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This document discusses an enlightened approach to leadership and management development focusing on emotional intelligence, positive human energy, employee engagement, and optimum productivity. It explains that feelings are linked to energy flow, thoughts influence behaviors, and behaviors reflect energy flow. The approach respects science, creates a self-supporting environment, applies total quality management to workplace ethics, and demonstrates a corporate commitment to health and safety. Benefits include allowing trust and understanding to develop, providing a simple transparent system, systematically developing emotional intelligence in leaders, and ensuring goals and objectives are clear. It allows employees to be heard without fear, takes a proactive approach to behaviors, benchmarks behavior performance, and manages complex knowledge organizations and interdependent workforces requiring large investments in leadership
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IEQ Brochure for Clients 1 Page
Integrative Enneagram Solutions offers coaching and assessments to organizations to improve individual, team, and organizational effectiveness. Their Integrative Enneagram Questionnaire assessment provides insights to support clients' personal and professional development goals. It addresses issues such as emotional intelligence, leadership skills, stress, conflict, and career transitions. The assessment helps unlock subconscious motivations and behavior patterns to invite strengths-based reflection and change.
emotional intelligence
The document discusses a study that examines the impact of employee emotional intelligence on self-efficacy, task performance, and organizational citizenship behavior. The study surveyed 400 employees from various organizations in Pakistan. The findings showed that emotional intelligence improves self-efficacy, leading to higher task performance and organizational citizenship behavior. Specifically, the study sought to understand how emotional intelligence correlates with self-efficacy and serves as a bridge between emotional intelligence and job performance.
C:\Fakepath\Motivation And Job Satisfaction
Motivation and job satisfaction are important because workers spend one-third to one-half of their lives at work. Theories of motivation can be divided into content theories, which focus on the importance of work itself, and process theories, which deal with decision-making. Content theories include achievement motivation theory, need hierarchy theory, and ERG theory. Process theories include the motivator-hygiene theory, job characteristics theory, equity theory, and goal-setting theory. While overall job satisfaction has remained steady, satisfaction is lower for government workers. Personal characteristics like age, gender, cognitive ability, and personality can impact job satisfaction. Low job satisfaction can lead to issues like absenteeism and turnover.
Motivation P P T
The document discusses concepts and theories related to employee motivation. It outlines program objectives to understand past, present, and future trends in motivation; develop leadership skills; and problem solve how to motivate employees. Key concepts covered include McGregor's Theory X and Y, Maslow's hierarchy of needs, and Herzberg's motivation-hygiene theory regarding what motivates and satisfies employees.
MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
The document discusses several early theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
- McGregor's theory X and theory Y describe two views of employee motivation - theory X assumes people dislike work and need to be coerced while theory Y assumes people can exercise self-control if committed to objectives.
- Herzberg's two-factor theory distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivation factors like achievement and recognition that can satisfy employees.
Motivation Ppt
Basic introduction to motivation theories and their relation to employee job satisfiers and job motivational factors.
Organisational climae
Organizational climate refers to how employees perceive and interpret their work environment, including whether social relationships are caring, people are treated fairly, and excellence is valued. It is influenced by elements like leadership quality, trust, communication, work meaningfulness, and fair rewards. HR practices can influence organizational climate through employee relations, retention efforts, team building, and other activities aimed at improving employee motivation, performance, and satisfaction.
Motivation
The document discusses several theories of motivation in the workplace including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to self-actualization.
- Herzberg's two-factor theory which separates job satisfaction factors like achievement from dissatisfaction factors like salary.
- Expectancy theory and equity theory which focus on linking rewards to performance and balancing employee inputs and outcomes.
- Goal-setting theory which says specific, challenging goals with feedback motivate employees.
- McGregor's Theory X and Y about employee attitudes toward work.
It also covers job design theories like job enlargement and enrichment as well as management by objectives for aligning individual goals with the organization.
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IEQ Brochure for Clients 1 Page
Integrative Enneagram Solutions offers coaching and assessments to organizations to improve individual, team, and organizational effectiveness. Their Integrative Enneagram Questionnaire assessment provides insights to support clients' personal and professional development goals. It addresses issues such as emotional intelligence, leadership skills, stress, conflict, and career transitions. The assessment helps unlock subconscious motivations and behavior patterns to invite strengths-based reflection and change.
emotional intelligence
The document discusses a study that examines the impact of employee emotional intelligence on self-efficacy, task performance, and organizational citizenship behavior. The study surveyed 400 employees from various organizations in Pakistan. The findings showed that emotional intelligence improves self-efficacy, leading to higher task performance and organizational citizenship behavior. Specifically, the study sought to understand how emotional intelligence correlates with self-efficacy and serves as a bridge between emotional intelligence and job performance.
C:\Fakepath\Motivation And Job Satisfaction
Motivation and job satisfaction are important because workers spend one-third to one-half of their lives at work. Theories of motivation can be divided into content theories, which focus on the importance of work itself, and process theories, which deal with decision-making. Content theories include achievement motivation theory, need hierarchy theory, and ERG theory. Process theories include the motivator-hygiene theory, job characteristics theory, equity theory, and goal-setting theory. While overall job satisfaction has remained steady, satisfaction is lower for government workers. Personal characteristics like age, gender, cognitive ability, and personality can impact job satisfaction. Low job satisfaction can lead to issues like absenteeism and turnover.
Motivation P P T
The document discusses concepts and theories related to employee motivation. It outlines program objectives to understand past, present, and future trends in motivation; develop leadership skills; and problem solve how to motivate employees. Key concepts covered include McGregor's Theory X and Y, Maslow's hierarchy of needs, and Herzberg's motivation-hygiene theory regarding what motivates and satisfies employees.
MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
The document discusses several early theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
- McGregor's theory X and theory Y describe two views of employee motivation - theory X assumes people dislike work and need to be coerced while theory Y assumes people can exercise self-control if committed to objectives.
- Herzberg's two-factor theory distinguishes between hygiene factors like pay and working conditions that prevent dissatisfaction and motivation factors like achievement and recognition that can satisfy employees.
Motivation Ppt
Basic introduction to motivation theories and their relation to employee job satisfiers and job motivational factors.
Organisational climae
Organizational climate refers to how employees perceive and interpret their work environment, including whether social relationships are caring, people are treated fairly, and excellence is valued. It is influenced by elements like leadership quality, trust, communication, work meaningfulness, and fair rewards. HR practices can influence organizational climate through employee relations, retention efforts, team building, and other activities aimed at improving employee motivation, performance, and satisfaction.
Motivation
The document discusses several theories of motivation in the workplace including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to self-actualization.
- Herzberg's two-factor theory which separates job satisfaction factors like achievement from dissatisfaction factors like salary.
- Expectancy theory and equity theory which focus on linking rewards to performance and balancing employee inputs and outcomes.
- Goal-setting theory which says specific, challenging goals with feedback motivate employees.
- McGregor's Theory X and Y about employee attitudes toward work.
It also covers job design theories like job enlargement and enrichment as well as management by objectives for aligning individual goals with the organization.
Expectancy theory of motivation
Expectancy theory states that an individual's motivation to perform a behavior depends on the strength of their expectation that the behavior will lead to an outcome, and how attractive or valuable that outcome is to the individual. Specifically, it focuses on three relationships: the effort-performance relationship, the performance-reward relationship, and the rewards-personal goals relationship. Maximizing motivation under expectancy theory involves ensuring individuals believe high effort will lead to good performance, good performance will be rewarded, and the available rewards are attractive to the individual.
Organization Commitment
Organizational commitment refers to the degree to which an employee identifies with and is dedicated to their employing organization. It involves accepting the organization's goals, exerting effort on its behalf, and maintaining membership. Meyer and Allen's three-component model defines affective commitment as emotional attachment to the organization, continuance commitment as perceived costs of leaving, and normative commitment as a feeling of obligation to remain. Factors influencing commitment include job characteristics, personal traits, relationships, management style, and organizational structure. Employees may exhibit over-commitment through obsessive work patterns or under-commitment through avoidance behaviors.
motivation
The document discusses several theories of motivation including:
- Theory X and Theory Y, which propose different assumptions about employee attitudes towards work.
- Intrinsic and extrinsic motivation, referring to internal and external drivers.
- Needs theories including Maslow's hierarchy, Herzberg's two-factor theory, and McClelland's needs theory, which propose that satisfying different needs drives motivation.
- Process theories including Expectancy theory and Goal-setting theory, which look at how expectations and goal-setting impact motivation.
Motivation Concepts
In this ppt, a brief introduction of motivation is provided. motivation concepts are also provided in the form of theories of motivation. About 6 theories of motivation are explained in this ppt. six theories includes maslow hierarchy theory, need for achievement theory, self-determination theory, job engagement, goal-setting theory, self-efficacy theory.
Emotions
This document summarizes key concepts from Chapter 3 of an organizational behavior textbook, including:
1) The foundations of emotions and moods such as affects, emotions, moods, self-conscious emotions, and social emotions.
2) Organizational and cultural exemplars of emotions including emotional dissonance, emotional labor, deep acting, surface acting, and emotional intelligence.
3) The definition of attitudes as predispositions to respond positively or negatively, including their cognitive, affective, and behavioral components.
4) Job satisfaction and its relationship to performance, including the five facets of satisfaction and debates around whether satisfaction or performance drives the other.
Porter and lawler model
The Porter and Lawler Model is a theory of work motivation that expanded on Victor Vroom's expectancy theory. It proposes that an individual's motivation to complete a task depends on the reward they expect to receive and that satisfaction is determined by the perceived fairness of intrinsic and extrinsic rewards for high performance. The model incorporates personal and environmental factors, individual differences, and choice among alternative behaviors to explain motivation in work organizations.
Theories Of Motivation | Types Of Motivation | Mas low's Hierarchy Of Needs
Define Motivation
Early Theories of motivation
Maslow’s hierarchy of need
Theory X and theory Y
Two-Factor Theory
McClelland Theory of needs
Contemporary theories of motivation
Self-determination theory
Job engagement
Goal setting theory
Self efficacy theory
Reinforcement theories
Eguity theory
Expectanct theory
Integrating comporary theories of motivation
Self efficacy
Self-efficacy theory, proposed by Albert Bandura, holds that an individual's belief in their own ability to complete tasks and reach goals (self-efficacy) influences their motivation and behavior. Higher self-efficacy leads to greater effort and persistence when facing challenges. Self-efficacy can be increased through enactive mastery experiences, vicarious learning by observing others, verbal persuasion, and managing arousal states. Training programs aim to boost self-efficacy through hands-on experiences. The Pygmalion and Galatea effects show that higher expectations lead to better performance outcomes.
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8 job satisfaction
This document discusses several topics related to job satisfaction, employee attitudes, and ethics in the workplace. It covers how attitudes, values, self-concept and other factors influence behavior and job performance. It also provides guidelines for improving job satisfaction, shaping employee attitudes, and making ethical decisions.
Expectancy theory
Expectancy theory is a motivation theory that states individuals are motivated if they believe good performance will lead to desired outcomes. It was first proposed by Victor Vroom and includes three variables: expectancy, the belief that effort will lead to performance; instrumentality, the belief performance will lead to rewards; and valence, the value placed on rewards. The theory emphasizes relating rewards directly to performance and ensuring rewards are deserved. Factors like skills, support, resources, and information impact expectancy perceptions. Vroom introduced these variables to explain how motivation is created psychologically through individuals' beliefs about expectancy, instrumentality, and valence interacting.
Expectancy theory
Expectancy theory is a motivation theory proposed by Victor Vroom that says individuals are motivated to make choices that they believe will result in desirable outcomes. The theory is based on three variables: valence, which is the value an individual places on a reward; expectancy, which is an individual's belief that they are capable of performing to a level to attain a reward; and instrumentality, which is the belief that good performance will lead to an expected reward. According to expectancy theory, motivation is highest when an individual believes a reward is valuable, they are able to perform well enough to receive it, and that their performance will directly result in receiving the reward.
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Motivation - What motivates us?
The document discusses motivation in the workplace. It defines motivation as the set of forces that lead people to behave in particular ways. Managers aim to motivate employees in ways that benefit the organization. Motivation increases the chances of success and job performance depends on motivation, ability, and environment. There are different theories of motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory. Attitudes like not wanting or being able to do something can negatively impact motivation. The document examines intrinsic versus extrinsic motivation and concludes that lasting motivation comes from a sense of purpose, autonomy, and mastery.
Nature of motivation
Motivation is defined as a driving force that arouses and directs behavior toward a desired goal. It has three main functions: energizing, directing, and selecting behaviors. Motivation can be intrinsic, driven by interest or enjoyment, or extrinsic, driven by external rewards or goals. Motivation is important for success in learning as it helps improve student achievement but strategies must consider the classroom environment and be tailored to individual students.
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The document discusses intrinsic and extrinsic motivation. Intrinsic motivation comes from within and refers to motivation from enjoying a task itself, while extrinsic motivation comes from outside rewards like money or grades. Several motivational strategies are then analyzed in terms of whether they are more extrinsic or external types of motivation, noting their advantages and disadvantages. Most extrinsic motivators are effective in the short term but can reduce internal motivation, shift the focus from learning to rewards, and create dependency on external approval.
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Expectancy theory is a motivation theory proposed by Victor Vroom that explains how individuals choose between alternatives that vary in their expected consequences. The theory states that motivation is a function of Expectancy (the belief that effort will lead to performance), Instrumentality (the belief that performance will lead to rewards), and Valence (the value placed on the rewards). Porter and Lawler expanded on the theory by introducing additional factors like abilities, individual satisfaction, and reward equity that influence motivation. While expectancy theory provides insights, it has also received critiques for oversimplifying motivation and difficulties accurately measuring scientific concepts.
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The document discusses different theories of motivation including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory which examine factors that lead to satisfaction or dissatisfaction at work.
2. Expectancy theory which proposes that motivation depends on expectations of effort leading to performance and performance leading to rewards.
3. Goal setting theory which suggests that specific, difficult goals lead to higher performance when people accept and commit to the goals.
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Expectancy theory states that an individual's motivation to perform a behavior depends on the strength of their expectation that the behavior will lead to an outcome, and how attractive or valuable that outcome is to the individual. Specifically, it focuses on three relationships: the effort-performance relationship, the performance-reward relationship, and the rewards-personal goals relationship. Maximizing motivation under expectancy theory involves ensuring individuals believe high effort will lead to good performance, good performance will be rewarded, and the available rewards are attractive to the individual.
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Organizational commitment refers to the degree to which an employee identifies with and is dedicated to their employing organization. It involves accepting the organization's goals, exerting effort on its behalf, and maintaining membership. Meyer and Allen's three-component model defines affective commitment as emotional attachment to the organization, continuance commitment as perceived costs of leaving, and normative commitment as a feeling of obligation to remain. Factors influencing commitment include job characteristics, personal traits, relationships, management style, and organizational structure. Employees may exhibit over-commitment through obsessive work patterns or under-commitment through avoidance behaviors.
motivation
The document discusses several theories of motivation including:
- Theory X and Theory Y, which propose different assumptions about employee attitudes towards work.
- Intrinsic and extrinsic motivation, referring to internal and external drivers.
- Needs theories including Maslow's hierarchy, Herzberg's two-factor theory, and McClelland's needs theory, which propose that satisfying different needs drives motivation.
- Process theories including Expectancy theory and Goal-setting theory, which look at how expectations and goal-setting impact motivation.
Motivation Concepts
In this ppt, a brief introduction of motivation is provided. motivation concepts are also provided in the form of theories of motivation. About 6 theories of motivation are explained in this ppt. six theories includes maslow hierarchy theory, need for achievement theory, self-determination theory, job engagement, goal-setting theory, self-efficacy theory.
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This document summarizes key concepts from Chapter 3 of an organizational behavior textbook, including:
1) The foundations of emotions and moods such as affects, emotions, moods, self-conscious emotions, and social emotions.
2) Organizational and cultural exemplars of emotions including emotional dissonance, emotional labor, deep acting, surface acting, and emotional intelligence.
3) The definition of attitudes as predispositions to respond positively or negatively, including their cognitive, affective, and behavioral components.
4) Job satisfaction and its relationship to performance, including the five facets of satisfaction and debates around whether satisfaction or performance drives the other.
Porter and lawler model
The Porter and Lawler Model is a theory of work motivation that expanded on Victor Vroom's expectancy theory. It proposes that an individual's motivation to complete a task depends on the reward they expect to receive and that satisfaction is determined by the perceived fairness of intrinsic and extrinsic rewards for high performance. The model incorporates personal and environmental factors, individual differences, and choice among alternative behaviors to explain motivation in work organizations.
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Define Motivation
Early Theories of motivation
Maslow’s hierarchy of need
Theory X and theory Y
Two-Factor Theory
McClelland Theory of needs
Contemporary theories of motivation
Self-determination theory
Job engagement
Goal setting theory
Self efficacy theory
Reinforcement theories
Eguity theory
Expectanct theory
Integrating comporary theories of motivation
Self efficacy
Self-efficacy theory, proposed by Albert Bandura, holds that an individual's belief in their own ability to complete tasks and reach goals (self-efficacy) influences their motivation and behavior. Higher self-efficacy leads to greater effort and persistence when facing challenges. Self-efficacy can be increased through enactive mastery experiences, vicarious learning by observing others, verbal persuasion, and managing arousal states. Training programs aim to boost self-efficacy through hands-on experiences. The Pygmalion and Galatea effects show that higher expectations lead to better performance outcomes.
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- The impact of trust
- Evaluating trust
- Interpersonal and impersonal trust
- 5 key dimensions of trust
- Assessing and acting on trust evaluations
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Prism Brainmapping claims to be a more accurate and scientifically valid tool for behavioral assessment and job matching compared to outdated psychometric tests. It examines natural, adapted, and consistent behaviors based on neuroscience rather than just observations or psychology. Prism also recognizes that behaviors evolve based on experiences and environment, and can help individuals and organizations develop the behaviors needed to improve performance and achieve goals.
8 job satisfaction
This document discusses several topics related to job satisfaction, employee attitudes, and ethics in the workplace. It covers how attitudes, values, self-concept and other factors influence behavior and job performance. It also provides guidelines for improving job satisfaction, shaping employee attitudes, and making ethical decisions.
Expectancy theory
Expectancy theory is a motivation theory that states individuals are motivated if they believe good performance will lead to desired outcomes. It was first proposed by Victor Vroom and includes three variables: expectancy, the belief that effort will lead to performance; instrumentality, the belief performance will lead to rewards; and valence, the value placed on rewards. The theory emphasizes relating rewards directly to performance and ensuring rewards are deserved. Factors like skills, support, resources, and information impact expectancy perceptions. Vroom introduced these variables to explain how motivation is created psychologically through individuals' beliefs about expectancy, instrumentality, and valence interacting.
Expectancy theory
Expectancy theory is a motivation theory proposed by Victor Vroom that says individuals are motivated to make choices that they believe will result in desirable outcomes. The theory is based on three variables: valence, which is the value an individual places on a reward; expectancy, which is an individual's belief that they are capable of performing to a level to attain a reward; and instrumentality, which is the belief that good performance will lead to an expected reward. According to expectancy theory, motivation is highest when an individual believes a reward is valuable, they are able to perform well enough to receive it, and that their performance will directly result in receiving the reward.
5Factors of Engagement
This document discusses factors that influence employee engagement. It identifies 5 key factors: meaningful work, positive work environment, employee identification, vigor, and growth opportunities. It describes each factor and provides examples. The document also summarizes research showing employee engagement is linked to higher profits, productivity, and lower turnover. It measures the 5 factors using a questionnaire that analyzes each on 5 dimensions with a 4-point Likert scale. Results are presented in simple graphs to identify areas for improvement.
Motivation - What motivates us?
The document discusses motivation in the workplace. It defines motivation as the set of forces that lead people to behave in particular ways. Managers aim to motivate employees in ways that benefit the organization. Motivation increases the chances of success and job performance depends on motivation, ability, and environment. There are different theories of motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory. Attitudes like not wanting or being able to do something can negatively impact motivation. The document examines intrinsic versus extrinsic motivation and concludes that lasting motivation comes from a sense of purpose, autonomy, and mastery.
Nature of motivation
Motivation is defined as a driving force that arouses and directs behavior toward a desired goal. It has three main functions: energizing, directing, and selecting behaviors. Motivation can be intrinsic, driven by interest or enjoyment, or extrinsic, driven by external rewards or goals. Motivation is important for success in learning as it helps improve student achievement but strategies must consider the classroom environment and be tailored to individual students.
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The document summarizes the book "Influencer: The Power to Change Anything" by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler. The book teaches effective theories and strategies for influencing positive behavioral change in organizations and individuals. It aims to show leaders and parents how to successfully implement changes while minimizing failure and resistance to change.
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The document discusses intrinsic and extrinsic motivation. Intrinsic motivation comes from within and refers to motivation from enjoying a task itself, while extrinsic motivation comes from outside rewards like money or grades. Several motivational strategies are then analyzed in terms of whether they are more extrinsic or external types of motivation, noting their advantages and disadvantages. Most extrinsic motivators are effective in the short term but can reduce internal motivation, shift the focus from learning to rewards, and create dependency on external approval.
Expectancy theory critique
Expectancy theory is a motivation theory proposed by Victor Vroom that explains how individuals choose between alternatives that vary in their expected consequences. The theory states that motivation is a function of Expectancy (the belief that effort will lead to performance), Instrumentality (the belief that performance will lead to rewards), and Valence (the value placed on the rewards). Porter and Lawler expanded on the theory by introducing additional factors like abilities, individual satisfaction, and reward equity that influence motivation. While expectancy theory provides insights, it has also received critiques for oversimplifying motivation and difficulties accurately measuring scientific concepts.
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The document discusses different theories of motivation including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory which examine factors that lead to satisfaction or dissatisfaction at work.
2. Expectancy theory which proposes that motivation depends on expectations of effort leading to performance and performance leading to rewards.
3. Goal setting theory which suggests that specific, difficult goals lead to higher performance when people accept and commit to the goals.
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Chapter 3 Organizational Culture.pptx
This document discusses organizational culture and the qualities of a great culture. It defines organizational culture as the values, expectations, and practices that guide employee actions. Culture affects all aspects of a business and is important for attracting talent and outperforming competitors. The document also categorizes different types of culture and lists 10 key qualities of a great culture: alignment, appreciation, trust, performance, resilience, teamwork, integrity, innovation, and psychological safety.
Individual differences and work behaviour
The document discusses individual differences and how they influence work behavior. It identifies key individual variables such as abilities, skills, attitudes, personality and diversity factors. It explains the attraction-selection-attrition cycle and how organizations select employees based on individual attributes. It also discusses the big five personality dimensions and how understanding individual differences is important for effective managerial practice.
Staff Motivation
Effective employee motivation has long been one of the elusive “Holy Grails” of management. Motivation refers to the internal and external factors that stimulate excitement and energy in a person to be continuously interested and committed to a particular goal.
Leaders are often faced with the challenge to motivate their employees: How do I consistently motivate my employees to “go the extra mile” for the organization? How do I get employees to give their 110%? Although motivation is highly individualized, having a sound framework to understand the psychological processes involved in motivation will greatly help leaders. One such framework that can be applied to the workplace is Maslow’s Hierarchy of needs.
We at ChangeDynamics ( http://www.changedynamics.biz ) have been helping clients to drive performance in their organization. If your organisation is interested in improving overall performance, please contact us to learn how you can drive performance through multiple dimensions. We are happy to have a no commitment discussion to exchange ideas that may help your organisation.
What makes a great manager of software engineers?
Results of a study of engineering managers at Microsoft. The slides were background material to a talk given at the International Conference of Software Engineering 2018 at Gothenburg, Sweden. Full paper at http://thomas-zimmermann.com/publications/files/kalliamvakou-tse-2018.pdf
Basic Concepts of Organisational Behaviour
1. The document introduces concepts in organizational behavior including why it is important to study OB to understand, predict, and influence human behavior in organizations.
2. It discusses levels of analysis in OB from the individual to group to organizational levels and lists some dependent and independent variables that are studied.
3. The summary concludes by briefly mentioning some challenges and opportunities for organizational behavior research and practice like managing diversity, change and ethics.
OB 13.09.2022.pptx
Given that people are basically complex, the best way to motivate/lead them is to understand their complexity and individual needs, and adapt one's leadership style accordingly. Effective leaders draw from a range of styles and select the approach most appropriate for each situation and individual.
Motivation
What is the motivation? why is motivation important? What type of motivation do we use in the organization?
Management skills
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Motivation, satisfaction and performance
This document discusses theories of motivation and leadership. It explains that motivation depends on factors like understanding followers' needs, creating goals, expectations of rewards, and perceptions of fairness. Effective leaders consider situational factors, individual differences, and organizational systems that can impact employee motivation, performance, and satisfaction. The document compares various motivational theories and their implications for leadership.
BA 390 Chapter 1
Organizational behavior (OB) is a field that studies how individuals, groups, and organizational structure influence behavior within organizations in order to improve effectiveness. OB focuses on increasing job satisfaction and organizational citizenship, reducing absenteeism and turnover, and improving productivity. Studying OB helps managers better understand human behavior and apply insights about people skills, diversity, empowerment, and creating healthy work environments to increase productivity and satisfy employees. A key challenge for managers is to understand individuals, groups, and how structure influences behaviors in order to positively impact performance.
HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and C...
The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.
Nhrd talent conclave_jan_2011_v_1[1].2
The document discusses various definitions of employee engagement provided by different organizations. It also outlines the virtuous cycle of engagement involving vision, values, employee experience, communication, and results. Additionally, it examines what employees and organizations look for in engagement and the drivers of attraction and retention. The summary emphasizes aligning employee experience with the promised employment value proposition to successfully attract, engage, and retain talent.
Nhrd talent conclave_jan_2011_v_1[1].2
The document discusses various definitions of employee engagement provided by different organizations. It also outlines the virtuous cycle of engagement involving vision, values, employee experience, communication, and results. Additionally, it examines what employees and organizations look for in engagement and the drivers of attraction and retention. The summary emphasizes aligning employee experience with the promised employment value proposition to successfully attract, engage, and retain talent.
Individual differences vs work behaviour
This document provides an overview of individual differences and how they influence work behavior. It discusses key individual variables like diversity factors, abilities/skills, personality, perceptions, and attitudes. Specific topics covered include the big five personality dimensions, locus of control, self-efficacy, creativity, job satisfaction and its relationship to performance, and the attraction-selection-attrition cycle. The goal is to help managers understand individual behavior differences and how to account for them to be effective.
ORGANIZATIONAL CLIMATE.pptx
The document discusses organizational climate and culture. It defines organizational climate as the shared emotional state and perceptions of the members of an organization. Characteristics of climate include individual initiative, risk tolerance, and reward systems. Culture is defined as the beliefs, values and norms of an organization as reflected in artifacts like stories, rituals and language. The roles of leadership, communication and goals in influencing climate are discussed. Methods for measuring and improving climate are also outlined.
Hrm seminar ss. copy
This document discusses employee morale in three paragraphs. It defines employee morale as a mental condition or attitude that determines willingness to cooperate. It then lists factors that positively and negatively influence morale, such as meaningful work, good working conditions, competent supervision, and personal relationships. Finally, it discusses ways to measure morale through observation, surveys, and analyzing company records on turnover and absenteeism. Maintaining good relationships is key to building high morale.
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2014 06 13 you tube audio test1 copy
- 1. An Enlightened Approach to Leadership and Management Development Catherine M.E. Osborne, MBA, GDM, PMgr, PMP
- 3. We can assess our personal energy flow through our feelings. Feelings such as happiness and optimism can be linked to a positive energy flow, and feelings such as anger and frustration can be linked to a negative energy flow. We can control our feelings with our thoughts. It is through our thought process that we choose how to behave. The measurable result of a person’s energy flow is reflected by one’s choice of behaviour.
- 6. Must respect the science Creates a self-supporting environment Applies a TQM methodology to workplace ethics Clearly demonstrates Corporate’s commitment to workplace health and safety. . WHY?
- 7. Time for trust and vocabulary to develop Convenient, simple, transparent Systematic development of EQ in leaders Checks clarity of goals and objectives WHY?
- 8. Employees at all level can be heard without fear Proactive approach to workplace behaviour Benchmarking for behaviour performance WHY?
- 9. Managing in knowledge-based organizations characterized by complexity, ambiguity, and chaos. Managing in an increasingly interdependent relationship between the organization and its workforce. Leadership development requires huge time and financial resources. WHY?
- 10. Catherine M.E. Osborne, MBA, GDM, PMgr, PMP