(5) People in Organisation Titles from TVChoice listed for information only

MOTIVATION DECISIONS (30 minutes, 2000) 
It isn't easy to know what motivates or demotivates staff. Here four case studies challenge the viewer to deal with motivational problems. Francis is a top salesman and feels he's underpaid. Is money really the root of his problem? Are other factors at work? Parminder is finding things tough. Is it due to racism? Or is she a square peg in a round hole? Patrick is an engineer. If the firm listened to him, it might make more sales. Debbie's started making "silly mistakes". Is this due to personal problems or changes at work?
THE TEAMWORKING EXPERIMENT (30 minutes, 1999)
Why are companies turning to teamworking to motivate their staff? This film tells the story of an experiment at one firm which goes dramatically wrong. Tony Spence, sales director, of Comtex Limited, used to shout and bullied staff to get results. But now, against a background of falling sales, Tony claims to have changed. He says he wants to try a new approach based on teamworking and empowerment.In the past decisions were taken at the top of the company and staff below simply did what they were told. But the new system means that staff themselves, working in teams, will take control. At first things look good. Staff are motivated by their new independence. But Tony comes to believe that the balance of power has shifted too far and the video ends in a bitter confrontation.
WHAT IS MOTIVATION? (30 minutes, 1999)
Most people think a highly motivated workforce is the key to a successful organisation. But what exactly is motivation? And how can people be motivated? Using a wealth of interviews and case study material, this video offers a clear introduction to this central business theme. It explains and illustrates the classic theories about worker motivation from Taylor to Maslow and MacGregor.These days companies promote concepts such as teamworking and empowerment as the key to motivation. Outdoors adventure courses promise to bond staff together in highly motivated teams. But what's the reality behind the hype? Are most workers lazy and not to be trusted? Or will they work hard and achieve their best given the right environment?
HEALTH AND SAFETY IN THE OFFICE (29 minutes, 1999)
Someone is seriously injured at work in Britain every five seconds. Traditionally, the factory and the building site have been seen as the main danger areas, but what about the modern office? This video offers a guide to the key issues. The most common risks are accidents like slips, trips and falls, but what happens when that pain in the neck isn't being caused by a dodgy office chair but an aggressive office manager? Stress, bullying at work, repetitive strain injury - problems like these are transforming the once A 'cosy' image of the office. Using real-life case study examples, the video vividly illustrates the key problems. It also explains the legal issues, the employer's responsibilities and the role of trade unions.
1. PERSONNEL DECISIONS (30 minutes) (1998)
Case Study 1: The Failing Employee. Russell used to be the number one salesman in photocopier company Comtex. But recently he's been coming in late, taking time off, staring into space. Sales director Tony Spence wants him sacked, but is this the best option?
Case Study 2: Sexual Harrassment. Debbie has complained that Paul, her manager, is sexually harassing her. Paul denies her charge and says that Debbie is incompetent. What should the company do?
Case Study 3: Unfair Dismissal. Travel company boss Martin Davis has a shouting match with alex, one of his employees. She storms out and is now suing for unfair dismissal. Should they fight the case or reach a settlement?
2. WORKING IN ORGANISATIONS (39 minutes) (1996)
What's it like to work in different kinds of organisation? How do roles and responsibilities vary from business to business? People in a variety of organisations speak candidly about what their jobs mean to them. Tpoics covered include new working practices, productivity and the role of unions. There are six sections, each featuring a different working environment. These are, a sales company, a supermarket, a chartered accountant, a small training company, the housing department of a local council and a factory.
3. MANAGEMENT STYLES (31 minutes) (1992)
Management is about getting things done. But critical to the way managers get things done is the way they set about doing it - their management style. This video features different kinds of management style in action in different work situations. There's the epitome of the autocratic manager, Tony, bullying and humiliating his team of sales people. Then there's the supermarket personnel manager who takes a more gentle approach. We meet the the general manager in a manufacturing company, whose "door is always open" to his staff and the marketing manager bringing change to the public sector.
4. RECRUITMENT IN ACTION (32 minutes) (1995)
How does a business set about recruiting a new member of staff? Set in a travel company, this video offers a blow-by-blow account of the recruitment process, from producing the job description to the final selection of the successful candidate. We eavesdrop as the sales , marketing and personnel managers interview three very different candidates and debate their merits in candid terms. Eventually they choose the person for the job but how successful will their choice prove?
5. MANAGING WITH TEAMS (27 minutes) (1993)
How can team-working improve the commercial competitiveness of a business? This video looks at how car rental company U-Drive Rentals has used teams to cut management costs and improve the business' marketing effort. The video seeks to answer key questions: do teams genuinely work or do they take too long? Do they really enable staff to participate in decision-making?
6. FLATTENING THE ORGANISATION (42 minutes) (1993)
What does a company do when it wants to flatten its hierarchy? This video explores how Lloyd's Bank sent staff on a training weekend to "Camelot" (in reality a farm in Wales) to prepare them for revolutionary change.In the past, like most other organisations, the computer systems department of the bank was managed by a hierarchy, with the chief manager at the top presiding over other managers and their staff. Now the hierarchy is being flattened and responsibility pushed down the organisation. The aim is to introduce "matrix management".
7. THE LEARNING ORGANISATION (25 minutes) (1992)
Much is heard about how the development of a firm's "human resources" - its personnel - can transform the fortunes of a business. This case study shows how one company , Club 24, claims to have turned this theory into profitable reality by introducing active learning techniques.Clothes retailer Next set up Club 24 to collect payments from customers buying clothes on credit. But financial crisis loomed. Poor collection rates and high staff turnover had brought the threat of closure. The firm's new learning culture has improved morale and staff are staying longer, but it has also succeeded in hard financial terms.
8. A PRACTICAL GUIDE TO MANAGEMENT SELF-DEVELOPMENT (25 minutes) (1991)
The management and supervision of people depends on an ability to understand and communicate with them. But such skills are hard to teach and conventional management training techniques have shown limited results. A new approach to this problem is management self-development. The video shows a group of managers from a variety of different kinds of organisations putting self-development exercises to the test. In the process they discover important things about themselves and become better able to deal with problems.
9. SHELF LIFE (27 minutes) (1992)
This video provides an insight into personnel problems at every level of a busy supermarket. At the sharp end are the checkout operators. They shift half a ton of goods every two hours and repetitive strain injury is a common complaint. Against this background we follow the working day of the personnel manager. With responsibility for 400 staff, she faces a wide variety of welfare problems. We see her recruit a new employee and outline pay and conditions. She also has to solve a difficult disciplinary problem.
10. MAKING THE DIFFERENCE (20 minutes) (1992)
As more and more businesses become international, so the risk increases of cultural misunderstandings. And it's not just a question of the language barrier: many other problems can arise.Results v relationships: in the west people believe in "getting down to business"; elsewhere it's more important to first establish a relationship.Time: across the world there are widely different attitudes to time and what it means to be late.Body language: the simplest gesture can cause great offence.Attitudes to women: different cultural attitudes can make doing business difficult for the unwary.Yes means no: people in some cultures hate to say no even when they want to say no.
11. SICK BUILDINGS (23 minutes) (1989)
"I felt very tired and towards the end of the day I could hardly do anything. Within an hour of coming out of the building I could feel my energy coming back." Alison is one of growing numbers of workers who claim to be suffering from sick building syndrome. This video sets out to explore what sick buildings are. It also looks at other health and safety problems associated with buildings, such as Legionnaire's Disease.
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