, time and day of the event (booth)
Sending relevant documentation to customers and managers
Bump in and out of ‘super’ boothc
Week 1 – Work Structure
• AMP Financial Services
• AMP Capital
• AMP SMSF
• Financial Advice
• Personal Insurance
Week 1 – Culture
“AMP believes that ‘People
Matter’ and it is important to
relationships in order for a
successful outcome to occur”
Week 2 – Leadership & Management
My Managers leadership style is Task-Orientated
• Focused on getting the job done
• Low moral
• Clarify the purpose of the job
• Increase turnover
• Precise task definition
• Ignores alternative ideas - lack of
• Organisational skills
• Time management skills
Week 3 – Motivation & Morale
• Friendly relationships
• Team players
The attainment of challenging goals
Need for feedback
Sense of Accomplishment
Advancements in the job
Need to make an impact
Increasing personal status
Week 4 – Learning Contract & Formal
Strengths: organising and planning events using structure and systems successfully
complete the job.
Week 5 – Differences in Personalities &
Associated Work Behaviour
My Personality type is:
Week 6 – Moving from Groups to Teams
“Teamwork is the process of working
collaboratively with a group of people
in order to achieve a goal.”
Business Dictionary, 2013
Week 7 – Power, Authority, Control &
My manager encompasses Legitimate / Reward Power
power you derive from your formal position or office held in the organization's
hierarchy of authority
Only influenced by position
power of a manager to give some type of reward to an employee as a means to
influence the employee to act.
Control others with the
basis of rewards
Employees may be tempted to engage in
May create competition
Focus may be away from their jobs
Week 8 – Reflective Journal
• Work Structure:
Friendly while professional
Achievement, Affiliation, Power
• Learning Contract: