06 Cage

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Changing Cage Case

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06 Cage

  1. 1. MOTIVATION IN THE CHANGING CAGE
  2. 2. CONTEXT <ul><li>WORK HAS LITTLE TO OFFER </li></ul><ul><ul><li>Service work </li></ul></ul><ul><ul><li>Backend job </li></ul></ul><ul><ul><li>Monotonous </li></ul></ul><ul><li>LARGE ORGANISATION </li></ul><ul><ul><li>Difficult to find an anchor </li></ul></ul>
  3. 3. LOGIC OF GROUP <ul><li>STRONG GROUP CULTURE </li></ul><ul><ul><li>Identity </li></ul></ul><ul><li>EXCLUSIVE FEELING </li></ul><ul><ul><li>Group norms </li></ul></ul><ul><li>WORK AND PLAY </li></ul><ul><ul><li>Autonomy </li></ul></ul><ul><li>GROUP COHESION TURNED AGAINST THE ORGANISATION </li></ul>
  4. 4. LOGIC OF ORGN. <ul><li>WORK VS. PLAY </li></ul><ul><li>PROCEDURES </li></ul><ul><li>PROCESS OF CHANGE </li></ul><ul><li>POLITICS OF CHANGE </li></ul><ul><li>JOB DEFN. OF BURKE </li></ul><ul><ul><li>Means become ends </li></ul></ul>
  5. 5. HUMAN MOTIVATION <ul><li>SIGNIFICANCE OF NONMONETARY FACTORS </li></ul><ul><ul><li>Group </li></ul></ul><ul><ul><li>Privilege </li></ul></ul><ul><ul><li>Autonomy </li></ul></ul><ul><ul><li>Play </li></ul></ul><ul><li>TECHNICAL SOLNS. HAVE HUMAN IMPLICATIONS </li></ul>
  6. 6. Human Motivation is Subtle <ul><li>Often it is taken for granted </li></ul><ul><li>One may lose it through apparently trivial actions </li></ul>

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