I was working for 10 years at the USA Business School, at the Madrid headquarters, as a teacher of the Social and Management Skills subject . I have very good memories of that professional experience, especially of the students, with some of them I still maintain contact through LinkedIn, and it is gratifying to see how they grow professionally.
I have always been quite a pedagogical craftsman, especially when I couldn't find what I needed. In this topic, I needed some case studies to apply the knowledge of motivation of people , which, in this module, were these:
The knowledge provided in the 30-page dossier spoke, of course, of Maslow, Allport, Rogers, Pastor Ramos, Pérez López (the classic distinction between extrinsic, intrinsic and transcendent), Triandis, Dessler, Herzberg, Morrison, Vega y Garrido, Chiavenato , Vroom, Mayntz, Galbraith, Piñuel (The Inner Resignation) and a certain César Gª-Rincón. All duly cited and recognized, as it should be.
I invented these cases because the first case I worked on was one from a book entitled " Practical cases of human resources and labor relations " (Ed. Pirámide), the only one in that book on motivation, a good case, but it seemed to me It was not enough to apply the theory to a practical case, so I proceeded to invent three brief cases of three different situations, thinking that the students could apply different motivational theories to them.
These three cases served me perfectly to evaluate not so much the students' knowledge about People Motivation, but above all, how we apply that knowledge to solve real problems. Here I share them in case they could be useful to other trainers. As I do with other authors, and as intellectual property mandates, if they are used, please do not forget to cite the author, thank you. And also, if you are interested in acquiring this manual, as a theoretical complement to the practical cases, it is available in PDF through my catalog of training products Cooking Apprenticeships HERE . You can previously consult the content in my channel of Previews of my dynamics and manuals HERE .
Clara is responsible for the layout of a prestigious fashion and beauty magazine specializing in catalog sales. For two years she has been thinking about changing jobs because she no longer likes what she does, in fact she has taken photography courses because she wants to try it at a client company in the sector.
Precisely two years ago, and after the dizzying growth of the magazine, the management decided to subcontract to an agency the entire process of selecting designs and trends, photographing models, etc., in which Clara had previously actively participated: she visited fairs fashion, he was present at the photo sessions, and once all the material was ready, he laid it out in the magazine ready for printing. Let's say that the magazine was for her like a child that she conceived and gestated from beginning to end, and in the company her creativity and her way of making the magazine-catalogue was highly valued.
Currently, he has a theoretically more comfortable job, because all he has to do is lay out all the work that they already give him. He does not agree with some reports and decisions that are made, and when he tries to make proposals or changes, he feels that no one listens to him and even that they put him off. What's more: in the last two issues, the subcontracted company, through Clara's director, has suggested how the magazine should be laid out, and Clara has had to accept those suggestions, even going against the basic principles of layout.