Motivation in Organization
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Organizational behaviour
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. It aims to understand and predict employee behavior, improve productivity, and facilitate change. There are several models of organizational behavior, including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and obedience, while the custodial model focuses on economic resources and security. The supportive model emphasizes leadership and employee motivation. The collegial model is based on teamwork, shared goals, and self-discipline among team members. Organizational behavior provides insights to help organizations and individuals within them be more effective.
Motivation
The document discusses several theories of motivation including:
1. Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order.
2. Herzberg's two-factor theory which distinguishes between motivational factors like achievement that increase job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. Vroom's expectancy theory which proposes that motivation depends on expectations of effort leading to performance and rewards, known as expectancy, instrumentality, and valence.
Objectives of management
This document discusses objectives, vision, mission, goals, and strategies in management. It defines objectives as commitments to achieve measurable results by deadlines. Vision is a company's long-term goal, while mission outlines its business and customers. Goals and objectives are interchangeably used targets like profit, growth, and social responsibility. Strategy is a company's plan to outperform rivals. The document also describes Management by Objectives (MBO) as integrating managerial activities toward objectives. The MBO cycle includes setting objectives, developing action plans, periodic review, and performance appraisal. Effective MBO implementation requires supportive culture, commitment from leadership, and being suitable for the organization. Motivation principles incorporate participation, feedback, reciprocal interests,
Directing and Controlling
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
HUMAN RELATION AND ORGANISATIONAL BEHAVIOUR
This document summarizes key topics in human relations and organizational behavior, including the importance of human relations, individual and group dynamics within organizations, motivation, communication skills, and negotiation skills. It discusses how human relations help integrate individual attitudes and work, the role of individuals in organizations, factors that motivate employees, and elements of effective group dynamics and teamwork. Communication and developing strong negotiation abilities are also presented as important skills for building good human relationships and work performance.
Group dynamics
Group dynamics refers to the attitudinal and behavioral characteristics of a group. A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Groups form through various stages of development including forming, storming, norming, performing, and adjourning. There are both formal and informal groups. Formal groups are designated work groups within an organization while informal groups form in response to social needs. When making decisions as a group, individuals may shift their positions towards a more extreme risk level than their original individual decision due to factors like diffused responsibility and social status within the group.
HUMAN RESOURCE MANAGEMENT
This document discusses human resource management and related topics. It begins by defining human resource management and its objectives, which include recruitment and selection, training and development, performance management, and compensation and benefits. It then explains the process of human resource management, which involves job analysis, recruitment, selection, onboarding, training, performance management, compensation, employee relations, and other steps. Finally, it discusses human resource planning and its importance in forecasting future workforce needs through environmental scanning, demand and supply forecasting, gap analysis, and developing HR strategies.
Situational Leadership Theory
Situational leadership is a style where the leader adjusts their approach based on the maturity level of their followers. It was developed in the 1960s by Paul Hersey and Ken Blanchard and includes four leadership styles - telling, selling, participating, and delegating. The style used depends on how ready and willing followers are based on their competence and commitment levels, with more directive styles like telling used when followers have low maturity and ability.
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Organizational behaviour
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. It aims to understand and predict employee behavior, improve productivity, and facilitate change. There are several models of organizational behavior, including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and obedience, while the custodial model focuses on economic resources and security. The supportive model emphasizes leadership and employee motivation. The collegial model is based on teamwork, shared goals, and self-discipline among team members. Organizational behavior provides insights to help organizations and individuals within them be more effective.
Motivation
The document discusses several theories of motivation including:
1. Maslow's hierarchy of needs which proposes that people are motivated to fulfill physiological, safety, social, esteem, and self-actualization needs in that order.
2. Herzberg's two-factor theory which distinguishes between motivational factors like achievement that increase job satisfaction and hygiene factors like salary that prevent dissatisfaction.
3. Vroom's expectancy theory which proposes that motivation depends on expectations of effort leading to performance and rewards, known as expectancy, instrumentality, and valence.
Objectives of management
This document discusses objectives, vision, mission, goals, and strategies in management. It defines objectives as commitments to achieve measurable results by deadlines. Vision is a company's long-term goal, while mission outlines its business and customers. Goals and objectives are interchangeably used targets like profit, growth, and social responsibility. Strategy is a company's plan to outperform rivals. The document also describes Management by Objectives (MBO) as integrating managerial activities toward objectives. The MBO cycle includes setting objectives, developing action plans, periodic review, and performance appraisal. Effective MBO implementation requires supportive culture, commitment from leadership, and being suitable for the organization. Motivation principles incorporate participation, feedback, reciprocal interests,
Directing and Controlling
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
HUMAN RELATION AND ORGANISATIONAL BEHAVIOUR
This document summarizes key topics in human relations and organizational behavior, including the importance of human relations, individual and group dynamics within organizations, motivation, communication skills, and negotiation skills. It discusses how human relations help integrate individual attitudes and work, the role of individuals in organizations, factors that motivate employees, and elements of effective group dynamics and teamwork. Communication and developing strong negotiation abilities are also presented as important skills for building good human relationships and work performance.
Group dynamics
Group dynamics refers to the attitudinal and behavioral characteristics of a group. A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Groups form through various stages of development including forming, storming, norming, performing, and adjourning. There are both formal and informal groups. Formal groups are designated work groups within an organization while informal groups form in response to social needs. When making decisions as a group, individuals may shift their positions towards a more extreme risk level than their original individual decision due to factors like diffused responsibility and social status within the group.
HUMAN RESOURCE MANAGEMENT
This document discusses human resource management and related topics. It begins by defining human resource management and its objectives, which include recruitment and selection, training and development, performance management, and compensation and benefits. It then explains the process of human resource management, which involves job analysis, recruitment, selection, onboarding, training, performance management, compensation, employee relations, and other steps. Finally, it discusses human resource planning and its importance in forecasting future workforce needs through environmental scanning, demand and supply forecasting, gap analysis, and developing HR strategies.
Situational Leadership Theory
Situational leadership is a style where the leader adjusts their approach based on the maturity level of their followers. It was developed in the 1960s by Paul Hersey and Ken Blanchard and includes four leadership styles - telling, selling, participating, and delegating. The style used depends on how ready and willing followers are based on their competence and commitment levels, with more directive styles like telling used when followers have low maturity and ability.
MANAGEMENT- DEFINITION, OBJECTIVES,CHARACTERISTICS AND FUNCTION
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is the process of coordinating human and material resources efficiently to achieve defined objectives. Key functions include planning, organizing, staffing, directing, coordinating, motivating and controlling. Management aims to effectively utilize resources and accomplish group objectives through organized and coordinated team efforts. Administration determines overall policy and objectives, while management focuses on executing policy and achieving objectives.
Morale
Meaning of the Employee Morale; Importance; Administrative Measure to Promote Morale; Method of Measurement; Determinants of Employee Morale; Causes of Low Morale of Industrial Workers in Bangladesh; Measures for their Improvement.
Motivation & Motivational factor
Edward Smith is satisfied with his current job, while Richard Clooney is dissatisfied and wants to find a new one.
The document then discusses various theories of motivation, including Herzberg's two-factor theory which separates motivators and hygiene factors. Hygiene factors like salary and working conditions prevent dissatisfaction if present, while motivators like achievement and recognition can positively motivate employees.
McClelland's needs theory identifies three main needs that motivate: the need for achievement, power, and affiliation.
Presentation what is manager
Managers coordinate and oversee the work of others in an organization. There are four main managerial functions: planning, organizing, leading, and controlling. Planning involves deciding future courses of action. Organizing establishes how work will be structured and allocated. Leading involves motivating employees. Controlling monitors performance and ensures standards are met. Managers also require technical, human, and conceptual skills to perform their roles, which include interpersonal, informational, and decision-making responsibilities.
Theories of leadership
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
Organization Theory
This document provides an overview of classical and modern organization theory as applied to health care organizations. It discusses several theories of organization including scientific management, administrative management, behavioral, systems, and contingency theories. Scientific management theory focuses on standardization, time studies, and dividing work responsibilities. Administrative theory examines formal structure, rules, and principles of management. Behavioral theory emphasizes human factors like motivation, leadership, and group dynamics. Systems theory views organizations as goal-oriented systems, while contingency theory contends there is no single best way to manage and the approach must fit the situation. The theories provide frameworks for functions like management structures, performance evaluation, process standardization, and adapting to changing environments in health care.
Functions of leadership
The document discusses the key functions of leadership including:
1. Defining tasks, planning, briefing, controlling, evaluating, motivating, organizing, and providing examples. It provides details on each function.
2. Planning involves building a mental bridge from the present to the desired future. Leaders can make plans in different ways such as announcing their plan or getting suggestions.
3. Control is important for ensuring organizational activities align with objectives. Evaluation and motivation are also important functions, with motivation relying on understanding individuals' needs.
Objectives and setting objectives
The document discusses objectives and setting objectives for organizations. It defines objectives as the ends an organization seeks to achieve through its operations. Objectives should be specific and measurable commitments to achieve results within a time frame. When setting objectives, they should be clear, measurable, attainable, time-bound, and accepted by employees. Objectives provide organizations with legitimacy, direction, motivation, coordination and uniqueness. The document outlines characteristics, importance, guidelines and benefits of setting objectives, as well as potential limitations.
Motivation
The document discusses various theories of motivation. It begins by defining motivation and exploring its key elements. It then examines several prominent content theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and McClelland's learned needs theory. Process theories such as Alderfer's ERG theory are also summarized. The document analyzes each theory, provides examples and implications, and notes some common criticisms of the theories. Overall, the document provides an overview of important motivation theories from a content and process perspective.
Motivation and Motivation theories
This document discusses motivation theories and definitions. It provides definitions of motivation referring to actions or behaviors toward goals. Popular motivation definitions focus on willingness to perform and being affected by leadership. Motivation theories are divided into content theories, which focus on internal factors like needs, and process theories, which describe external factors like rewards. Several content theories are described including Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include goal-setting theory, equity theory, and expectancy theory.
Organizational behavior
Organizational behavior (OB) is the study of how individuals and groups act within organizations and how organizations manage their environments. OB focuses on improving productivity by understanding employee behavior and predicting human behavior in organizations. Behavior is generally predictable but depends on circumstances. To study OB effectively requires a systematic, evidence-based approach rather than just common sense. OB draws from various disciplines like psychology, sociology, and political science to analyze behavior at the individual, group, and organizational levels.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Management by objectives
Management by Objectives (MBO) is a process where employees and supervisors jointly set goals, employees define their own goals and plans, and performance is evaluated based on achieving objectives. MBO aims to improve management by clarifying responsibilities, setting individual and organizational goals aligned with the overall strategy, and providing feedback. Key aspects of MBO include participative goal setting, explicit time periods for goals, and linking performance reviews to achieving objectives.
Motivation and Theories of Motivation
This document discusses various theories of motivation. It begins by defining motivation and describing its importance for job performance. It then outlines several prominent content theories of motivation, including Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, and Herzberg's two-factor theory. Next, it examines process theories like McClelland's need theory. The document concludes by analyzing criticisms of Maslow's theory and providing a case study example. Overall, the document provides a comprehensive overview of seminal motivation theories within industrial and organizational psychology.
Motivation (Principles of Management)
Motivation is the inner state that causes behavior to achieve goals. There are two types of motivation theories: process theories that explain how motivation occurs, and content theories that examine internal needs. Content theories include Maslow's hierarchy of needs and ERG theory. Managers can motivate employees through job design like job enrichment, flexible schedules, and behavior modification with rewards and punishments. Effective communication also motivates by satisfying basic human needs.
Importance of management
Management plays a vital role in achieving organizational goals and national development. Effective management is needed for any organization, whether large or small, profitable or non-profitable, to accomplish its predetermined objectives. Management helps organizations maximize the use of available resources, minimize production costs, and face cutthroat competition. It also enables the development of people by creating new opportunities for investment, income, employment and business. Overall, management is essential for the success and growth of any organization or business.
Management by objectives
Management by Objectives (MBO) is a systematic process that involves setting goals and monitoring performance against those goals. The key aspects of MBO include establishing organizational goals and cascading them down to individual employee objectives, developing action plans, periodically reviewing progress, and conducting performance appraisals. MBO aims to improve organizational performance by aligning goals throughout the company and increasing employee motivation through participation in goal setting. For MBO to be effective, it requires clear objectives, management training, feedback, and support from top leadership.
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
This document outlines the objectives and functions of human resource management. It discusses 10 objectives of HRM which are to help the organization attain its goals by providing well-trained employees, employ skills efficiently, enhance job satisfaction, establish productive relationships, develop members, maintain work quality, high morale, ethical policies, recognize individual and group goals, and manage change. It also describes the managerial and operative functions of HRM which include planning, organizing, staffing, directing, controlling, procurement, development, compensation, integration, and maintenance.
Administration Vs. Management
Administration involves setting policies, objectives, and plans for an organization, while management focuses on implementing those plans and coordinating organizational activities. Practically, managers perform both administrative and management functions, with higher-level managers spending more time on administration and lower-level managers focusing more on operational management. Public administration differs from private administration in that it operates within a legal and political framework, aims to serve public needs rather than profit, and is accountable to the public. It also typically involves larger-scale operations and provides essential services.
Theories of Motivation
The document discusses several theories of motivation, including Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs first before moving up to seeking safety, love, esteem and self-actualization; it also examines McGregor's Theory X and Theory Y about assumptions of human nature, Herzberg's two-factor theory distinguishing motivators and hygiene factors, and McClelland's theory of three needs - achievement, affiliation and power. The theories provide frameworks for understanding what motivates employee behavior and performance in the workplace.
Unit3Motivation.pptx
1. The document discusses motivation in the workplace, including definitions, importance, and theories.
2. It provides examples of how one company owner improved employee motivation by implementing training programs, monthly meetings, a suggestion box, and additional paid time off. Morale increased as a result.
3. Major motivation theories discussed include Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory.
CHAPTER_1_INTRODUCTION_Introduction_towa.doc
This document discusses employee motivation. It begins by defining motivation as the process of inspiring people to strive willingly towards organizational goals. Several theories of motivation are described, including:
- Maslow's hierarchy of needs, which proposes that people are motivated to fulfill basic physiological needs first before progressing to higher-level needs.
- Expectancy theory, which suggests employees will be motivated if they believe their efforts will lead to good performance and rewards.
The document emphasizes that motivation is important for organizational success as it leads to higher performance, lower turnover, and better achievement of goals. Effective motivation satisfies employee needs and desires to encourage willingness to work.
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MANAGEMENT- DEFINITION, OBJECTIVES,CHARACTERISTICS AND FUNCTION
Management involves planning, organizing, leading, and controlling organizational resources and activities to achieve goals. It is the process of coordinating human and material resources efficiently to achieve defined objectives. Key functions include planning, organizing, staffing, directing, coordinating, motivating and controlling. Management aims to effectively utilize resources and accomplish group objectives through organized and coordinated team efforts. Administration determines overall policy and objectives, while management focuses on executing policy and achieving objectives.
Morale
Meaning of the Employee Morale; Importance; Administrative Measure to Promote Morale; Method of Measurement; Determinants of Employee Morale; Causes of Low Morale of Industrial Workers in Bangladesh; Measures for their Improvement.
Motivation & Motivational factor
Edward Smith is satisfied with his current job, while Richard Clooney is dissatisfied and wants to find a new one.
The document then discusses various theories of motivation, including Herzberg's two-factor theory which separates motivators and hygiene factors. Hygiene factors like salary and working conditions prevent dissatisfaction if present, while motivators like achievement and recognition can positively motivate employees.
McClelland's needs theory identifies three main needs that motivate: the need for achievement, power, and affiliation.
Presentation what is manager
Managers coordinate and oversee the work of others in an organization. There are four main managerial functions: planning, organizing, leading, and controlling. Planning involves deciding future courses of action. Organizing establishes how work will be structured and allocated. Leading involves motivating employees. Controlling monitors performance and ensures standards are met. Managers also require technical, human, and conceptual skills to perform their roles, which include interpersonal, informational, and decision-making responsibilities.
Theories of leadership
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
Organization Theory
This document provides an overview of classical and modern organization theory as applied to health care organizations. It discusses several theories of organization including scientific management, administrative management, behavioral, systems, and contingency theories. Scientific management theory focuses on standardization, time studies, and dividing work responsibilities. Administrative theory examines formal structure, rules, and principles of management. Behavioral theory emphasizes human factors like motivation, leadership, and group dynamics. Systems theory views organizations as goal-oriented systems, while contingency theory contends there is no single best way to manage and the approach must fit the situation. The theories provide frameworks for functions like management structures, performance evaluation, process standardization, and adapting to changing environments in health care.
Functions of leadership
The document discusses the key functions of leadership including:
1. Defining tasks, planning, briefing, controlling, evaluating, motivating, organizing, and providing examples. It provides details on each function.
2. Planning involves building a mental bridge from the present to the desired future. Leaders can make plans in different ways such as announcing their plan or getting suggestions.
3. Control is important for ensuring organizational activities align with objectives. Evaluation and motivation are also important functions, with motivation relying on understanding individuals' needs.
Objectives and setting objectives
The document discusses objectives and setting objectives for organizations. It defines objectives as the ends an organization seeks to achieve through its operations. Objectives should be specific and measurable commitments to achieve results within a time frame. When setting objectives, they should be clear, measurable, attainable, time-bound, and accepted by employees. Objectives provide organizations with legitimacy, direction, motivation, coordination and uniqueness. The document outlines characteristics, importance, guidelines and benefits of setting objectives, as well as potential limitations.
Motivation
The document discusses various theories of motivation. It begins by defining motivation and exploring its key elements. It then examines several prominent content theories of motivation, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, and McClelland's learned needs theory. Process theories such as Alderfer's ERG theory are also summarized. The document analyzes each theory, provides examples and implications, and notes some common criticisms of the theories. Overall, the document provides an overview of important motivation theories from a content and process perspective.
Motivation and Motivation theories
This document discusses motivation theories and definitions. It provides definitions of motivation referring to actions or behaviors toward goals. Popular motivation definitions focus on willingness to perform and being affected by leadership. Motivation theories are divided into content theories, which focus on internal factors like needs, and process theories, which describe external factors like rewards. Several content theories are described including Maslow's hierarchy of needs and Herzberg's two-factor theory. Process theories discussed include goal-setting theory, equity theory, and expectancy theory.
Organizational behavior
Organizational behavior (OB) is the study of how individuals and groups act within organizations and how organizations manage their environments. OB focuses on improving productivity by understanding employee behavior and predicting human behavior in organizations. Behavior is generally predictable but depends on circumstances. To study OB effectively requires a systematic, evidence-based approach rather than just common sense. OB draws from various disciplines like psychology, sociology, and political science to analyze behavior at the individual, group, and organizational levels.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Management by objectives
Management by Objectives (MBO) is a process where employees and supervisors jointly set goals, employees define their own goals and plans, and performance is evaluated based on achieving objectives. MBO aims to improve management by clarifying responsibilities, setting individual and organizational goals aligned with the overall strategy, and providing feedback. Key aspects of MBO include participative goal setting, explicit time periods for goals, and linking performance reviews to achieving objectives.
Motivation and Theories of Motivation
This document discusses various theories of motivation. It begins by defining motivation and describing its importance for job performance. It then outlines several prominent content theories of motivation, including Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, and Herzberg's two-factor theory. Next, it examines process theories like McClelland's need theory. The document concludes by analyzing criticisms of Maslow's theory and providing a case study example. Overall, the document provides a comprehensive overview of seminal motivation theories within industrial and organizational psychology.
Motivation (Principles of Management)
Motivation is the inner state that causes behavior to achieve goals. There are two types of motivation theories: process theories that explain how motivation occurs, and content theories that examine internal needs. Content theories include Maslow's hierarchy of needs and ERG theory. Managers can motivate employees through job design like job enrichment, flexible schedules, and behavior modification with rewards and punishments. Effective communication also motivates by satisfying basic human needs.
Importance of management
Management plays a vital role in achieving organizational goals and national development. Effective management is needed for any organization, whether large or small, profitable or non-profitable, to accomplish its predetermined objectives. Management helps organizations maximize the use of available resources, minimize production costs, and face cutthroat competition. It also enables the development of people by creating new opportunities for investment, income, employment and business. Overall, management is essential for the success and growth of any organization or business.
Management by objectives
Management by Objectives (MBO) is a systematic process that involves setting goals and monitoring performance against those goals. The key aspects of MBO include establishing organizational goals and cascading them down to individual employee objectives, developing action plans, periodically reviewing progress, and conducting performance appraisals. MBO aims to improve organizational performance by aligning goals throughout the company and increasing employee motivation through participation in goal setting. For MBO to be effective, it requires clear objectives, management training, feedback, and support from top leadership.
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
This document outlines the objectives and functions of human resource management. It discusses 10 objectives of HRM which are to help the organization attain its goals by providing well-trained employees, employ skills efficiently, enhance job satisfaction, establish productive relationships, develop members, maintain work quality, high morale, ethical policies, recognize individual and group goals, and manage change. It also describes the managerial and operative functions of HRM which include planning, organizing, staffing, directing, controlling, procurement, development, compensation, integration, and maintenance.
Administration Vs. Management
Administration involves setting policies, objectives, and plans for an organization, while management focuses on implementing those plans and coordinating organizational activities. Practically, managers perform both administrative and management functions, with higher-level managers spending more time on administration and lower-level managers focusing more on operational management. Public administration differs from private administration in that it operates within a legal and political framework, aims to serve public needs rather than profit, and is accountable to the public. It also typically involves larger-scale operations and provides essential services.
Theories of Motivation
The document discusses several theories of motivation, including Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs first before moving up to seeking safety, love, esteem and self-actualization; it also examines McGregor's Theory X and Theory Y about assumptions of human nature, Herzberg's two-factor theory distinguishing motivators and hygiene factors, and McClelland's theory of three needs - achievement, affiliation and power. The theories provide frameworks for understanding what motivates employee behavior and performance in the workplace.
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Unit3Motivation.pptx
1. The document discusses motivation in the workplace, including definitions, importance, and theories.
2. It provides examples of how one company owner improved employee motivation by implementing training programs, monthly meetings, a suggestion box, and additional paid time off. Morale increased as a result.
3. Major motivation theories discussed include Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory.
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This document discusses employee motivation. It begins by defining motivation as the process of inspiring people to strive willingly towards organizational goals. Several theories of motivation are described, including:
- Maslow's hierarchy of needs, which proposes that people are motivated to fulfill basic physiological needs first before progressing to higher-level needs.
- Expectancy theory, which suggests employees will be motivated if they believe their efforts will lead to good performance and rewards.
The document emphasizes that motivation is important for organizational success as it leads to higher performance, lower turnover, and better achievement of goals. Effective motivation satisfies employee needs and desires to encourage willingness to work.
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This document summarizes several theories of motivation and their application to employee performance. It discusses Maslow's hierarchy of needs which includes physiological, safety, belonging, esteem and self-actualization needs. Herzberg's two-factor theory identifies satisfiers like achievement and recognition that motivate employees, and dissatisfiers like policies and supervision that cause dissatisfaction. Alderfer's ERG theory groups needs into existence, relatedness and growth. The document examines how motivating employees through rewards, relationships and opportunities for growth can improve performance in organizations.
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This document discusses motivation and its importance for both individuals and businesses. Motivation is defined as the drive that pushes one to work hard and achieve goals even when facing difficulties. For individuals, motivation helps achieve personal goals and increases job satisfaction. For businesses, a motivated workforce improves teamwork, productivity, and ability to adapt to changes. The document then examines various theories of motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory, and discusses how rewards, leadership, empowerment, and trust can boost employee motivation.
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1. The document discusses several theories of motivation including Maslow's hierarchy of needs, ERG theory, McClelland's achievement motivation theory, Herzberg's two-factor theory, and goal-setting theory.
2. Key aspects of the theories are summarized such as the different levels of needs according to Maslow and the three classes of needs in ERG theory.
3. Implications for human resource management are provided, such as ensuring policies address all levels of needs and avoiding focusing on just one need.
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This document provides an introduction and literature review on employee motivation and productivity in the banking sector of Ghana. It begins by defining motivation and its importance for organizational success. Productivity is discussed as being influenced by motivation. The research aims to analyze motivation tools at Trust Bank Ghana and their impact on productivity. It will survey employees at four branches to understand their views on motivation. The literature review covers definitions of motivation and debates around what motivation is and is not. It discusses how motivation influences employee involvement, satisfaction, and performance.
A Study of Employee Motivation in Organization
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.
Mba533 final exam paper
Target Corporation places strong emphasis on human resources practices like job design, training, recruitment, selection, and performance appraisal. Their detailed job design clarifies employee responsibilities and has improved focus, relationships, and productivity. Target also provides new employees with extensive initial and ongoing training programs. They recruit both internally and externally, using methods like job fairs and social events. Candidate selection is an open process aimed at choosing the most competitive applicants. Performance appraisals at Target use a positive approach to motivate employees and are conducted periodically by supervisors.
Motivation.ppt100
The document discusses various aspects of motivation in the workplace. It defines motivation and different types of motivation, including intrinsic and extrinsic motivation. The importance of motivation for employee productivity, need satisfaction, and reducing turnover is explained. Different theories of motivation are outlined, including Maslow's hierarchy of needs, VIE theory, and McGregor's Theory X and Y. Finally, various methods for motivating employees are mentioned, such as financial incentives, non-financial incentives, job enrichment, and positive reinforcement.
Motivation and its theories
This document summarizes key concepts related to motivation. It begins by defining motivation and listing its characteristics. The importance of motivation for improving performance and reducing absenteeism and turnover is then outlined. The document proceeds to discuss major content theories of motivation proposed by Maslow, Alderfer, Herzberg, and McClelland. Process theories of reinforcement, expectancy, and equity are also summarized. The document concludes by discussing the application of motivational theories in organizational behavior.
Motivation of Employees in the Work Place
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity, revenue, and satisfaction. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that small gestures and relationships with managers are often more motivating than material rewards.
Quality Work Life
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
Research Paper Stephen Mcconnell
1) Intrinsic motivation within employees is important for an organization's success and is strengthened when employees' values are aligned with the company's values.
2) Organizations should focus on encouraging employees' positive intrinsic motivation through autonomy, goal-setting, counseling instead of discipline, and allowing employees to learn from mistakes.
3) Both intrinsic and extrinsic motivation are important, but too much focus on extrinsic motivators like rewards can undermine intrinsic motivation if not balanced properly. Organizations should aim to enhance employees' intrinsic drive.
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Motivation in Organization
- 1. MOTIVATION BY MEGHAJ KUMAR MALLICK MCA 1ST YEAR 1ST SEMESTER MCA/25017/18
- 3. TOPIC FOR PRESENTATION Despite motivation an employee is not able to perform up to the expectation. What effort would you do for this situation
- 4. DEFINITION Motivation is the word derived from the word 'motive' which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. It can also be described as internal force that impacts the direction, intensity, and endurance of a person’s voluntary choice of behaviour.
- 5. KEY ELEMENTS OF MOTIVATION There are three key Elements of Motivation i.e 1) Intensity-How hard a person tries. 2) Direction-Effort that is channelled towards ,& consistent with organizational goals. 3) Persistence-How long a person can maintain efforts.
- 7. NEED OF MOTIVATION IN ORGANIZATIONS It helps in increasing company goals. It helps in increasing productivity. It helps in reducing employees absentee. It helps in getting right personal. It helps in reducing employee grievances. It helps in industrial relation.
- 10. MASLOW THEORY
- 14. INTRODUCTION TO GOOGLE’S WORK CULTURE Google’s model of motivation and leadership topples traditional leadership theory which focuses more on results than on the people who deliver those results. The company’s work culture is true to its philosophy.
- 15. EMPLOYEE MOTIVATION THE GOOGLE WAY Uncommon Yet Affordable, Amazing Perks and Benefits. Voice and Value. Transparency. Freedom over How and When Work is Completed. Flexibility. Inspiring Work.
- 16. BENEFITS OF GOOGLE WAY OF EMPLOYEE MOTIVATION More Innovative Products Employees Become More Entrepreneurial (Hence More Productive). Less Company Risk.
- 17. CONCLUSION Motivation is factor which is directly related to the employee’s performance. It is very important to focus on the factors which will help to motivate the working in any organization. This will directly affect the production of the company.