Vdot Paper Essay Example
Running head: VIRGINIA DEPARTMENT OF TRANSPORTATION CASE STUDY
Virginia Department of Transportation Case Study A high-performance business or body, time after time, attains excellence whilst fashioning a first-rate work atmosphere (Schermerhorn, 2010). The Virginia Department of Transportation (VDOT) was once considered a premier transportation department, but over the years their reputation had become damaged due to budget overruns and a public perception that VDOT could not do its job. When Mark Warner was elected governor of Virginia in 2001, he wanted a new commissioner for VDOT that had private sector experience to turn VDOT around. His search led him to appoint Philip Shucet, a transportation engineer with both public and private sector experience. This paper will discuss some of the management theories that could have been applied to problems at VDOT, as well as how management has reacted to challenges. Next, an environmental analysis will be conducted and short, mid, and long-term goals will be discussed. Finally, Shucet’s motivation to take the job and the motivational problems at VDOT will be addressed.
Management Theories McGregor’s Theory X “assumes that people dislike work, lack ambition, are irresponsible and resistant to change, and prefer to be led” (Oke, 2011, pg. 26). Theory Y “assumes that people are willing to work, accept responsibility, and are capable of self-direction and creativity” (Oke, 2011, pg. 26). When Shucet arrived at VDOT, Theory X was much more in place, as is often the case in large bureaucracies. There was little teamwork or communication between departments and no one really knew the status of any of the projects (Clawson & Yemen, 2011). If Shucet implemented Theory Y much of this would change as employees took responsibility for their projects and became motivated to succeed. Frederick Taylor’s scientific management theory would also help to improve performance at VDOT. Taylor’s theory stresses finding the right
Virginia Department of Transportation Case Study A high-performance business or body, time after time, attains excellence whilst fashioning a first-rate work atmosphere (Schermerhorn, 2010). The Virginia Department of Transportation (VDOT) was once considered a premier transportation department, but over the years their reputation had become damaged due to budget overruns and a public perception that VDOT could not do its job. When Mark Warner was elected governor of Virginia in 2001, he wanted a new commissioner for VDOT that had private sector experience to turn VDOT around. His search led him to appoint Philip Shucet, a transportation engineer with both public and private sector experience. This paper will discuss some of the management theories that could have been applied to problems at VDOT, as well as how management has reacted to challenges. Next, an environmental analysis will be conducted and short, mid, and long-term goals will be discussed. Finally, Shucet’s motivation to take the job and the motivational problems at VDOT will be addressed.
Management Theories McGregor’s Theory X “assumes that people dislike work, lack ambition, are irresponsible and resistant to change, and prefer to be led” (Oke, 2011, pg. 26). Theory Y “assumes that people are willing to work, accept responsibility, and are capable of self-direction and creativity” (Oke, 2011, pg. 26). When Shucet arrived at VDOT, Theory X was much more in place, as is often the case in large bureaucracies. There was little teamwork or communication between departments and no one really knew the status of any of the projects (Clawson & Yemen, 2011). If Shucet implemented Theory Y much of this would change as employees took responsibility for their projects and became motivated to succeed. Frederick Taylor’s scientific management theory would also help to improve performance at VDOT. Taylor’s theory stresses finding the right