Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Human resources is probably one of the more complicated aspects of running a small business. The complexities of working with people don’t fit nicely on a spreadsheet. Yet HR is incredibly important; employee salaries and benefits make up a huge chunk of your operating expenses.
Your employees are one of your greatest assets. You must protect and manage that asset.
This slideshare will teach you everything you need to know about human resources.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Human resources is probably one of the more complicated aspects of running a small business. The complexities of working with people don’t fit nicely on a spreadsheet. Yet HR is incredibly important; employee salaries and benefits make up a huge chunk of your operating expenses.
Your employees are one of your greatest assets. You must protect and manage that asset.
This slideshare will teach you everything you need to know about human resources.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
Employee motivation foundations and practicesUjang Gumilar
Employee motivation foundations and practices, explain about motivation, Maslow’s Needs Hierarchy, employee motivation, Expectancy Theory of Motivation,Goal Setting and Feedback,Organizational Justice,Job Design and Empowerment
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportMichal Hatina
Our study reveals the changing mind-set of managers, who see Emotional Intelligence as being crucial to the career development and professional success of their employees, even more so than traditional metrics of performance potential like experience or education.
Respondents said that ‘soft’ skills including trustworthiness (39%), flexibility (28%), confidence (27%) and resilience (27%) are all more important to identify in staff than experience in a similar role (13%) or educational attainment (11%).
It is therefore no surprise that two in three people managers identified Emotional Intelligence as a key factor in making decisions about promotions, salary increases and talent management. Furthermore, workers are more likely to be promoted for their initiative and decision-making skills than for any other quality according to those whose call it is.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
Why should your business be interested in an esoteric subject such as Emotional Intelligence? Why should your firm invest training dollars in a program designed to increase emotional competencies for your staff? Does it make a difference when employees are aware of their feelings, values, and goals? Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
182
Chapter 6
Work Motivation
need for achievement
The need to perform well against a standard of excellence.
needs. Understanding this is important for managers because it may provide them with the reasons for a person’s behavior.
ERG theory has more research support than Maslow’s hierarchy of needs. For example, some research has found evidence for the meaningfulness of the three categories of needs.11 Support has also been found for several of Alderfer’s basic propositions, such as the concept that a satisfied need may remain a motivator.12 Indeed, relatedness and growth needs have been found to increase as they are satisfied. In other words, the more they are satisfied, the more they are desired. However, more research on ERG theory is necessary to test its useful- ness under different conditions. In general, ERG theory may be viewed as a refinement of the needs hierarchy theory.13
Theory of Achievement, Affiliation, and Power
A third theory, largely developed by David McClelland, also uses need classifications and focuses on the needs for achievement, affiliation, and power. Some have referred to these as learned needs because they are influenced by cultural background and can be acquired over time.14 The three needs are also viewed as independent, meaning a person can be high or low on any one or all three needs. Although all three needs are important, the need for achievement has received the most attention from researchers because of its prominent organizational effects.15
Need for Achievement
Need for achievement, first discussed in Chapter 5, was originally defined by McClelland and his colleagues as a “desire to perform well against a standard of excellence.”16 People with a high need for achievement feel good about themselves when surpassing a standard that is meaning- ful to them. Furthermore, people with a high need for achievement prefer to set their own goals rather than to have no goals or to accept the goals set for them by others. Specifically:
• They tend to set goals of moderately strong difficulty that are achievable. • They like to solve problems rather than leave the results to chance. They are more
interested in achieving the goal than in the formal rewards they may receive, although
they recognize the value of their inputs and tend to earn good incomes. • They prefer situations in which they receive regular, concrete feedback on their
performance.17 • They are positive thinkers who find workable solutions to life’s hurdles and challenges.18 • They assume strong personal responsibility for their work.
Some consider the achievement motive to be a component of self-actualization.19 Con- sistent with this belief, people high on need for achievement tend to do well in challenging jobs but do less well in boring or routine jobs. In a study of sales and sales support person- nel, individuals with high achievement needs had positive outcomes only when occupying more demanding, technically oriented roles.20 Related to this fi ...
Employee Motivaton is the key factor to help up the
capacity of an association. In the globalization stage, each
organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show
the business objectives into the real world. Subsequently, in
the present world each association attempts to deal with its
human asset office to keep its representatives inspired. In that
specific circumstance, some of the administration speculations
have been rehearsing by them. Business work or their
presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can
assume a lead job to get the expert achievement in each
budgetary year in a less exertion way.
While trying to find what inspires representatives,
representative inspiration inquire about papers report that
what spurs laborers today is fundamentally connected to the
qualities and objectives of the person. Starting in the 1970's, it
appears that there was a sensational move in the qualities and
needs of the ordinary laborer. As individuals turned out to be
progressively taught and the economy saw a sharp decay of
the Protestant hard working attitudes, what representatives
needed from their managers changed also.
Employee motivation foundations and practicesUjang Gumilar
Employee motivation foundations and practices, explain about motivation, Maslow’s Needs Hierarchy, employee motivation, Expectancy Theory of Motivation,Goal Setting and Feedback,Organizational Justice,Job Design and Empowerment
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportMichal Hatina
Our study reveals the changing mind-set of managers, who see Emotional Intelligence as being crucial to the career development and professional success of their employees, even more so than traditional metrics of performance potential like experience or education.
Respondents said that ‘soft’ skills including trustworthiness (39%), flexibility (28%), confidence (27%) and resilience (27%) are all more important to identify in staff than experience in a similar role (13%) or educational attainment (11%).
It is therefore no surprise that two in three people managers identified Emotional Intelligence as a key factor in making decisions about promotions, salary increases and talent management. Furthermore, workers are more likely to be promoted for their initiative and decision-making skills than for any other quality according to those whose call it is.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
Why should your business be interested in an esoteric subject such as Emotional Intelligence? Why should your firm invest training dollars in a program designed to increase emotional competencies for your staff? Does it make a difference when employees are aware of their feelings, values, and goals? Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : www.360experientialsolutions.com
182
Chapter 6
Work Motivation
need for achievement
The need to perform well against a standard of excellence.
needs. Understanding this is important for managers because it may provide them with the reasons for a person’s behavior.
ERG theory has more research support than Maslow’s hierarchy of needs. For example, some research has found evidence for the meaningfulness of the three categories of needs.11 Support has also been found for several of Alderfer’s basic propositions, such as the concept that a satisfied need may remain a motivator.12 Indeed, relatedness and growth needs have been found to increase as they are satisfied. In other words, the more they are satisfied, the more they are desired. However, more research on ERG theory is necessary to test its useful- ness under different conditions. In general, ERG theory may be viewed as a refinement of the needs hierarchy theory.13
Theory of Achievement, Affiliation, and Power
A third theory, largely developed by David McClelland, also uses need classifications and focuses on the needs for achievement, affiliation, and power. Some have referred to these as learned needs because they are influenced by cultural background and can be acquired over time.14 The three needs are also viewed as independent, meaning a person can be high or low on any one or all three needs. Although all three needs are important, the need for achievement has received the most attention from researchers because of its prominent organizational effects.15
Need for Achievement
Need for achievement, first discussed in Chapter 5, was originally defined by McClelland and his colleagues as a “desire to perform well against a standard of excellence.”16 People with a high need for achievement feel good about themselves when surpassing a standard that is meaning- ful to them. Furthermore, people with a high need for achievement prefer to set their own goals rather than to have no goals or to accept the goals set for them by others. Specifically:
• They tend to set goals of moderately strong difficulty that are achievable. • They like to solve problems rather than leave the results to chance. They are more
interested in achieving the goal than in the formal rewards they may receive, although
they recognize the value of their inputs and tend to earn good incomes. • They prefer situations in which they receive regular, concrete feedback on their
performance.17 • They are positive thinkers who find workable solutions to life’s hurdles and challenges.18 • They assume strong personal responsibility for their work.
Some consider the achievement motive to be a component of self-actualization.19 Con- sistent with this belief, people high on need for achievement tend to do well in challenging jobs but do less well in boring or routine jobs. In a study of sales and sales support person- nel, individuals with high achievement needs had positive outcomes only when occupying more demanding, technically oriented roles.20 Related to this fi ...
Employee Motivaton is the key factor to help up the
capacity of an association. In the globalization stage, each
organization needs to continue itself in a furiously focused
market. Representatives are the fundamental elements to show
the business objectives into the real world. Subsequently, in
the present world each association attempts to deal with its
human asset office to keep its representatives inspired. In that
specific circumstance, some of the administration speculations
have been rehearsing by them. Business work or their
presentation in the market can be assessed by surveying the
degree of inspiration of representatives. Inspiration can
assume a lead job to get the expert achievement in each
budgetary year in a less exertion way.
While trying to find what inspires representatives,
representative inspiration inquire about papers report that
what spurs laborers today is fundamentally connected to the
qualities and objectives of the person. Starting in the 1970's, it
appears that there was a sensational move in the qualities and
needs of the ordinary laborer. As individuals turned out to be
progressively taught and the economy saw a sharp decay of
the Protestant hard working attitudes, what representatives
needed from their managers changed also.
Ob i motivation concepts & applications- perception & attitudesShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Scenario AConsider a time when you had the experience of being led.docxcheryllwashburn
Scenario A
Consider a time when you had the experience of being led by someone who was able to get you to achieve more than you thought you could. Based on what you learned about leadership styles, describe events examining how your selected leader worked by certain principles. In addition, report details of an event demonstrating how you were led to perform.
On the basis of the above scenario, answer the following questions:
What style did the leader exhibit? Describe events pointing out how your selected leader worked by certain principles.
Report details of the scenario demonstrating how you were led to perform.
How did you improve your overall attitude and motivation based on a supportive leader in the workplace?
Positive influence can help team members develop their skills and knowledge. Do you agree to this statement? Why and how?
How does working in a positive organization with supportive leadership encourage staff performance at work each day?
What leadership skills will you take from your positive experience and use when you are in a leadership position?
Scenario B
Now, recall a time when you were led by someone who could not motivate you. Describe events pointing out how your selected leader's working style made subordinates feel uncomfortable.
On the basis of the above scenario, answer the following questions:
What style did the leader exhibit? Describe events pointing out your selected leader's leadership style.
Report details of the scenario demonstrating how you were led in his or her team.
How did the manager's action make you feel? Explain.
Which leadership behaviors do you think your selected leader lacked? Do you think the leader had ever had a chance to learn about leadership styles?
How important is it for a leader to be trained to guide and motivate the staff members to enhance team unity, enthusiasm, and positive attitudes?
What role should the individual staff member have to motivate himself or herself instead of relying on a manager?
EXPECTANCY THEORY
One widely cited theory of motivation is Victor Vroom’s (
1964
) Expectancy Theory (also referred to as the VIE Theory). Expectancy Theory suggests that for any given situation, the level of a person’s motivation (force in Vroom’s conceptualization) with respect to performance is dependent upon (1) his or her desire for an outcome; (2) the perception that individual’s job performance is related to obtaining other desired outcomes; and (3) the perceived probability that his or her effort will lead to the required performance. The theory may be expressed as M = V × I × E (see
Figure 6–1
).
Vroom (
1964
) explains that the force that drives a person to perform is dependent upon three factors: valence, instrumentality, and expectancy (pp. 15–19).
Valence
is the strength of an individual’s want or need, or dislike, for a particular outcome. An outcome has a positive valence when the person prefers attaining it to not attaining it, a valence of zero when the person is in.
The Three Theories I chose are10.1.3 Acquired Needs TheoryD.docxssusera34210
The Three Theories I chose are:
10.1.3 Acquired Needs Theory
David McClelland offers another motivation theory based on individual needs.
▲ Need for achievement is the desire to do something better or more efficiently,
to solve problems, or to master complex tasks.
▲ Need for power is the desire to control other people, to influence their
behavior, or to be responsible for them.
▲ Need for affiliation is the desire to establish and maintain friendly and
warm relations with other people.
According to McClelland, people acquire or develop these needs over time as a
result of individual life experiences. In addition, each need carries a distinct set
of work preferences. Managers are encouraged to recognize the strength of each
need in themselves and in other people. Attempts can then be made to create
work environments responsive to them.
People high in the need for achievement, for example, like to put their competencies
to work, they take moderate risks in competitive situations, and they
are willing to work alone. As a result, the work preferences of high-need achievers
include individual responsibility for results, achievable but challenging goals,
and feedback on performance.
10.2.2 Expectancy Theory
Victor Vroom’s expectancy theory of motivation asks a central question: What
determines the willingness of an individual to work hard at tasks important to
the organization?
Expectancy theory suggests that “people will do what they can do when they
want to do it.” More specifically, Vroom suggests that the motivation to work
depends on the relationships among the following three factors:
▲ Expectancy: A person’s belief that working hard will result in a desired
level of task performance being achieved.
▲ Instrumentality: A person’s belief that successful performance will be
followed by rewards and other potential outcomes.
▲ Valence: The value a person assigns to the possible rewards and other
work-related outcomes.
Expectancy theory suggests that motivation (M), expectancy (E), instrumentality
(I), and valence (V) are related to one another in a multiplication-based equation:
M _ E _ I _ V
In other words, motivation is determined by expectancy times instrumentality
times valence. The multiplier effect has important managerial implications. Mathematically
speaking, a zero at any location on the right side of the equation (for
E, I, or V) results in zero motivation.
For example, a typical assumption is that people will be motivated to work
hard to earn a promotion. But is this necessarily true? If expectancy is low, motivation
will suffer. The person may feel that he or she cannot achieve the performance
level necessary to get promoted. So why try? If instrumentality is low,
motivation will suffer. The person may lack confidence that a high level of task
performance will result in being promoted. So why try? If valence is low, motivation
will suffer. The person may place little value on receiving a promotion. It
simply isn’t much of a reward ...
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
1. George P. George’s Summary<br />Accomplished and integrity driven professional offering over 17 years of sales management experience in Telecom and Office automation driving business through team management, key accounts, strategic partnership, and channel relationship.Exceptional well organised with a track record that demonstrates self-motivation, creativity and initiative.Works well in fast paced environment and has the skill set for handling multi-tasks.An effective communicator with excellent relationship building,interpersonal skills & organizational abilities.Excellent presentation skills with ability to hold technical or non- technical audience. <br />Additional Information<br />A company's success or failure is directly related to the effectiveness of the leadership. The problem is that ineffective leaders aren't called to the carpet until a company is in trouble and that may too late to turn things around.<br />The better approach is to teach people how they can be effective before they take the reigns. Here are the three essential components of a good leader:<br />Communication<br />Good Communication is key for anyone in the workplace but it's absolutely essential for someone in a leadership role. A leader must convey their ideas in a way that others can understand and appreciate. Beyond that, communication requires listening and understanding others as well as providing valuable feedback. Many people fail at communication because they're only concerned about what they have to say. However, the circle of communication can only be complete when the communicator listens and lets the other person know that they have been heard and correctly understood.<br />Motivation<br />Effective leaders move people to action. In the book Hope is Not a Strategy (Dog Ear Publishing, 2008) by Ted Gee, the author insists that effective leaders instill confidence in the people under their authority so that they are convinced that the direction he or she is moving toward is correct and achievable. Instilling confidence is certainly one way to motivate people, but there are alternatives. People can also be motivated through competitive pay or other rewards. In addition, people can be motivated through fear, which could come in the form of quot;
do what I say because I'm your boss.quot;
While this tactic may work initially, it could also backfire in the long-run as people exercise their disapproval through passive aggressive behavior or creating a hostile work environment overall.<br />Teamwork<br />People need people to achieve their goals, particularly in the workplace. Effective leaders see their staff as an asset rather than a liability. They realize that they can't succeed without the support of their subordinates and they appreciate their team's participation and contributions. This mindset requires a significant amount of trust on the part of the leader because operating as a team means that certain tasks will be delegated to others who may be more equipped to meet the challenge. At the same time, the leader is freed up to take on the responsibilities that is the best fit for his talents.<br /> HYPERLINK quot;
https://www.google.com/adsense/support/bin/request.py?contact=abg_afc&url=http://entrepreneurs.suite101.com/article.cfm/want_to_become_a_good_leader&hl=en&client=ca-pub-7332027313721357&adU=www.stepconsulting.org&adT=TeamBuilding+%26amp%3B+Leadership&adU=www.ICICIFellows.org&adT=Leadership+Programme&adU=prpoint.com&adT=Learn+Business+Comm.&adU=www.mehongkong.com/eng/mice&adT=Meetings+%26amp%3B+Exhibitions+HK&adU=NIITimperia.com/Businessmgmt&adT=Business+Management+-IMT&adU=www.cappeu.com/&adT=Positive+Psychology&adU=www.sara-freder.com/Success-secrets&adT=Your+Success+Secrets&adU=www.lateralapproach.com&adT=Building+Winning+Team&adU=www.scan4crm.com&adT=scan4crm&adU=shine.com/Hrrecruiters&adT=Attn:+HR+Professionals&adU=HTCareers.in/Reliance_Jobs&adT=Reliance+Job+Openings&adU=RADvision.com/Visual-Communication&adT=Top+Visual+Communications&adU=ApnaPaisa.com/Reliance&adT=Reliance+Health+Policies&gl=INquot;
quot;
_blankquot;
<br />Ads by Google<br />Building Winning TeamManage and be managed. Be your own self, lead, win respect<br />skip to main | skip to sidebar <br />Organizational Behaviour <br />Tuesday, November 27, 2007<br /> HYPERLINK quot;
http://obreader.blogspot.com/2007/11/ob-handout-5.htmlquot;
OB Handout # 5 <br />Motivational Needs and ProcessesWhat is motivation?‘Motivation’ is derived from the Latin term ‘movere’ that means ‘to move’. Thus, motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive (Luthans). Broadly speaking, motivation is willingness to exert high levels of efforts towards organizational goals, conditioned by the efforts’ ability to satisfy some individual needs (Robbins). Need means some internal state that make certain outcomes appear attractive. An unsatisfied need creates tension that stimulates drives within the individual. These drives generate a search behaviour to find particular goals, that if attained, will satisfy the need and lead to the reduction in tension. In other words, needs create motives for a particular action (behaviour).Primary motives are hunger, thirst, maternal concerns, avoidance of pain, etc. These motives are involuntary. Then there are secondary motives which play an important role in employee motivation. Examples of secondary motives are: need for achievement, need for power, need for affiliation, need for security, and need for status.Theories of MotivationMaslow’s Hierarchy of Needs:Abraham Maslow suggested that needs of human being can be arranged in a hierarchical order. He maintained that the moment a particular need is satisfied, it ceases to be a motivator. Given below is the hierarchy of needs (with company strategies to meet those needs in brackets)Self-Actualization: self-fulfillment(opportunities for personal growth, realization of potentials) Esteem Needs: self-respect, autonomy, achievement, recognition(titles, status, symbols, promotion)Social Needs: affection, belogingness, acceptance(formal and informal work groups)Safety Needs: security and protection from any contingencies(seniority plans, health insurance, social security measures)Physiological Needs: Basic Needs(Salary and Wages)Herzberg’s Motivation-HygieneFredrick Herzberg proposed Motivation-Hygiene theory of motivation. According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc. ERG TheoryClayton Alderfer proposed the ERG theory of motivation. According to Alderfer, there are three groups of core needs: Existence (basic material existence, safety needs); Relatedness (social and self-esteem needs); and Growth: an intrinsic desire to grow and self-fulfillment. Contrary to Maslow’s theory, he proposed that more than one need may be operative at the same time and if the gratification of higher level need is stifled, the desire to satisfy lower level need would increase. For example, inability to satisfy the need for socialization may lead an individual to concentrate on making more money.Mclelland’s Theory of NeedsDavid Mclelland and his associates developed a theory of needs that provides a practical framework for motivational programmes at workplaces across the globe.The theory focuses on three needs:Need for Achievement: Drive to excel and become championsNeed for Power: Urge to control actions/ behaviour of othersNeed for Affiliation: Desire for intense socializationSome reflections on the Theory of NeedsA high achievement need does not necessarily mean that the person would be a good manager, especially in large organizations. People with high achivement needs are interested in how well they do personally and not in influencing others to do well. A salesperson with high achievement need would not necessarily make a good sales manager, and a good general manager in a large organization may have low achievement need.A person with high affiliation need may be a good team-worker. However, a manager with high affiliation need may face a lot of problems. The best managers have high need of power and low need of affiliation.Goal-setting TheoryEdwin Lock proposed the Goal Setting theory in 1960s. He observed that intention to work toward a goal is a major source of motivation. A goal tells the employees what is to be done and what should be the intensity of efforts. Specific goals have invariably resulted in higher performance. If factors like ability and acceptance of the goals are held constant, difficult goals are likely to produce better results. Feedback plays an important role in Goal-setting theory. Feedback reinforces high performance behaviour. Lack of feedback may jeopardize goal accomplishment.Besides feedback, success of Goal-setting theory also depends on goal commitment, self-efficacy and culture.Goal commitment: employee is committed to goal i.e. he is determined not to lower or abandon the goal.Self-efficacy: employee’s belief in his/her ability to accomplish the goalCulture: shared values and meanings are crucial. Due to cultural influence, Japanese tend to have higher goal commitments and self-efficacy.Expectancy Theory of MotivationVictor Vroom proposed the Expectancy Theory of Motivation. Vroom observed that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. For example, an employee will be motivated to exert a high level of effort when he or she believes that efforts will lead to good performance appraisal which in turn will result in salary hike, incentive, bonus, promotion that will satisfy personal goals of the employee.The theory is based on the following three relationships:Effort-Performance Relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performancePerformance-Reward Relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.Reward-Personal Goal Relationship: The degree to which organizational rewards satisfy an individual’s personal goals and attractiveness of those potential rewards for the individual.Linking Motivational Theories with HR Practices at the WorkplaceManagement by Objective (MBO)MBO is linked to goal-setting theory. Peter Drucker proposed this concept. Broadly speaking, MBO is a process of agreeing upon objectives within an organization. MBO is often accomplished by using set targets. Objectives should be SMART i.e. Specific, Measurable, Achievable, Realistic and Time-specific. Reliance Industries Limited in India has successfully implemented MBO programme. Any MBO initiative must be implemented along side suitable adjustment in rewards and feedback system.Employee Recognition Programmes Employee recognition programmes cater to the social needs and self-esteem needs of the employees. These include awards, newsletter announcements regarding accomplishments of an individual or a group, appreciation letter, certificate of merit, employee of the month/year programme, annual felicitation programmes to honour outstanding performers etc.Employee Involvement Programmes This is aimed at augmenting the commitment of the employees towards organization by providing them a role in decision making, autonomy, empowerment and stock ownership. Thus, employee involvement strategies link the destines of the employees with the of the company/organization. For example, by granting the employees a role in decision-making, Ford Motors has benefited in terms of improved product design, cost reduction, quality improvement and overall productivity.In number of organizations, workers participation in management is ensured by works council, works committees, quality circles etc. Besides many companies are now offering Employee Stock Ownership Plans in a big way to ensure employee involvement.Reward System A number of companies are resorting to performance-linked rewards in order to motivate employees. Examples are Variable Pay, Profit Sharing, Gain Sharing, Skill-based pay, flexible benefits, etc. <br />Posted by Dr Srirang K Jha at 11:43 PM <br />0 comments: <br />Post a Comment <br />Resolved Question<br />Show me another » <br />Importance of communication in organisational behaviour?<br />can any one sugest a website where i can find the importance of communication in organisational behaviour? its urgent pls...<br />1 year ago <br />Report Abuse <br />by shubhi <br />Member since: <br />13 December 2007 <br />Total points: <br />895 (Level 2) <br />Add to My Contacts <br />Block User <br />Best Answer - Chosen by Voters<br />Good communication is the most important tool in any organization and can be the making or breaking of a company. The paper looks at communication in organizational behavior and how communication affects promotion and marketing.quot;
The informal communication within an organization as mentioned earlier has no formal lines at all. This type of communication is generally known as a grapevine. The grapevine is used mostly in situations where there is something new going on and people either want to pass on information or learn information. It is strongest when news affects those closest to each other. Surprisingly communication through the grapevine is not as common as people believe and in a stable and happy environment is unlikely to be very strongquot;
.Communication, in general, may be defined as the process by which information is exchanged between individuals using written messages, spoken words, or gestures. It is a dynamic, interpersonal process in which an individual modifies his response on the basis of the behavior of the recipient of the message. Henri Fayol and Chester Barnard have contributed greatly to the field of communication. The more recently proposed managerial communication model is based on the modern research findings on communication.Managers need timely and appropriate information to make sound decisions. Therefore, communication is essential for the effective functioning of organizations. In the two-way communication process, a sender or speaker transmits a message to a receiver through a proper medium and gets feedback from him. Downward communication is the primary means of organizational communication and is directive in nature. Upward communication is less frequent and non-directive in nature. Lateral communication or cross-communication involves communication across the chain of command. Interactive communication helps employees coordinate their work to achieve overall organizational objectives.Communication need not always involve the exchange of words. Nonverbal communication refers to the use of nonword human responses like facial expressions and gestures and the perceived characteristics of the environment through which the human verbal and nonverbal messages are transmitted.There may be a number of interruptions in the communication process that act as barriers to communication. These barriers may totally prevent communication, filter a part of it, or convey the wrong meaning. Filtering, selective perception, defensiveness and linguistic differences are some of the barriers to effective communication.A network refers to a group of people who develop and maintain contact with others to exchange information of common interest in an informal manner. The grapevine is an informal network in which information moves freely in all directions, goes beyond the chain of authority and satisfies the social needs of organizational members.Information technology has, to a great extent, revolutionized the communication process in organizations. A computerized MIS facilitates faster and efficient communication in organizations. Electronic mail is a computer-based communication system which allows messages to be exchanged instantly. Telecommuting involves the accomplishment of all or part of a person's work at home through computer links to the office. Though telecommuting benefits employees, organizations and society in many ways, it can lead to the social isolation of employees working from home.<br />Source(s):<br />http://www.academon.com/lib/paper/64188.…http://www.icmrindia.org/courseware/Orga…www.organizationalbehaviors.com<br />1 year ago <br />100% 2 Votes <br />Report Abuse <br />Is this what you are searching for?<br />Rating: Good Answer <br />Rating: Bad Answer <br />0 stars - mark this as Interesting! <br />Who found this interesting?<br />Be the first person to mark this question as interesting! <br />Email <br />Comment (0) <br />Save <br />Add to private Watchlist<br />Save to Yahoo! Bookmarks <br />Add to My Yahoo! <br />Add to Del.icio.us <br />RSS <br />There are currently no comments for this question.<br />* You must be logged into Answers to add comments. Sign in or Register.<br />Other Answers (13)<br />Top of Form<br />Show: <br />Bottom of Form<br />by Rc <br />Member since: <br />14 January 2007 <br />Total points: <br />134 (Level 1) <br />Add to My Contacts <br />Block User <br />Any office managerial job, I was told, is 30% technical knowledge and 70% man management.As in any typical Company's existence and also during a product's and process's life cycle, specification about raw material, process technology and distribution structure is fixed and pre arrived, it is only material and makes a difference, is the application and commitment of employees to the cause. This is directly related to quot;
how well you communicate through your intra personnel and inter personnel; arrangementquot;
.Spiritual Knowledge, is knowledge about one's own Spirit. While stressing on Self-Knowledge and Self-Introspection through Self-Observation, it looks to minimise and eliminate this communication gap between persons through equipping one to look from third person’s perspective. By taking care about our body, mind and soul, we are made to be more alert and sensitive there by can respond with more clarity.Any typical Spiritual Practice regimen with its emphasis on Yoga, Meditation, Pranayama will help us to steer ourselves to the right track. More than the practice, it is understanding and be aware of this need and utility will clear us from so many social and occupation pressures and resulted stress and maladies. We have a rich repository of Spiritual books from Eastern tradition. In act, I have tried to put this traditional knowledge into layman’s terms by incorporating the essence through SCIENTIFIC ANGLE in my book “Excerpts from essentials of SPIRITUAL KNOWLEDGE for better LIFE MANAGEMENT”.Rc Reddy(K. Ramesh Chandra Reddy) <br />Source(s):<br />Spiritual Knowledge book written by me and titled as quot;
Excerpts from essentials of Spiritual Knowledge for better life managementquot;
.RK Mission publications book tiotlerd as quot;
Yoga for beginnersquot;
.Documents from Web page http://www.rcspirituality.spaces.live.com<br />1 year ago <br />0% 0 Votes <br />0 Rating: Good Answer <br />0 Rating: Bad Answer <br />Report Abuse <br />by k.mariabastin k <br />Member since: <br />04 November 2008 <br />Total points: <br />110 (Level 1) <br />Add to My Contacts <br />Block User <br />communication is the organisation.I am studying business organisation. so organisation is very important in the world.some organisation behaviour is very worst.some of organisation behaviour is very GOOD.OOOOOK<br />Source(s):<br />MY AIM IS TO BECOME A GOOD BUSINESS MAN<br />1 year ago <br />0% 0 Votes <br />0 Rating: Good Answer <br />1 Rating: Bad Answer <br />Report Abuse <br />by Pooja K <br />Member since: <br />25 August 2008 <br />Total points: <br />2666 (Level 4) <br />Add to My Contacts <br />Block User <br />communication is very important. It reflects what you actually are. because it simply shows what kind of behaviour you have like friendly, autocratic or democratici don't know any site but search in google <br />1 year ago <br />0% 0 Votes <br />0 Rating: Good Answer <br />0 Rating: Bad Answer <br />Report Abuse <br />by surjeet s <br />Member since: <br />29 August 2008 <br />Total points: <br />200 (Level 1) <br />Add to My Contacts <br />Block User <br />main importance of communicatin in organistaional behaviour is prictic and regular talking with other person and regular reading english news paper good actitute and always met your seniour person then u develop ur communiction and behaviour . call me 09917215921<br />Source(s):<br />only prectice. u can do it <br />Recruitment and Training The company also undertakes the training and development of its employees. The company is open for Engineers, MBAs, Telecom network analysts and IT specialists. Innovation, initiation, leadership, problem solving approach, etc. are the qualities the company looks for. Freshers also have opportunities to work with the company.<br />