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The document discusses various theories of motivation and how to motivate employees, including: 1) Intrinsic and extrinsic rewards that motivate employees; Frederick Taylor's scientific management principles; time-motion studies; and the Hawthorne studies. 2) Maslow's hierarchy of needs and Herzberg's motivating factors theory that job content and achievement motivate employees more than job environment factors. 3) McGregor's Theory X and Theory Y about manager assumptions; goal-setting theory; expectancy theory; and equity theory. 4) Methods to motivate employees including job enrichment, open communication, recognition, and addressing generational differences.
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3) Global trade is impacted by a variety of economic, cultural, legal and political factors that businesses must navigate such as exchange rates, regulations and protectionism.
Chap013
The document discusses marketing and provides an overview of key concepts in 4 sentences:
1) Marketing involves creating, communicating, delivering, and exchanging offerings with value for customers and society through a set of processes and institutions.
2) Throughout history, marketing evolved from a production focus to a selling focus and now emphasizes understanding customer needs and building relationships.
3) The marketing mix, also called the 4 P's, involves product, price, place, and promotion strategies to help achieve organizational goals.
4) Marketing research is used to understand markets, identify opportunities, and make effective decisions through a process of defining problems, collecting and analyzing data, and implementing solutions.
Intro to Bus 110 MW -Chap001
The document provides an overview of key business concepts including:
1) It defines goods and services, business, entrepreneurship, revenue, profit, loss, risk, and quality of life.
2) It discusses stakeholders in business, outsourcing, insourcing, and non-profit organizations.
3) It covers the ups and downs of entrepreneurship, factors of production, and the role of government and corruption in business.
BUS110 Chap 16 - Effective Promotions
This chapter discusses various promotional strategies and tools used by organizations, including advertising, public relations, sales promotions, personal selling, and emerging digital promotional methods. It provides an overview of key concepts like the promotion mix, integrated marketing communications, and the steps involved in promotional campaigns, advertising, and the sales process.
BUS110 Chap 11 - Human Resource Management
The document discusses several key aspects of human resource management including:
1. Human resource management involves recruiting, selecting, developing, motivating and retaining employees to achieve organizational goals.
2. Developing highly skilled workers is important but difficult due to shortages in key areas and changing employee attitudes.
3. Training, developing, evaluating, compensating and scheduling employees are all part of human resource management.
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BUS110 Chap 8 - Adapting Organizations to Today’s Markets
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Similar to Chap010
Chap010revised
1. Google founders Sergey Brin and Larry Page have motivated employees since founding Google in 1998 by fostering innovation and allowing employees to pursue their own interests.
2. Maslow's hierarchy of needs theory and Herzberg's two-factor theory provide frameworks for understanding human motivation in the workplace. Both theories emphasize the importance of intrinsic motivators like achievement, recognition, and meaningful work.
3. Various motivation theories including expectancy theory, reinforcement theory, and equity theory provide guidance on linking rewards to performance and treating employees fairly.
Chap010
The document discusses various theories and strategies for motivating employees, including:
1) Frederick Taylor's scientific management theory which studied workflows to maximize efficiency.
2) Hawthorne studies which found social factors impacted productivity more than physical factors like lighting.
3) Maslow's hierarchy of needs theory that people are motivated to fulfill basic needs before moving to higher needs.
4) Herzberg's two-factor theory distinguishing between motivators like achievement and hygiene factors like pay.
Chapter TenMotivating EmployeesCopyright.docx
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Chapter Ten
Motivating Employees
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
*
*
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SERGEY BRIN & LARRY PAGE
GoogleFounded Google in 1998 in a friend’s garage.Their success is a result of constant innovation and motivating employees to pursue their own interests.
ProfileWalls are painted in bright colors, offices are open and the Googleplex provides food and recreation activities for all employees.
10-*
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INTRINSIC REWARDSIntrinsic Rewards -- Personal satisfaction felt for a job well done. Kinds of Intrinsic Rewards:
The Value of MotivationPride in your performanceSense of achievement
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See Learning Goal 1: Explain Taylor’s scientific management.
Intrinsic means from within; when you have a drive to succeed and are motivated by purpose, passion, and mission.
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*
EXTRINSIC REWARDSExtrinsic Rewards -- Something given as a recognition of good work. Kinds of Extrinsic Rewards:Pay RaisesPromotionsAwards
The Value of Motivation
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See Learning Goal 1: Explain Taylor’s scientific management.
Extrinsic rewards are often temporary and driven by money, recognition and results.
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*
FRINGE BENEFITS
Perks Offered to Employees at Top 50 Employers
Source: Business Week, www.businessweek.com
Recognizing a Job Well Done
LG7
10-*
Fringe Benefits This slide displays the most common perks or rewards used by companies to motivate employees. Other examples of extrinsic rewards include the following:PayImproved working environment or conditionsStatusSecurity While these rewards do offer some value, there is much research that indicates many problems with extrinsic motivation. Share with the students some of those ideas:Extrinsic rewards do not produce permanent changesExtrinsic rewards reduce intrinsic interestThe use of extrinsic rewards can be controllingReinforcement of extrinsic rewards can lead to expectations of permanence in the form of job rewards.
Chart1Flexible Work HoursOver Two Weeks Vacation in First YearPossible Promotions in First YearOver 5% 401(k) MatchFull Health Insurance
Series 1
0.72
0.56
0.51
0.25
0.06
Sheet1Series 1Series 2Series 3Flexible Work Hours72%2.42Over Two Weeks Vacation in First Year56%4.42Possible Promotions in First Year51%1.83Over 5% 401(k) Match25%2.85Full Health Insurance6%To resize chart data range, drag lower right corner of range.
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TAYLOR’S SCIENTIFIC
MANAGEMENTScientific Management -- Studying workers to determine the most efficient ways of doing things and then teaching those techniques. Three Key Elements to Increase Productivity TimeMethods of WorkRules of Work
LG1
Frederick Taylor: The Father of Scientific Management
10-*
See Learning Goal 1: Explain Taylor’s scientific management.
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TAYLOR’S FOUR KEY
PRINCIPLESStudy how a job is performed.Gather time & motion information.Check different methods.Codify the best method into rules.Choose workers whose skill matches the rules.Establish a fair level of ...
Chapter TenMotivating EmployeesCopyright.docx
*
*
Chapter Ten
Motivating Employees
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
*
*
*
SERGEY BRIN & LARRY PAGE
GoogleFounded Google in 1998 in a friend’s garage.Their success is a result of constant innovation and motivating employees to pursue their own interests.
ProfileWalls are painted in bright colors, offices are open and the Googleplex provides food and recreation activities for all employees.
10-*
`
*
*
*
INTRINSIC REWARDSIntrinsic Rewards -- Personal satisfaction felt for a job well done. Kinds of Intrinsic Rewards:
The Value of MotivationPride in your performanceSense of achievement
10-*
See Learning Goal 1: Explain Taylor’s scientific management.
Intrinsic means from within; when you have a drive to succeed and are motivated by purpose, passion, and mission.
*
*
EXTRINSIC REWARDSExtrinsic Rewards -- Something given as a recognition of good work. Kinds of Extrinsic Rewards:Pay RaisesPromotionsAwards
The Value of Motivation
10-*
See Learning Goal 1: Explain Taylor’s scientific management.
Extrinsic rewards are often temporary and driven by money, recognition and results.
*
*
FRINGE BENEFITS
Perks Offered to Employees at Top 50 Employers
Source: Business Week, www.businessweek.com
Recognizing a Job Well Done
LG7
10-*
Fringe Benefits This slide displays the most common perks or rewards used by companies to motivate employees. Other examples of extrinsic rewards include the following:PayImproved working environment or conditionsStatusSecurity While these rewards do offer some value, there is much research that indicates many problems with extrinsic motivation. Share with the students some of those ideas:Extrinsic rewards do not produce permanent changesExtrinsic rewards reduce intrinsic interestThe use of extrinsic rewards can be controllingReinforcement of extrinsic rewards can lead to expectations of permanence in the form of job rewards.
Chart1Flexible Work HoursOver Two Weeks Vacation in First YearPossible Promotions in First YearOver 5% 401(k) MatchFull Health Insurance
Series 1
0.72
0.56
0.51
0.25
0.06
Sheet1Series 1Series 2Series 3Flexible Work Hours72%2.42Over Two Weeks Vacation in First Year56%4.42Possible Promotions in First Year51%1.83Over 5% 401(k) Match25%2.85Full Health Insurance6%To resize chart data range, drag lower right corner of range.
*
*
TAYLOR’S SCIENTIFIC
MANAGEMENTScientific Management -- Studying workers to determine the most efficient ways of doing things and then teaching those techniques. Three Key Elements to Increase Productivity TimeMethods of WorkRules of Work
LG1
Frederick Taylor: The Father of Scientific Management
10-*
See Learning Goal 1: Explain Taylor’s scientific management.
*
*
TAYLOR’S FOUR KEY
PRINCIPLESStudy how a job is performed.Gather time & motion information.Check different methods.Codify the best method into rules.Choose workers whose skill matches the rules.Establish a fair level of .
Motivating the Workforce
1) The document discusses various theories and strategies for motivating employees, as presented in a university course on introduction to business. It covers topics like Maslow's hierarchy of needs, Herzberg's two-factor theory, and flexible scheduling strategies.
2) Case studies are presented on motivating employees at the companies PT Astra Graphia Information Technology and Toyota. At Astra Graphia, benefits allowances, training programs, and social gatherings are used. Toyota emphasizes continuous improvement, international assignments, and contributing to company prosperity.
3) Successful motivation strategies are important for retaining talent, boosting productivity, and fostering loyalty and engagement among employees. They influence various human resources functions and relationships within an organization
© 2013 The McGraw-Hill Companies, Inc. All rights reserved..docx
© 2013 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
CLO 1
Motivation and Reward Management
8-*
The Field of Organizational Behavior
Organizational Behavior
Interdisciplinary field dedicated to better understanding and managing people at work
Organizational Behavior
Interdisciplinary field dedicated to better understanding and managing people at work
*
8-*
CLO 1
Compare motivation theories and reward management techniques that influence employee behaviour and job satisfaction at work.
8-*
Learning Objectives
Theories of Motivation – content theories and process theories
Maslow’s Need Hierarchy theory
Alderfer’s ERG theory
McClelland’s Need theory
Herzberg Hygiene theory
Adam’s Equity theory
Locke’s Goal Setting theory
Importance of Rewards
LO.1 Contrast Maslow’s, Alderfer’s, and McClelland’s need theories.
LO.2 Explain the practical significance of Herzberg’s distinction between motivators and
hygiene factors.
LO.3 Discuss the role of perceived inequity in employee motivation.
LO.4 Explain the differences among distributive, procedural, and interactional justice.
LO.5 Describe the practical lessons derived from equity theory.
*
8-*
Employee Motivation
Motivation
psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed
Motivation
psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed
*
8-*
Employee Motivation
Content theories of motivation
focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.
Process theories of motivation
focus on explaining the process by which internal factors and cognitions influence employee motivation
Content theories of motivation
focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation.
Process theories of motivation
focus on explaining the process by which internal factors and cognitions influence employee motivation
*
8-*
Overview of Motivation Theories
Table 8–1 provides an overview of the various content and process theories
discussed in this chapter. As you study these seven theories, remember that they
offer different recommendations about how to motivate employees because they
are based on different sets of assumptions regarding the causes of motivation.
*
8-*
Maslow’s Need Hierarchy Theory
Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization
Human needs emerge in a predictable stair-step fashion
Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization
Human needs emerge in a predictable stair-step fashion
*
8-*
Maslow’s Need Hierarchy
Maslow proposed that motivation is a function of
five .
Bus101 lec 9 motivating people
This document summarizes several theories of motivation and how they can be applied in business. It discusses Maslow's hierarchy of needs, Herzberg's motivational factors, McGregor's Theory X and Y and Ouchi's Theory Z. It also covers goal-setting theory, expectancy theory, and strategies for job enrichment like skill variety, task identity, autonomy and feedback. Finally, it discusses how open communication and personalized motivation can help managers motivate employees.
MOTIVATION THEORIES IN HUMAN RESOURCE
The document discusses several theories of motivation:
- Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs before moving on to other needs.
- Herzberg's two-factor theory separates motivators and hygiene factors that influence job satisfaction and dissatisfaction.
- Alderfer's ERG theory compressed Maslow's hierarchy into three categories: existence, relatedness, and growth needs.
- Vroom's expectancy theory focuses on outcomes and individual factors that influence effort, performance, and motivation.
Create Great Job Descriptions
The document discusses the evolution of job analysis and design from scientific management in the early 20th century to more modern approaches. It covers Taylor's principles of scientific management that aimed to maximize efficiency by separating planning and execution. The Hawthorne studies found social and psychological factors motivated workers more than physical conditions. Modern approaches focus on roles, competencies, and documenting core processes rather than rigid jobs. Future job descriptions may describe individuals' portfolios and changing contributions rather than fixed positions.
Motivational theories an leadership skills
This document discusses theories of employee motivation. It covers:
1) Needs-based theories including Maslow's hierarchy of needs and Herzberg's two-factor theory, as well as ERG and McClelland's acquired needs theories.
2) Process-based theories like equity, procedural/interactional justice, and expectancy theories.
3) Job characteristics that affect motivation including job rotation, enlargement, and enrichment.
4) Goal-setting theory and reinforcement theory.
5) The manager's role in addressing needs and individualizing motivation strategies.
Hbo module2
This document discusses motivation and reward systems. It covers several theories of motivation including Maslow's hierarchy of needs, ERG theory, McClelland's acquired needs theory, and Herzberg's two-factor theory. It also discusses process theories of motivation such as Vroom's expectancy theory, Adams' equity theory, and Locke's goal setting theory. The document then covers types of rewards including intrinsic and extrinsic rewards. It discusses reinforcement theory and different reinforcement schedules. It defines job analysis, job description, job evaluation, and different approaches to reward systems such as skill-based pay.
Discuss why organizational reward systems often fail and describe .docx
Discuss why organizational reward systems often fail and describe specific actions firms could take to improve their reward systems. To ensure full credit, you will need to support your position from the information found in your textbook (Chapter 9). You will need to include at least 2 references to support your position. Do not forget to cite your references throughout your discussion posting and include a reference list at the end of your discussion. ½ page in length
© 2013 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
Nine
9-2
Learning
Objec2ves
LO.1 Define the term performance management, distinguish
between learning goals and performance outcome
goals, and explain the three-step goal-setting process.
LO.2 Identify the two basic functions of feedback, and specify
at least three practical lessons from feedback
research.
LO.3 Define 360-degree feedback, and summarize how to
give good feedback in a performance management
program.
LO.4 Distinguish between extrinsic and intrinsic rewards, and
explain the four building blocks of intrinsic rewards and
motivation.
9-3
Learning
Objec2ves
(cont.)
LO.5 Summarize the reasons why extrinsic rewards often fail
to motivate employees.
LO.6 Discuss how managers can generally improve extrinsic
reward and pay-for-performance plans.
LO.7 State Thorndike’s law of effect, and explain Skinner’s
distinction between respondent and operant behavior.
LO.8 Define positive reinforcement, negative reinforcement,
punishment, and extinction, and distinguish between
continuous and intermittent schedules of
reinforcement.
LO.9 Demonstrate your knowledge of behavior shaping.
9-4
Performance
Management
! Performance management
9 an organization-wide system whereby
managers integrate the activities of goal
setting, monitoring and evaluating, providing
feedback and coaching, and rewarding
employees on a continuous basis
9-5
Improving
Individual
Job
Performance
9-6
Goal
SeDng
! Employees with a clear line of sight
understand the organization’s strategic
goals and know what actions they need to
take, both
individually
and a team
members.
9-7
Two
Types
of
Goals
! Performance
outcome goal
9 targets
a
specific
end
result.
! Learning goal
9 strives to improve
creativity and
develop skills
9-8
Goal
SeDng
! Management by objectives
9 management system incorporating participation
in decision making, goal setting, and feedback
9-9
Managing
the
Goal-‐SeDng
Process
! Step 1: Set goals
9 Whether goals are imposed or, preferably, set
participatively via a free exchange with one’s
manager, they should be “SMART.”
9 specific, measurable, attainable, results
oriented, and
time bound
9-10
Managing
the
Goal-‐SeDng
Process
Two additional recommendations:.
Motivation Concepts - Organizational Behaviour Chapter 7 - 8
The document discusses various theories and concepts related to motivation. It begins by defining motivation and discussing early theories such as Maslow's hierarchy of needs theory and Herzberg's two-factor theory. It then covers more contemporary theories like self-determination theory, goal setting theory, and equity theory. The document also discusses how motivation can be applied through job design using the job characteristics model, job redesign approaches like job rotation and enrichment, and alternative work arrangements like flextime, telecommuting and job sharing. Finally, it discusses using rewards, benefits and intrinsic motivators to increase employee motivation.
Engineering Management: Motivation by G7
This document discusses motivation in the workplace. It begins with definitions of motivation and factors that contribute to motivation. Several theories of motivation are then outlined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, and goal setting theory. The document concludes by describing various techniques for motivating employees, such as job design, rewards systems, employee participation programs, and other approaches like flexible schedules.
BUS137 Chapter 10
The document discusses various theories and principles related to motivating employees, including:
1) Goal setting theory proposes that conscious goals energize and direct behavior toward a particular end, and well-crafted goals that are meaningful, acceptable, challenging and attainable are highly motivating.
2) Reinforcement theory holds that behavior followed by positive consequences will be repeated, and organizations can apply this through rewards, punishments, and other consequences.
3) Expectancy theory suggests people's efforts depend on their belief that effort will lead to performance and outcomes they value. Managers should increase these expectancies.
4) Maslow's hierarchy and Herzberg's two-factor theory address how needs and motivators like achievement
6 management skills of leadership & motivation
Here are the key similarities and differences between Maslow's and McGregor's approaches to motivation:
- Both recognize that people have a variety of motivational needs beyond just financial compensation. Money is not the only motivator.
- Maslow's hierarchy of needs focuses on the progression of satisfying different types of needs from basic to more advanced. McGregor's Theory X and Theory Y focus more on managers' underlying assumptions about workers' motivations.
- A key difference is that Maslow's model is more psychological and focuses on individuals, while McGregor's looks at motivation from an organizational behavior and management perspective.
- Maslow's approach is more simplistic in viewing needs as satisfied sequentially, while
Chap010 BUS137
This document discusses motivating employee performance. It covers goal setting theory, reinforcing good performance through rewards, performance-related beliefs like expectancy theory, and addressing individual needs through job design. Managers are encouraged to set meaningful and challenging goals, recognize accomplishments, understand what employees value as rewards, and create motivating jobs through techniques like job enrichment to maximize workforce satisfaction and motivation.
BUS 51 - Mosley7e ch07
Cengage Professor, Karen Gordon-Brown, Peralta Community College District @ Merritt College, Oakland, CA
kgordon@peralta.edu
Understanding work immersion.pptx
This document provides information about work immersion and work ethics. It defines work immersion as an 80 hour hands-on experience for senior high school students to expose them to the actual workplace. The objectives of work immersion are listed. Work ethics are then defined as moral principles that guide work behavior. Positive work ethics like goal orientation and dedication are described, as well as factors that contribute to a good work ethic. The importance of understanding work ethics is also discussed.
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© 2013 The McGraw-Hill Companies, Inc. All rights reserved..docx
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The document discusses several key stages in the life cycle of small businesses:
- Emergence: Starting a business and taking initial steps towards operating it. Only 7% of those who consider starting a business actually take steps to do so.
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This document discusses important considerations for small businesses regarding human resource management and hiring employees. It covers topics such as the decision to hire employees, legal requirements as an employer, attracting and evaluating job candidates, training new employees, compensating and rewarding performance, and addressing human resource issues that can arise in family businesses. The document provides guidance on writing job descriptions, developing interview questions, creating training programs, conducting performance reviews, and determining appropriate salary and benefits.
Chap018bus230
- Most new businesses need legal advice regarding a variety of legal matters like liability issues, laws that apply to small businesses, and intellectual property.
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Chap017bus230
The document discusses various risks that small businesses face and strategies for managing those risks. It identifies common sources of risk like financial issues, natural disasters, and injuries. It also categorizes risks as related to a business's property, personnel, or customers. The document then provides recommendations for minimizing risks through prevention, employee policies, and physical security measures. It emphasizes the importance of insurance in managing risks and developing a comprehensive insurance program tailored to a specific business's needs.
Chap016bus230
Money owed to a business by customers is called accounts receivable. Managing accounts receivable involves establishing credit policies, minimizing the time between sale and cash receipt, and keeping bad accounts low. Businesses can use receivables as financing by pledging them as loan collateral or selling them through factoring. Inventory management requires determining optimal inventory levels based on ordering costs, holding costs, and potential lost sales from stockouts. Businesses should use periodic or perpetual inventory methods to track inventory levels and inform reordering.
Chap015bus230
The document discusses various sources of financing for small businesses, including equity financing from owners or outside investors, debt financing through loans, and gift financing from grants or personal gifts. It notes that equity financing is appealing to entrepreneurs but can create control issues, while debt financing allows business to keep control but requires interest payments. The document also covers financial management considerations at different stages of a business from start-up to growth to exit.
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The document discusses the importance of managing cash flow for small businesses. It notes that cash flow problems are a leading cause of business failures. The summary explains that managing cash flow involves forecasting cash receipts from sales and cash disbursements for expenses to create a pro forma budget. It also involves reconciling the business's bookkeeping records with its bank statements to accurately track available cash balances. Preparing accurate cash flow projections and controlling the timing of payments received and made can help prevent cash flow problems.
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This document provides an overview of accounting concepts and practices for small businesses. It discusses the importance of accounting, basic accounting concepts like the accounting equation and financial statements, setting up an accounting system, budgeting, and using managerial accounting techniques for planning and control. The key types of accounting are described as financial, managerial, and tax accounting. Financial statements like the income statement, balance sheet, and cash flow statement are also summarized.
Chap012 bus230
This document discusses the importance of creating a marketing plan and outlines the key components that should be included. It explains that a marketing plan should define the target market, analyze competitors and the current business situation, and describe the marketing strategy including the 4 P's of product, price, place, and promotion. The document provides details on how to conduct market research, set sales forecasts and goals, and develop a written plan to guide marketing efforts.
Chap011bus230
The document discusses various distribution and location options for small businesses. It covers direct marketing methods like direct sales, direct mail, telemarketing, and guerrilla marketing. It also discusses using the internet for distribution through websites, eBay, and other online options. For location, it recommends considering a business's hometown, different locations based on business laws and needs, and options like home-based, client locations, or remote work. It provides tips for site selection and choosing to build, buy, or lease a space.
Chap012 bus230
This document discusses the importance of creating a marketing plan and outlines the key components that should be included. An effective marketing plan should define the target market, analyze the competitive situation, and outline the marketing strategy including the 4 P's of product, price, place, and promotion. It also discusses how to conduct market research, set sales forecasts and goals, and structure the written marketing plan. The plan should be regularly reviewed and revised to ensure marketing efforts stay aligned with business objectives.
Chap011bus230
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The document discusses various small business strategies. It describes imitative strategy as doing something similar to competitors, with the possibility of one point of difference. The key steps in strategic planning are identified as prestrategy, which involves selecting an industry and market, and benefits, which involves deciding what value the business will provide customers. Industry analysis and SWOT analysis are presented as important tools to analyze the business environment and a company's strengths, weaknesses, opportunities, and threats. Differentiation, cost, and focus strategies are presented as classic strategies for a small business to consider.
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Part-time entrepreneurship, or working for oneself for 35 hours or less per week, makes up about half of all businesses in the United States. Common types of part-time businesses include stand retail, home retail like parties or door-to-door sales, consignment stores, and mail order or online sales. Success factors for part-time businesses include setting boundaries between work and home life, managing time well, dealing effectively with customers and regulatory requirements, properly pricing goods and services, and leveraging other people through delegation and outsourcing where possible. Bootstrapping techniques like minimizing costs, borrowing or renting equipment, and substituting lower-cost alternatives can help part-time businesses get started with limited capital.
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Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
skeleton System.pdf (skeleton system wow)
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Educational Technology in the Health Sciences
Plenary presentation at the NTTC Inter-university Workshop, 18 June 2024, Manila Prince Hotel.
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Chap010
- 1. * * Chapter Ten Motivating Employees Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
- 9. MASLOW’S HIERARCHY of NEEDS * * LG3 Motivation and Maslow’s Hierarchy of Needs 10-
- 28. WHAT’S GOOD for YOU Most Positive Remedies for Employee Moral * * Recognizing a Job Well Done LG7 10-
- 29. WHAT’S BAD for YOU Most Negative Actions for Employee Morale * * Recognizing a Job Well Done LG7 10-
Editor's Notes
- See Learning Goal 1: Explain Taylor’s scientific management. Intrinsic means from within; when you have a drive to succeed and are motivated by purpose, passion, and mission.
- See Learning Goal 1: Explain Taylor’s scientific management. Extrinsic rewards are often temporary and driven by money, recognition and results.
- See Learning Goal 1: Explain Taylor’s scientific management.
- See Learning Goal 1: Explain Taylor’s scientific management. Taylor was looking for the most efficient way or the one right way to do something. Workers were, in a sense, thought of as machines that could be fine tuned.
- See Learning Goal 1: Explain Taylor’s scientific management.
- See Learning Goal 2: Describe the Hawthorne studies and their significance to management. The Hawthorne studies were conducted in Cicero, Illinois at the Western Electric plant over a six year period.
- See Learning Goal 3: Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation.
- See Learning Goal 3: Identify the levels of Maslow’s hierarchy of needs and apply them to employee motivation. Maslow’s Hierarchy of Needs This slide reproduces the illustration of Maslow’s Hierarchy from the chapter. Most people in the class, especially those that have taken basic psychology, may be familiar with Maslow and the premise of human needs hierarchy. Use this opportunity to relate Maslow’s need theory to the work environment: Workers require competitive salaries, benefits and clean work environments. Employees have the need for security against termination in their jobs and the feeling of being safe against bodily harm while performing their job functions. On the job, workers have the need to feel a part of a successful group, driven by achievement. Employees seek opportunities for advancement, empowerment, recognition, and responsibility through additional work-related performance. Companies must attempt to satisfy these needs through opportunities within the organization.
- See Learning Goal 4: Distinguish between the motivators and hygiene factors identified by Herzberg.
- See Learning Goal 4: Distinguish between the motivators and hygiene factors identified by Herzberg. Herzberg’s article in the Harvard Business Review, “One More Time: How Do You Motivate Employees?” is a classic and explores his idea of job content in depth.
- See Learning Goal 4: Distinguish between the motivators and hygiene factors identified by Herzberg.
- See Learning Goal 5: Differentiate among Theory X, Theory Y, and Theory Z. McGregor’s Theories Theory X suggests that employees dislike work, avoid responsibility, have little ambition, and are motivated by threat and fear. Theory Y argues that people like work, seek responsibility, and are motivated by empowerment. If a manager believes theory X or Theory Y, s/he would tend to treat the employees accordingly. Ask the students: Would you be a Theory X or Y manager? How do you believe employees should be treated? Would you prefer to work for a Theory X or Y manager? (The majority if not all would say they would rather work for a Theory Y manager. It should be pointed out that how a manager treats employees is often dictated by the situation. A manager may hold Theory Y values but may have to use Theory X perspective depending upon the situation with the employee.)
- See Learning Goal 5: Differentiate among Theory X, Theory Y, and Theory Z.
- See Learning Goal 5: Differentiate among Theory X, Theory Y, and Theory Z.
- See Learning Goal 5: Differentiate among Theory X, Theory Y, and Theory Z.
- See Learning Goal 6: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.
- See Learning Goal 6: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories. Peter Drucker developed the idea of MBO in his 1954 book The Practice of Management.
- See Learning Goal 6: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories. Victor Vroom developed the expectancy theory.
- See Learning Goal 6: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.
- See Learning Goal 6: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.
- See Learning Goal 6: Explain the key principles of goal-setting, expectancy, reinforcement, and equity theories.
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition. Herzberg argued factors such as responsibility, achievement and recognition were more important motivational factors in the long-run than pay. He believed that if you wanted to motivate employees you should focus on enriching the job.
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition.
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition. High Performance Teams This slide presents characteristics of high performance teams. This list is compiled from the Wall Street Journal on high performance teams. Ask the students in teams to explore these characteristics as they relate to teams they have been on. Which of these characteristics apply to their team and which are lacking? What modifications do they need to make to move towards being a high performance team?
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition. What’s Good for You This slide offers simple tips for motivating employees in your business. A motto to remember is the Golden Rule: Treat others like you want to be treated. Ask the students where the recommendations in the slide fit in Maslow’s or Herzberg’s theories.
- See Learning Goal 7: Show how managers put motivation theories into action through such strategies as job enrichment, open communication, and job recognition. What’s Bad for You This slide ties into the previous slide and offers tips on what to avoid in order to enhance employee morale. Ask students why these factors negatively impact employee morale.
- See Learning Goal 8: Show how managers personalize motivation strategies to appeal to employees across the global and across generations. In a globalized world managers must recognize that what is appropriate in one culture might not work in another.
- See Learning Goal 8: Show how managers personalize motivation strategies to appeal to employees across the global and across generations. Managers must consider cultural differences, and they must also contend with employees in different age groups. To start a discussion ask students what issues they may encounter if they managed employees from Baby Boomers, Generation X, and Generation Y?
- See Learning Goal 8: Show how managers personalize motivation strategies to appeal to employees across the global and across generations.
- See Learning Goal 8: Show how managers personalize motivation strategies to appeal to employees across the global and across generations.