Iggy's Bread of the World

Iggy's Bread of the World

When Igor and Ludmilla Ivanovic founded Iggy's Bread of the World in 1994, they knew what they were expecting from their business. They could be described as "socially responsible" entrepreneurs who were more interested in using organic products, treating well their employees and customers rather than generating a lot of profits. Then, evaluating how they would motivate their employees would strongly differ from "normal businesses". Indeed, their management practices would not been perceived as conventional, strictly speaking.

Igor was pursuing a dream and had an intrinsic motivation. He was making a job out of passion. Baking the best products he could for his customers animated him. Considering McClelland's need theory, Igor had a definite need for achievement. At the beginning he was not a baker, neither a businessperson. He worked hard, traveled around the world to finally receive incredible feedbacks from customers and magazines. He also had a need for socialized power. Indeed, he hired people who had no experience in the bakery industry and taught them everything he knew. They would start from scratch and in the end, the organization would work well and the customers would benefit from good products. Igor was so passionate about his job that his employees would be very motivated to work with him. At the head of the company with his wife, he would only focused his energy on the baking side. He would train his new recruit and then he will allow them to have autonomy and responsibility. The employees would then do their best in making products of very high quality. It seemed that he had a gift for empowering people, trusting his subordinates with day-to-day operations. His employees would then be highly motivated in achieving the goals fixed by the company. They would be able to be themselves as individuals and feel they were part of the entity as a whole.

Like her husband, Ludmilla had a passion for the restaurant business. However, her first dream was to become an actress. Her own motivation would be interpreted as intrinsic and extrinsic at the same time. On the one hand, she was enjoying her job at Iggy's. And, on the other hand, contrary to her parents, she was not struggling to earn a living. Within the company, her main motive was a need for affiliation. Still considering McClelland's theory, Ludmilla would be described as a person who had a strong desire for friendly and close interpersonal relationships. She built a strong organizational culture within the firm. The management team would know the employees; make them feel they were part of a big family. Birthday parties and soccer games were common events. The company was very concerned about employee's personal development, coaching. They would even get the chance to have English classes and much more. Moreover, she gave employees the opportunity to experience all the parts of the chain value. Employees would understand the entire process of the organization. If they worked hard and showed interest in the business they would be able to evolve within the firm. Ludmilla was an effective motivator; she valued her employees and performance. People liked the work they were doing.

As managers of their own company, Ludmilla