The document discusses several theories of motivation including:
- Maslow's hierarchy of needs which arranges human needs in a pyramid from basic physiological needs to self-actualization needs.
- Herzberg's two-factor theory which distinguishes between job satisfiers like recognition and motivators versus job dissatisfiers like company policies.
- Expectancy theory which proposes that motivation depends on an individual's belief that effort will lead to good performance and that performance will lead to desired rewards.
The document discusses achievement motivation theory and its relationship to managerial success. It covers McClelland's achievement motivation theory, which found that individuals with a strong need for achievement take responsibility for their actions, set moderate goals, and prefer nonroutine tasks. Those with high achievement motivation view money as feedback on their performance, want challenging work, and are often entrepreneurs or managers. Both high achievers and those with a strong need for power can be important for successful organizations when they bring different skills. Motivation can be improved quickly and is key to performance improvement.
1. The document contrasts leadership and power, describing leadership as using power to achieve group goals while power facilitates their achievement.
2. It identifies five bases of power - formal, coercive, reward, legitimate, expert, and referent - and explains which are most effective.
3. Nine influence tactics are defined, including legitimacy, rational persuasion, and pressure. Some tactics like rational persuasion are more effective while pressure is least effective.
The document summarizes several theories of work motivation. It discusses the importance of motivation for individual performance and defines motivation as the desire to do one's job. It then outlines several perspectives and theories of motivation including: hierarchy of needs, two-factor theory, ERG theory, acquired needs theory, VIE theory, expectancy theory, equity theory, and attribution theory. Each theory provides a different lens for understanding what factors motivate individual performance and behavior in the workplace.
The document discusses various theories of motivation. It defines motivation as a process beginning with physiological or psychological needs that triggers behavior aimed at a goal. It discusses the need-want-satisfaction chain and defines motivation and satisfaction. Several motivation theories are covered, including Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and reinforcement theory. The document also discusses money, job enrichment, job enlargement, job rotation, and quality of working life as motivators.
This document summarizes several theories of motivation:
1. Early theories including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory are discussed.
2. Contemporary theories covered include cognitive evaluation theory, goal-setting theory, self-efficacy theory, equity theory, and expectancy theory.
3. Key implications for managers are to recognize individual differences, use goals and feedback, and allow employee participation in decisions affecting them to maximize motivation.
This document summarizes several theories of motivation. It discusses need-based theories proposed by Maslow and ERG, as well as two-factor theory. Process-based theories explained include equity theory, expectancy theory, and reinforcement theory. Equity theory examines inputs, outcomes, and referents in motivation. Expectancy theory looks at expectations of performance leading to outcomes. Reinforcement theory states behavior is motivated by its consequences. The role of culture and ethics in motivation is also addressed.
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.
The document discusses achievement motivation theory and its relationship to managerial success. It covers McClelland's achievement motivation theory, which found that individuals with a strong need for achievement take responsibility for their actions, set moderate goals, and prefer nonroutine tasks. Those with high achievement motivation view money as feedback on their performance, want challenging work, and are often entrepreneurs or managers. Both high achievers and those with a strong need for power can be important for successful organizations when they bring different skills. Motivation can be improved quickly and is key to performance improvement.
1. The document contrasts leadership and power, describing leadership as using power to achieve group goals while power facilitates their achievement.
2. It identifies five bases of power - formal, coercive, reward, legitimate, expert, and referent - and explains which are most effective.
3. Nine influence tactics are defined, including legitimacy, rational persuasion, and pressure. Some tactics like rational persuasion are more effective while pressure is least effective.
The document summarizes several theories of work motivation. It discusses the importance of motivation for individual performance and defines motivation as the desire to do one's job. It then outlines several perspectives and theories of motivation including: hierarchy of needs, two-factor theory, ERG theory, acquired needs theory, VIE theory, expectancy theory, equity theory, and attribution theory. Each theory provides a different lens for understanding what factors motivate individual performance and behavior in the workplace.
The document discusses various theories of motivation. It defines motivation as a process beginning with physiological or psychological needs that triggers behavior aimed at a goal. It discusses the need-want-satisfaction chain and defines motivation and satisfaction. Several motivation theories are covered, including Maslow's hierarchy of needs, Herzberg's two-factor theory, Vroom's expectancy theory, equity theory, and reinforcement theory. The document also discusses money, job enrichment, job enlargement, job rotation, and quality of working life as motivators.
This document summarizes several theories of motivation:
1. Early theories including Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory are discussed.
2. Contemporary theories covered include cognitive evaluation theory, goal-setting theory, self-efficacy theory, equity theory, and expectancy theory.
3. Key implications for managers are to recognize individual differences, use goals and feedback, and allow employee participation in decisions affecting them to maximize motivation.
This document summarizes several theories of motivation. It discusses need-based theories proposed by Maslow and ERG, as well as two-factor theory. Process-based theories explained include equity theory, expectancy theory, and reinforcement theory. Equity theory examines inputs, outcomes, and referents in motivation. Expectancy theory looks at expectations of performance leading to outcomes. Reinforcement theory states behavior is motivated by its consequences. The role of culture and ethics in motivation is also addressed.
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.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...Shilpi Arora
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
This document discusses several theories of motivation:
1) Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before moving on to other needs like safety, belongingness, esteem and self-actualization.
2) Herzberg's two-factor theory distinguishes between motivators like achievement and recognition that improve job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
3) Alderfer's ERG theory simplifies Maslow's model into three core needs: existence, relatedness, and growth that can be pursued simultaneously.
4) Vroom's expectancy theory states that motivation depends on expectancy, instrumentality, and valence - the belief that effort
This document discusses various theories and models of work motivation. It begins by defining work motivation and outlining three elements: direction and focus of behavior, level of effort, and persistence of behavior. It then presents Maslow's hierarchy of needs and Herzberg's two-factor theory, distinguishing between motivational and maintenance factors. The document also introduces expectancy theory, focusing on valence, expectancy, and instrumentality. Additional models covered include the equity model, goal setting theory, reinforcement approaches in behavior modification, and Alderfer's ERG theory.
Source: Introduction to Work and Organizational Psychology: A European Perspective; Nik Chmiel (Editor)
This presentation focuses on "the two main theories of work motivation: content theories and process theories".
This document discusses several theories of leadership:
1. Trait theory of leadership, which focuses on innate personal qualities and characteristics of leaders. It describes several frameworks of trait theory including Katz, Stogdill, and McCain.
2. Behavioral theories that attempt to isolate behaviors that differentiate effective vs ineffective leaders, including the Ohio State studies, Michigan studies, and Managerial Grid theory.
3. Contingency theory including Fiedler's model of leadership style and situational control, and the path-goal theory.
4. Hersey-Blanchard situational leadership theory which proposes changing leadership styles based on follower maturity.
5. Other topics covered include transactional
Principle of Management - Motivating EmployeesReefear Ajang
This document discusses various theories and techniques for motivating employees. It begins by defining motivation and explaining how it affects productivity. It then outlines several theories of motivation, including Maslow's hierarchy of needs, ERG theory, Herzberg's two-factor theory, McClelland's acquired needs theory, goal setting theory, equity theory, and expectancy theory. The document also discusses reinforcement theory and different job design techniques for improving motivation like job simplification, job rotation, job enlargement, job enrichment, and participative management. Overall, the key message is that motivation is multi-faceted and managers should understand employee needs and perceptions in order to enhance performance.
In this presentation, we will understand the concept of motivation, theories of motivation and applied motivation practices.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Motivation theories aim to explain human behavior and what drives individuals. Major theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, reinforcement theory, expectancy theory, and equity theory. These theories analyze factors like physiological and psychological needs, intrinsic and extrinsic motivators, environmental influences, expectations of outcomes, and perceptions of fairness that influence human motivation and persistence. Contemporary theories also examine self-determination, goal-setting, self-efficacy, and organizational justice.
Motivation at Work discusses various theories of motivation including:
- Maslow's hierarchy of needs which categorizes needs from physiological to self-actualization.
- McGregor's Theory X and Y which view employee motivation differently.
- Herzberg's two-factor theory distinguishing between hygiene and motivation factors.
- Expectancy theory which predicts that effort, performance and rewards influence motivation.
- Equity theory which proposes that people compare their inputs/outcomes to others.
This document discusses various theories of leadership:
i) Trait theories propose that leaders possess certain innate qualities and traits.
ii) Behavioral theories focus on specific leader behaviors that differentiate leaders from non-leaders. The Ohio State and University of Michigan studies identified key leader behaviors.
iii) Contingency theories emphasize that effective leadership depends on matching a leader's style to the context. Theories discussed include Fiedler Model, Situational Leadership Theory, and Path-Goal Theory.
iv) Contemporary theories include Charismatic Leadership theory which focuses on behaviors that cause followers to attribute heroic abilities to their leader.
motivation In Management and in Real life as wellFarooq Ahmed Fk
The document discusses motivation and how it can be used to increase employee performance and commitment. It defines motivation as the factors that provide direction, effort, and persistence of behavior. Motivation transforms potential energy into the kinetic energy of behavior directed towards a particular cause. If managers understand what motivates their employees, they can tailor jobs and rewards to individuals. Several theories of motivation are described but none are considered best - they provide different perspectives on human behavior. Motivation can be used by finding what inspires individuals and then motivating them through intrinsic, extrinsic, and environmental factors.
The document discusses several theories of motivation that can be applied in school settings. It describes Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement-need theory, and the need for autonomy. It also covers attribution theory, equity theory, expectancy theory, goal setting theory, and intrinsic vs. extrinsic motivation. Practical implications for administrators are provided to help motivate teachers and students.
The document discusses individual human behavior and its causes. It states that human behavior is complex and influenced by both external and internal stimuli. Psychologist Kurt Levin believed that both genetic and environmental factors influence human behavior and determine the pattern of behavior. The document then discusses the MARS model of individual behavior which includes factors like values, personality, perceptions, emotions, ability, attitudes, and stress as well as situational and motivational factors that influence individual behavior and results.
Motivation is defined as stimulating someone to action and providing an incentive or motive. It comes from internal or external factors that encourage goal-directed behavior. Effective motivation leads to benefits like increased job satisfaction, lower absenteeism and turnover, and higher productivity. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. Managers can use motivational strategies like training, feedback, job rotation, and appealing to needs, wants, emotions and expertise to encourage employee performance.
Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.
This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.
Therefore, the book, Why My Horse Doesn't Drink' will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. Key elements of motivation include energy, direction, and persistence of effort. Several theories attempt to explain motivation, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory. Positive reinforcement and recognition from managers are important for motivating employees, while barriers like preoccupation and lack of role models can discourage it.
In this evening workshop (part of the monthly Cooper Parlor event series) participants took a deeper look how the definition of leadership is changing, their individual leadership styles, and the gender and leadership dynamics in their own organizations. They then brainstormed new practices to help cultivate female and more "feminine" style leaders in their organizations. Created and facilitated by Teresa Brazen, Design Education Strategist, and Susan Dybbs, Managing Director, Interaction Design, at Cooper (www.Cooper.com).
This document discusses power and politics in organizations. It defines power as the ability to influence or direct the behavior of others. Leadership focuses on relationships with followers, while power is about tactics for gaining compliance. There are two bases of power: formal power from one's position, and personal power stemming from expertise and respect. Dependence is key to power - those with resources others need have power over them. Effective managers understand the political nature of organizations and can use ingratiation and self-promotion tactically to achieve favorable outcomes.
The document summarizes several theories of motivation:
1. Early or content theories focused on what motivates individuals and included Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2. Contemporary or process theories examined the actual process of motivation and included cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and Vroom's expectancy theory.
3. Theories such as self-efficacy, goal-setting, and expectancy provided insights into how motivation can be enhanced through an individual's beliefs, goal-setting, and expectations
This document provides an overview of various theories of motivation. It discusses early theories like Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McGregor's Theory X and Y. It also examines content theories that focus on needs like ERG theory and acquired needs theory. Process theories explained include equity theory, expectancy theory, and reinforcement theory. The document also covers goal-setting theory, job design approaches, and the job characteristics model for designing motivating jobs.
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This document discusses various types of human motivation beyond basic drives like hunger and thirst. It describes the motivation for affiliation, or the need to be with others, and explains that this motive is strongest when people feel threatened, anxious or celebratory. The document also covers achievement motivation, defining it as the desire to meet internal standards of excellence. Research on achievement motivation is discussed, including traits of high achievers and situational factors that influence motivation.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...Shilpi Arora
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
This document discusses several theories of motivation:
1) Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs before moving on to other needs like safety, belongingness, esteem and self-actualization.
2) Herzberg's two-factor theory distinguishes between motivators like achievement and recognition that improve job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
3) Alderfer's ERG theory simplifies Maslow's model into three core needs: existence, relatedness, and growth that can be pursued simultaneously.
4) Vroom's expectancy theory states that motivation depends on expectancy, instrumentality, and valence - the belief that effort
This document discusses various theories and models of work motivation. It begins by defining work motivation and outlining three elements: direction and focus of behavior, level of effort, and persistence of behavior. It then presents Maslow's hierarchy of needs and Herzberg's two-factor theory, distinguishing between motivational and maintenance factors. The document also introduces expectancy theory, focusing on valence, expectancy, and instrumentality. Additional models covered include the equity model, goal setting theory, reinforcement approaches in behavior modification, and Alderfer's ERG theory.
Source: Introduction to Work and Organizational Psychology: A European Perspective; Nik Chmiel (Editor)
This presentation focuses on "the two main theories of work motivation: content theories and process theories".
This document discusses several theories of leadership:
1. Trait theory of leadership, which focuses on innate personal qualities and characteristics of leaders. It describes several frameworks of trait theory including Katz, Stogdill, and McCain.
2. Behavioral theories that attempt to isolate behaviors that differentiate effective vs ineffective leaders, including the Ohio State studies, Michigan studies, and Managerial Grid theory.
3. Contingency theory including Fiedler's model of leadership style and situational control, and the path-goal theory.
4. Hersey-Blanchard situational leadership theory which proposes changing leadership styles based on follower maturity.
5. Other topics covered include transactional
Principle of Management - Motivating EmployeesReefear Ajang
This document discusses various theories and techniques for motivating employees. It begins by defining motivation and explaining how it affects productivity. It then outlines several theories of motivation, including Maslow's hierarchy of needs, ERG theory, Herzberg's two-factor theory, McClelland's acquired needs theory, goal setting theory, equity theory, and expectancy theory. The document also discusses reinforcement theory and different job design techniques for improving motivation like job simplification, job rotation, job enlargement, job enrichment, and participative management. Overall, the key message is that motivation is multi-faceted and managers should understand employee needs and perceptions in order to enhance performance.
In this presentation, we will understand the concept of motivation, theories of motivation and applied motivation practices.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Motivation theories aim to explain human behavior and what drives individuals. Major theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, reinforcement theory, expectancy theory, and equity theory. These theories analyze factors like physiological and psychological needs, intrinsic and extrinsic motivators, environmental influences, expectations of outcomes, and perceptions of fairness that influence human motivation and persistence. Contemporary theories also examine self-determination, goal-setting, self-efficacy, and organizational justice.
Motivation at Work discusses various theories of motivation including:
- Maslow's hierarchy of needs which categorizes needs from physiological to self-actualization.
- McGregor's Theory X and Y which view employee motivation differently.
- Herzberg's two-factor theory distinguishing between hygiene and motivation factors.
- Expectancy theory which predicts that effort, performance and rewards influence motivation.
- Equity theory which proposes that people compare their inputs/outcomes to others.
This document discusses various theories of leadership:
i) Trait theories propose that leaders possess certain innate qualities and traits.
ii) Behavioral theories focus on specific leader behaviors that differentiate leaders from non-leaders. The Ohio State and University of Michigan studies identified key leader behaviors.
iii) Contingency theories emphasize that effective leadership depends on matching a leader's style to the context. Theories discussed include Fiedler Model, Situational Leadership Theory, and Path-Goal Theory.
iv) Contemporary theories include Charismatic Leadership theory which focuses on behaviors that cause followers to attribute heroic abilities to their leader.
motivation In Management and in Real life as wellFarooq Ahmed Fk
The document discusses motivation and how it can be used to increase employee performance and commitment. It defines motivation as the factors that provide direction, effort, and persistence of behavior. Motivation transforms potential energy into the kinetic energy of behavior directed towards a particular cause. If managers understand what motivates their employees, they can tailor jobs and rewards to individuals. Several theories of motivation are described but none are considered best - they provide different perspectives on human behavior. Motivation can be used by finding what inspires individuals and then motivating them through intrinsic, extrinsic, and environmental factors.
The document discusses several theories of motivation that can be applied in school settings. It describes Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement-need theory, and the need for autonomy. It also covers attribution theory, equity theory, expectancy theory, goal setting theory, and intrinsic vs. extrinsic motivation. Practical implications for administrators are provided to help motivate teachers and students.
The document discusses individual human behavior and its causes. It states that human behavior is complex and influenced by both external and internal stimuli. Psychologist Kurt Levin believed that both genetic and environmental factors influence human behavior and determine the pattern of behavior. The document then discusses the MARS model of individual behavior which includes factors like values, personality, perceptions, emotions, ability, attitudes, and stress as well as situational and motivational factors that influence individual behavior and results.
Motivation is defined as stimulating someone to action and providing an incentive or motive. It comes from internal or external factors that encourage goal-directed behavior. Effective motivation leads to benefits like increased job satisfaction, lower absenteeism and turnover, and higher productivity. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. Managers can use motivational strategies like training, feedback, job rotation, and appealing to needs, wants, emotions and expertise to encourage employee performance.
Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.
This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.
Therefore, the book, Why My Horse Doesn't Drink' will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. Key elements of motivation include energy, direction, and persistence of effort. Several theories attempt to explain motivation, such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three needs theory. Positive reinforcement and recognition from managers are important for motivating employees, while barriers like preoccupation and lack of role models can discourage it.
In this evening workshop (part of the monthly Cooper Parlor event series) participants took a deeper look how the definition of leadership is changing, their individual leadership styles, and the gender and leadership dynamics in their own organizations. They then brainstormed new practices to help cultivate female and more "feminine" style leaders in their organizations. Created and facilitated by Teresa Brazen, Design Education Strategist, and Susan Dybbs, Managing Director, Interaction Design, at Cooper (www.Cooper.com).
This document discusses power and politics in organizations. It defines power as the ability to influence or direct the behavior of others. Leadership focuses on relationships with followers, while power is about tactics for gaining compliance. There are two bases of power: formal power from one's position, and personal power stemming from expertise and respect. Dependence is key to power - those with resources others need have power over them. Effective managers understand the political nature of organizations and can use ingratiation and self-promotion tactically to achieve favorable outcomes.
The document summarizes several theories of motivation:
1. Early or content theories focused on what motivates individuals and included Maslow's hierarchy of needs, ERG theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's acquired needs theory.
2. Contemporary or process theories examined the actual process of motivation and included cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and Vroom's expectancy theory.
3. Theories such as self-efficacy, goal-setting, and expectancy provided insights into how motivation can be enhanced through an individual's beliefs, goal-setting, and expectations
This document provides an overview of various theories of motivation. It discusses early theories like Maslow's hierarchy of needs theory, Herzberg's two-factor theory, and McGregor's Theory X and Y. It also examines content theories that focus on needs like ERG theory and acquired needs theory. Process theories explained include equity theory, expectancy theory, and reinforcement theory. The document also covers goal-setting theory, job design approaches, and the job characteristics model for designing motivating jobs.
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This document discusses various types of human motivation beyond basic drives like hunger and thirst. It describes the motivation for affiliation, or the need to be with others, and explains that this motive is strongest when people feel threatened, anxious or celebratory. The document also covers achievement motivation, defining it as the desire to meet internal standards of excellence. Research on achievement motivation is discussed, including traits of high achievers and situational factors that influence motivation.
Jen van der Meer provides a document discussing key aspects of starting a startup, including why someone may want to start a startup, what lean startup principles are good for, motivation, defining a startup, funding philosophies, and envisioning scale and impact. The document provides questions to help the reader think through their motivation, target customers, value proposition, and how to achieve 10x growth. It encourages thinking big to attract investors and achieve outsized impact and scale.
This document discusses the principles of andragogy, or adult learning. It covers the following key topics:
- The six core assumptions of andragogy, including a learner's need to know, self-concept as autonomous and self-directed, value of prior experience, readiness to learn, orientation to learning as problem-centered and contextual, and intrinsic motivation to learn.
- Factors that influence adult learning, such as individual differences, situational differences, and societal and institutional influences.
- Core principles of adult learning, including motivation to learn being influenced by biological and psychological factors, and the importance of culture in shaping motivation.
- Four keys to creating a learning environment that enhances adult motivation
The document discusses various techniques for motivating employees, including setting specific and measurable goals, rewarding good performance, providing feedback, and ensuring employees feel respected, recognized and empowered. It emphasizes that different employees require different motivational approaches as individual needs and aspirations change over time. The key is to understand employees and provide an environment where they can grow and develop.
Motivation is an internal drive that directs and maintains behavior and action. It arises from needs and desires and makes behavior goal-oriented. Motivation is shown through effort, persistence, and direction towards goals. It can come from intrinsic sources like a sense of achievement or extrinsic sources like money. A lack of motivation can harm organizations through unrest, absenteeism, and turnover. Motivation can be increased through factors like compensation, work environment conditions, and personal satisfaction of needs. Influential motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Vroom's expectancy model.
Leigh Ashton - The 9 Golden Rules of Successful SalesLeigh Ashton
The document outlines 9 golden rules for successful sales:
1. Put yourself in your client's shoes to understand their perspective.
2. Ask open-ended questions to obtain important information and listen to clients.
3. Stop selling and start truly listening to the client.
4. Remain flexible because there are always alternative approaches.
5 Steps to a Successful Sales TransformationMediafly
After executives make the commitment to invest in transformative endeavors to evolve their sales and business effectiveness, how you do you make sure these initiatives last through the years to come?
In this SlideShare by Mediafly CEO & Founder, Carson Conant, we look at the 5 behaviors that lead to a successful sales transformation within an organization.
There are several methods for measuring attitudes, including ranking, rating, sorting, and choice tasks. The Likert scale is a popular method that uses statements with response options ranging from "strongly agree" to "strongly disagree". The semantic differential uses bipolar adjective scales to measure attitudes. Numerical scales use numbers instead of words to identify response categories. Paired comparisons directly compare objects to determine preferences. Graphic rating scales use visual representations instead of words.
14 things sales people should not stop doingMayur Mehta
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This document discusses intrinsic and extrinsic motivation and how intrinsic motivation comes from within an individual for fun or the greater good, while extrinsic motivation involves external factors like rewards. It also covers how autonomy, mastery, and purpose are related to intrinsic motivation and drive individuals. Finally, it states that intrinsic motivation is generally stronger than extrinsic and new teaching methods can improve performance in classrooms as motivation is an interesting topic.
The document discusses intrinsic and extrinsic motivation. It defines intrinsic motivation as engaging in an activity for its own sake rather than for external rewards. Extrinsic motivation involves doing something for external rewards like money or praise. The document also discusses factors that influence intrinsic motivation like developing relationships and building confidence. It explores the role of neurobiology in language learning and how the amygdala specifically impacts affect and appraisal of learning situations. Finally, it addresses issues with measuring affective factors through self-reports, including problems with validity and cultural bias.
Attitudes have cognitive, affective, and behavioral components and can be measured using various scales. Common scaling techniques include Likert scales, semantic differentials, and rankings. Likert scales ask respondents to rate level of agreement with statements, semantic differentials use bipolar adjective scales, and rankings order objects based on a given criterion. While scales provide attitude measurements, their ability to predict actual behavior is limited, as external factors also influence behavior.
The document discusses measuring attitudes and values. It defines attitudes as having three components - emotional, opinion/belief, and intended behavior. Values are described as abstract concepts that influence behavior and priorities. The document provides guidelines for writing items to measure attitudes, such as being relevant, specific, avoiding bias and double negatives. It outlines steps for developing an attitude test, including defining the construct, breaking it into categories, generating statements, and pilot testing.
To be a successful salesperson, one must understand what the role entails. A salesperson is responsible for generating revenue by persuading customers to purchase products or services. They must be able to identify customer needs, present products and solutions, negotiate deals, and maintain relationships to continue sales over time.
This document discusses strategies for motivating students in the classroom. It begins by defining motivation and explaining its importance for learning. It then outlines several theories of motivation and development, including Freud's psychoanalytical theory, Vygotsky's social development theory, Maslow's hierarchy of needs, and Krashen's affective filter hypothesis. The document provides tips for motivating students of different ages, such as using games and movement for young learners, incorporating pop culture and technology for teens, and addressing job and social needs for adults. It also offers general strategies like varying activities, incorporating culture, reducing anxiety, and getting to know students. Projects are highlighted as a way to increase intrinsic motivation. The document concludes by discussing teacher
The document discusses student motivation for pursuing an MBA degree. It defines motivation and discusses intrinsic and extrinsic motivation. Several motivation theories are explained, including Maslow's hierarchy of needs. Surveys were conducted of MBA students across disciplines on intrinsic and extrinsic motivation levels. Results found most students highly intrinsically motivated regardless of gender or discipline. The conclusion is that students have a positive attitude towards the MBA course and are mainly intrinsically motivated to join. Suggestions include improving the learning environment and cultivating value awareness of other courses. Limitations include the abstract nature of motivation and respondents' understanding.
There are two main types of attitude scales: single item scales and multi-item scales. Single item scales measure attitude using a single question or statement, while multi-item scales are needed when attitude cannot be fully captured by one question. Examples of single item scales include itemized category scales, rank order scales, and comparative scales. Multi-item scales include semantic differential scales, staple scales, and Likert scales, which measure attitude using several questions or statements rated on a numeric scale.
The document discusses several factors that can affect second language learning, including intelligence, aptitude, personality, motivation, learner preferences/styles, and age of acquisition. Regarding intelligence, different types exist (e.g. linguistic, logical) and it may correlate more with rule-based learning than communicative skills. Aptitude predicts future achievement and includes abilities like sound identification and grammar rule inference. Personality's role is unclear but extroversion and risk-taking may help, while inhibition hinders pronunciation. Motivation can be intrinsic or extrinsic/instrumental, and identity/attitudes also influence learning. Learner styles include visual/auditory preferences and field independence/dependence in processing information.
The document provides sales and marketing statistics from various sources:
- Following up with web leads within 5 minutes increases conversion rate 9 times compared to later follow ups. The best times for cold calls are 4-5pm and 8-10am, while 11am and 2pm are the worst.
- 92% of customer interactions are over the phone but 85% of customers report being dissatisfied, so time should be spent refining phone skills. Nurtured leads make 47% larger purchases than non-nurtured leads.
- Visuals are processed 60,000x faster than text by the brain, so use more visuals in presentations. Stories are remembered by 63% of attendees compared to just 5% for
This document provides an overview of organizational behavior and motivation theories. It discusses outcomes like job satisfaction and absenteeism that are influenced by managers. Motivation theories covered include Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, goal setting theory, and reinforcement theory. The key aspects and implications of each theory for motivating employees are summarized. Overall, the document presents motivation as important for performance and offers different theoretical approaches for managers to understand and influence employee effort.
The document discusses several major theories of motivation used in organizational behavior, including:
- Need theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, which focus on how individual needs influence motivation.
- Cognitive theories like expectancy theory and equity theory, which examine how individuals' thoughts and perceptions impact motivation levels.
- Goal setting theory, which proposes that setting specific, difficult goals increases effort, performance, and persistence over time.
- Reinforcement theory, which suggests rewards and reinforcements can shape behaviors and sustain motivation long-term through behavior modification.
The document discusses several major theories of motivation:
1) Need theories like Maslow's hierarchy of needs and Herzberg's two-factor theory examine how satisfying different human needs impacts motivation.
2) Expectancy theory and equity theory are cognitive approaches that analyze how employees' perceptions of outcomes and fairness influence their motivation levels.
3) Goal setting theory proposes that specific, challenging goals increase employee effort, performance, and persistence over time.
4) Reinforcement theory views motivation as sustained by environmental rewards and punishments that strengthen desirable behaviors and weaken undesirable ones over the long run.
The document outlines learning topics on motivation from several chapters including:
- Defining motivation and discussing early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory
- Contemporary theories like McClelland's three needs, goal-setting theory, reinforcement theory, and the job characteristics model
- Issues of motivation including expectancy theory, equity theory, and challenges of motivating diverse groups
This document discusses various theories of motivation and how they relate to job performance. It covers content theories like Maslow's hierarchy of needs theory and ERG theory, process theories like equity theory and expectancy theory, and reinforcement theory. The document also discusses how companies can apply these motivation concepts, such as through goal-setting, rewards, and praise.
The document discusses various topics related to creativity, motivation, leadership, and innovation. It defines creativity as the reorganization of experience into new configurations. It also discusses factors that enhance creativity like brainstorming and synectics. Regarding motivation, it summarizes several theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory. For leadership, it outlines trait, behavioral, and contingency theories. It also defines leadership and discusses core leadership skills.
This document provides an overview of managing employee motivation and performance. It discusses various theories and perspectives on motivation, including: Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, equity theory, and goal-setting theory. It also covers popular motivational strategies like empowerment and participation. Finally, it examines the effects of organizational rewards on attitudes, behaviors, and motivation. The overall purpose is to characterize the nature of motivation and identify approaches for understanding and influencing employee motivation.
This document provides an overview of organizational behavior course content related to motivation. It discusses major motivation theories including need theories, cognitive theories, and reinforcement theory. It also covers topics like job performance factors, motivation importance, motivation misconceptions, and goal setting theory. The document aims to explain how motivation can be increased and sustained over time through the application of individual differences, group dynamics, reward systems, and leadership approaches.
Motivation is influenced by cultural and situational factors. There are three elements of work motivation: direction of behavior, level of effort, and level of persistence when facing obstacles. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. Motivation can be intrinsic or extrinsic. Goal setting theory proposes that goals direct behavior when people are aware of goals and accept them. Reinforcement theory states that behaviors are strengthened by their consequences. SAS Institute motivates employees through equitable financial rewards, a supportive work environment, and benefits beyond compensation.
There are several theories of motivation that attempt to explain what drives human behavior:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs first before pursuing higher-level needs such as esteem and self-actualization.
2. Expectancy theory suggests that motivation depends on the expectation that effort will lead to good performance and that performance will be rewarded. The more attractive the rewards, the stronger the motivation.
3. Equity theory states that people are motivated to maintain fair and equitable relationships with others where they perceive their inputs and outcomes to match those of others. Inequity can lead to actions to restore balance.
This document summarizes several theories of motivation and how they can be applied in workplace settings. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory, expectancy theory, goal-setting theory, and various techniques for motivating employees including job enrichment, participation programs, quality of worklife programs, and reward systems. The key takeaways are that job satisfaction and performance are influenced by both intrinsic and extrinsic factors, and managers can enhance motivation by understanding employee needs and designing enriched jobs and goals.
The document discusses several theories of motivation including: Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic needs before moving on to higher level needs; Herzberg's two-factor theory which distinguishes between motivators and hygiene factors; and expectancy theory which proposes that effort, performance, and rewards are linked. It also discusses job characteristics theory and the motivating potential of different job design elements like skill variety, task identity, and autonomy. Finally, it covers different employee involvement programs and how they relate to motivation theories.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs theory, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document summarizes several theories of motivation from organizational behavior literature. It discusses Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, goal setting theory, equity theory, expectancy theory, and job characteristics model among others. The theories help explain factors that influence employee motivation, satisfaction, and performance in work settings.
The document discusses various theories of motivation from Maslow's hierarchy of needs to Herzberg's two-factor theory, examining what drives human motivation including needs, goals, rewards, and relationships. It also presents McClelland's need for achievement, power and affiliation theory and explores motivation concepts like intrinsic and extrinsic factors. A case study example is given of a company that tried to improve working conditions and relationships but saw no increase in productivity, pointing to a need to better understand intrinsic motivation factors.
1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic needs like physical survival and safety before pursuing higher needs like relationships, esteem, and self-actualization.
2. Herzberg's two-factor theory distinguishes between hygiene factors like salary that prevent dissatisfaction and motivator factors like achievement that create satisfaction.
3. Goal-setting theory suggests that specific, difficult goals lead to higher performance when people are committed to the goals and receive feedback on their progress.
This document discusses several theories of motivation:
- Maslow's hierarchy of needs identifies physiological, safety, social, esteem, and self-actualization needs that motivate human behavior.
- McGregor's Theory X and Theory Y describe assumptions about employee motivation and behavior in the workplace.
- Herzberg's two-factor theory distinguishes between intrinsic job factors like achievement that motivate employees and extrinsic job factors like pay that cause dissatisfaction.
- Other theories discussed include ERG theory, McClelland's needs theory, goal-setting theory, and equity theory.
This document provides an overview of different motivation theories and how they can be applied in organizations. It discusses content motivation theories like Maslow's hierarchy of needs theory and process motivation theories like expectancy theory. It also covers reinforcement theory and different types of reinforcement. The document seeks to explain these theories and how managers can use them to motivate employees and improve performance.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also presents a case study about an engineer named Prakash who lacks initiative and needs motivation from his boss to take more risks and make independent decisions in his work.
The document outlines learning objectives and concepts from a chapter on motivation in organizational behavior. It discusses several theories of motivation, including: Maslow's hierarchy of needs theory, Herzberg's two-factor theory, McGregor's Theory X and Theory Y, ERG theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and job characteristics model. It provides summaries of each theory and highlights key concepts related to motivating employees.
The document presents a report on unemployment prepared by a macroeconomics group for their professor. It defines unemployment and notes that India faces a large problem with unemployment. It classifies unemployment into voluntary and involuntary types and lists some common forms of unemployment like cyclical, sudden, industry/business failure-related, and seasonal unemployment. It discusses some causes of unemployment in India like population growth, business cycles, industry closures, and educational system defects. It provides some statistics on projected unemployment in India by 2020 and notes the impacts of unemployment like a gap between potential and actual GDP. It concludes with defining stagflation.
Fiscal policy refers to government attempts to influence the economy through taxes and spending. There are three stances of fiscal policy: neutral, expansionary, and contractionary. Government financing can be achieved through taxes, debt, or seigniorage. Taxes serve four main purposes: revenue, redistribution, repricing, and representation. Fiscal policy works through both discretionary and non-discretionary elements, such as automatic increases in government spending during economic slowdowns.
Capital inflow is the increase in money from external sources to purchase local capital assets. It occurs through foreign direct investment, foreign institutional investment, external commercial borrowings, and non-resident Indian deposits. Liberalization, globalization, and cheaper options abroad cause capital inflows, which supplement domestic savings and support country growth, while providing returns for lenders and diversification benefits. However, heavy reliance on foreign capital can increase financial crises risk, dependence on other countries, and potential inflation. The major capital inflow forms to India are equity investments through foreign direct investment and foreign portfolio investments.
The document discusses various aspects of inflation including the different types, causes, and effects. It defines demand-pull and cost-push inflation and some of their potential causes. Hyperinflation is defined as extremely rapid price increases where the concept of inflation becomes meaningless. It also discusses stagflation, measures of inflation including WPI and CPI, and some of the costs of inflation like shoe leather costs, menu costs, and tax distortions. The document concludes by mentioning some methods to control inflation like monetary policy, fiscal policy, direct control of prices, and controlling wages and population growth.
The document discusses the Reserve Bank of India and its functions as the central bank of India. It regulates the country's monetary system and promotes financial stability. Some of RBI's key roles include regulating credit and money supply, managing foreign exchange, issuing currency, and developmental projects. The document also analyzes several measures taken by RBI between October and December to stimulate the economy through interest rate cuts and increased liquidity, but notes the real impact of these measures on increasing bank lending was limited.
The document discusses the relationships between inflation, unemployment, and output. It covers topics like the types and measurement of unemployment, the Phillips curve relationship between inflation and unemployment, Okun's law linking changes in unemployment to economic growth, and the sacrifice ratio measuring the output lost from reducing inflation.
National Income Accounting measures the total value of final goods and services produced in an economy over a period of time. GDP is measured at both nominal prices and real prices to account for inflation. The three approaches to calculating GDP are the production approach, income approach, and expenditure approach. Imports can be calculated by setting the production approach formula equal to the expenditure approach formula and solving for imports.
The document discusses the relationship between money supply and inflation based on the quantity theory of money. It states that the price level is proportional to the money supply according to the equation MV=PY, where M is the money supply, V is velocity, P is price level, and Y is real output. It also defines different measures of money supply, including M1, M3, and M4, and explains that real interest rates can be calculated by subtracting expected inflation from nominal interest rates.
Monetary policy is a tool used by governments and central banks to influence interest rates and ultimately consumer and business behavior. It involves controlling the money supply through various mechanisms like adjusting reserve requirements for banks. When reserve requirements are lower, banks can lend more and increase the money supply. The demand for money depends on factors like opportunity costs determined by interest rates - higher rates reduce money demand. People hold money for transactional, precautionary and speculative motives. Monetary policy can be tightened by contracting the money supply to restrain the economy or eased by expanding it to stimulate economic activity.
Central banks play a key role in regulating the monetary system and promoting financial stability. They have several functions including issuing currency, acting as a banker to the government and commercial banks, regulating money supply and credit through various instruments of credit control. Some of the main instruments of credit control used by central banks are cash reserve ratio, statutory liquidity ratio, open market operations, and changing the bank rate. These tools allow central banks to increase or decrease money supply in the economy as needed to influence monetary policy.
The document summarizes key inflation measures and concepts:
The GDP deflator measures overall national price changes, the CPI signals changes in prices facing consumers using retail prices of goods and services, and the WPI signals changes in prices facing producers using wholesale prices of goods including intermediate goods. Inflation is defined as a continuous rise in the general price level, and can be caused by demand-pull factors like increases in aggregate demand components, or cost-push factors like rising production costs. High or unpredictable inflation can negatively impact investment, income distribution, and economic competitiveness.
The document discusses fiscal policy and how it works. It explains that fiscal policy has both discretionary and non-discretionary elements, with government spending and benefits automatically increasing during economic slowdowns and decreasing during booms. It also discusses using discretionary fiscal policy tools like infrastructure investment and tax rate reductions to boost demand. The document then covers topics like government debt, fiscal deficit, the components of government expenditure and receipts, and how economists view the relationship between fiscal deficit and the economy.
The document discusses macroeconomics and the circular flow of income in an economy. It covers key topics such as the behavior of the overall economy, economic growth and fluctuations, and the interactions between goods, labor, and asset markets. It also presents figures showing historical data on various economic indicators in the US such as output, unemployment, prices, exports/imports, and government spending/taxes. Furthermore, it illustrates the circular flow of income between firms, households, and financial markets through consumption, income payments, savings, taxes, and other factors.
Aggregate demand is made up of private sector spending, government spending, and external sector spending on consumption goods, investment goods, and services. It includes consumption demand, investment demand, and government expenditure. Consumption demand depends on disposable income and the marginal propensity to consume, while investment demand depends on expected future output and the costs and benefits of investment like interest rates and expected growth. Aggregate demand and its components like consumption and investment are subject to fluctuations based on changes in incomes, taxes, interest rates, and expectations about future output.
1. The document provides statistical batting and bowling statistics for various players in matches.
2. The most consistent batsmen based on average and low standard deviation are Rohit Sharma, MS Dhoni, and Gautam Gambhir. The top run scorers are Gautam Gambhir, Yuvraj Singh, Rohit Sharma, and Virender Sehwag.
3. The most consistent bowlers based on average and economy are R.P. Singh, S. Sreesanth, and Harbhajan Singh. The best bowlers are R.P. Singh, Irfan Pathan, and Harbhajan Singh.
1. The document analyzes Indian cricket team's T20 performance data using statistical tools to determine the most consistent players and better batsmen/bowlers.
2. Tools used include standard deviation, coefficient of variance, correlation, and chi-square tests to analyze batsmen and bowler data and conclude which players should be part of the final T20 team.
3. The analysis found Gautam Gambhir, Yuvraj Singh, Rohit Sharma, Virender Sehwag, MS Dhoni, RP Singh, Irfan Pathan, and Harbhajan Singh to be the most consistent performers based on their statistical results.
The first document shows daily sales figures for two menu items, McVeggie and McChicken, over a week. The second document provides daily sales totals for a restaurant over ten consecutive days in May and August. The third document shows the number of customer transactions or "footfalls" hourly on a Wednesday and Saturday at an unnamed location. The fourth document lists the number of work hours an employee named Raju worked on particular Wednesdays in May and August.
The document summarizes concepts from transactional analysis theory including structural analysis, interaction analysis, life position analysis, and games analysis. Structural analysis examines the three ego states - parent, adult, and child. Interaction analysis looks at complementary, parallel, crossed, and ulterior transactions between ego states. Life position analysis considers different attitudes of "I'm ok/you're ok." Games analysis examines behaviors used to avoid responsibility or intimacy. The document also discusses personality types, values, and Hofstede's framework for analyzing cultural differences in values.
The document discusses personality and various models used to describe it, including:
1) The Johari Window model which describes an individual's personality based on what is known vs unknown to themselves and others.
2) The Myers-Briggs Type Indicator which categorizes personality types based on preferences for Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, and Judging/Perceiving.
3) The Big Five Model which describes personality along five broad dimensions or traits.
It also discusses personality attributes relevant to organizational behavior like locus of control, Machiavellianism, self-esteem, and propensity for risk taking.
Perception is the process by which individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perception of reality rather than reality itself. Various factors influence perception, including selective perception and frequently used shortcuts like the halo effect, stereotyping, and first impressions. Attribution theory examines how people make judgments about the causes of behavior and whether those causes are internal or external to the individual.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
13. Procedure Rate the following 12 job factors according to how important each is to you. Place a number on a scale of 1 to 5 on the line before each factor. Very important Somewhat important Not important 5 4 3 2 1 _____ 1. An interesting job _____ 2. A good boss _____ 3. Recognition and appreciation for the work I do _____ 4. The opportunity for advancement _____ 5. A satisfying personal life _____ 6. A prestigious or status job _____ 7. Job responsibility _____ 8. Good working conditions _____ 9. Sensible company rules, regulations, procedures, and policies _____ 10. The opportunity to grow through learning new things _____ 11. A job I can do well and succeed at _____ 12. Job security
15. Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction
17. ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
18. The Three- Needs Theory Affiliation (nAff) Achievement (aAch) Power (nPow)
22. Equity Theory Perceived Ratio Comparison* Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Under-Rewarded) Equity Inequity (Over-Rewarded) * Where A is the employee, and B is a relevant other or referent.
5 Many people view motivation incorrectly: thinking it is a personal trait that some have and some don’t. In reality, motivation results from the interaction between the individual and the situation. We’ll examine the overall process of motivation. An unsatisfied need creates tension; this tension drives a person to satisfy the need. A motivated employee works intensely and persistently. However, effort and persistence will not pay off unless they are channeled in a direction that benefits the organization.
6 The best-known theory on motivation was developed by Abraham Maslow. According to Maslow, within every human being, a hierarchy of five needs exist. The first three are deficiency needs because they must be satisfied if the individual is to be healthy and secure. The last two are growth needs because they are related to the development and achievement of one’s potential. As each of these needs becomes substantially satisfied, the next higher need becomes dominant. Physiological--food, drink, shelter, sexual satisfaction, and other bodily requirements. Safety--s ecurity and protection from physical and emotional harm. Social--affection , belongingness, acceptance, and friendship. Esteem--internal factors such as self-respect, autonomy, achievement, and external factors such as status, recognition, and attention. Self-actualization--g rowth, achieving one’s potential, and self-fulfillment; the drive to become what one is capable of becoming.
7 Douglas McGregor proposed two distinct views about human nature--one a negative view, Theory X, and one a positive view called Theory Y. If a manager sees people as irresponsible and lazy,they will follow Theory X and assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. However, Theory Y managers see people as responsible and conscientious, and assume the following: 1. Employees can view work as being as natural as rest or play. 2. When committed to their objectives, people will exercise self-direction and self-control 3. The average person can learn to accept, even seek, responsibility. 4. Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand.
9 David McClelland proposed the three-needs theory which asserts that there are three relevant motives or needs that motivate behaviour in the workplace: 1. The need for achievement (nAch) is the need to excel, to achieve in relation to a set of standards, to succeed. 2. The need for power (nPow) is the need to shape and control the behaviour of others. 3. The need for affiliation (nAff) is the desire for interpersonal relationships. He believed that these needs are acquired from the culture of a society. Some people have a compelling drive to succeed, but they strive for personal achievement, not for the rewards of success, per se (nAch) . These high achievers seek situations in which they can take responsibility for solving problems, can receive rapid unambiguous feedback on performance, and can set moderately challenging goals. Persons with a high need for power (nPow) desire to be influential, in charge, and seek competitive, status-oriented situations. Those who have a high need for affiliation (nAff) want to be liked and accepted by others; so, they strive for friendships, cooperation, and high-trust situations.
10 Employees compare their job inputs and outcomes with others. There are three possible perceptions: inequity due to being under-rewarded, equity, or inequity due to being over-rewarded. Equity theory proposes that inequity creates tension, and that this tension can cause an employee to seek fairness. The referent with whom employees choose to compare themselves is an important variable. There are three r referents that an employee can use: self, system, and other. Self refers to ratios that are unique to the individual and reflects personal experiences and contacts. System considers organizational pay policies and procedures. Other includes individuals with similar jobs in the same organization and friends, neighbours, or professional associates. Using these comparators, the individuals will compare their pay to others. Employees who perceive an inequity will react in one of five ways: Distort either their own or others’ inputs or outcomes; Behave so as to induce others to change their inputs or outcomes; Behave so as to change their own inputs or outcomes; Choose a different comparison referent; Quit their job. Equity theory recognizes that individuals are concerned not only with the absolute rewards they receive but also with the relationship of those rewards to what other receive.
12 Recent work in motivation suggests that the design of a job can motivate. The Job Characteristics Model (JCM) proposes that any job can be described in terms of the following five core job dimensions: 1. Skill variety. Does the job require workers to use different skills and abilities? 2. Task identity. Does the job require workers to complete identifiable pieces of work? 3. Task significance. Does the job have a significant impact on the lives or work of others? 4. Autonomy. Does the job allow employees substantial freedom, discretion, and independence? 5. Feedback. Does the job allow workers to obtain direct, clear performance information?
16 Expectancy theory states that an individual tends to act in a certain way on the basis of the expectation that the act will be followed by an outcome that is attractive to the individual. For example, an employee will be motivated to produce more when he or she believes that the effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards; and that the rewards will satisfy the employee’s personal goals. This theory focuses on three relationships. 1. The effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. The performance-reward relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. Attractiveness is the importance the individual places on the potential reward that can be achieved on the job.
18 Managers today are faced with motivating a very different workforce than not too many years ago. So, what can a manager do? First, it is important for managers to think in terms of flexibility. Not everyone views their job in the same way and therefore what motivates one person may not motivate another. Likewise, it is important to recognize the differences among people. Lastly, the manager must be able and willing to accommodate cultural differences. For example, the need for achievement is a North American concept and may not function in other cultures.
19 Organizations are increasingly using different types of pay-for-performance compensation schemes in an effort to increase the motivation of employees. But does this work? Certainly performance-based compensation is most compatible with expectancy theory. If employees perceive a strong relationship between their performance and rewards, their motivation will be maximized.
20 Another variation of the pay-for-performance concept is competency-based compensation. This is gaining quite wide reception as it pays and rewards people based on their skills, knowledge, abilities, and behaviours. Some of the competencies could include skills and behaviours such as leadership, problem-solving, or decision-making. Pay increases as people’s competencies grow and expand.
21 Given the shift in Canada from a resource-based economy to a service economy, many well-paid jobs have been replaced by part-time and minimum wage jobs. One of the tremendous challenges for managers is to motivate people who are earning base wages. One of the ways that many fast-food restaurants, such as McDonald’s or Wendy’s, use is an employee recognition program such as “employee of the week” or “employee of the month.” A frequent component of this type of recognition program is displaying the person’s picture in a prominent place. What is important for the manager to remember is that not all people are motivated by money. Frequently, people like to have a pat on the back and praise for a job well-done. But it has to be sincere and used appropriately. By using the JCM model, jobs can be redesigned to empower front-line employees to enhance motivation. For example, many hotels are re-designing work so that people who are in direct contact with the hotel guest can take care of customer complaints or requests that previously had been referred to a supervisor.
22 Professional and technical employees usually have a strong and long-term commitment to their field or expertise. Think about the new generation of computer specialists. Money and promotions tend to be low on their priority list as they tend to be well-paid and usually enjoy what they do. Therefore, more money or promotions will not necessarily increase motivation. So, what will? Managers can ensure that these employees have new assignments and challenging projects. Also, it is important to give them autonomy in getting the job done. Professional and technical employees like to keep current in their field, so give them additional training and educational opportunities where they can also network with their peers. And managers should reward them with recognition by calling on them to demonstrate their expertise. One of the more creative ways to motivate these employees is to provide help to simplify their non-work life. Many work long hours and may not have sufficient time for routine household chores. For example, Zero Knowledge Systems in Montreal provides laundry services at work where employees can get their clothes laundered and folded.
23 Many employees would be more motivated to perform well with flexible work options. This can make complex lives much easier. For example, a parent may need or want to be at home when the children come home from school. There a number of options that can be considered. Compressed work week is taking the normal work week of 5 days and compressing it into something less. Examples include a 40 hour week compressed into 4 days of 10 hours each day. Or as in the nursing profession where nurses may work a 12-hour day for each of 3 days. Flex-time is a scheduling system that allows employees to decide, within certain parameters, when to go to work. While the employee will have to work a certain number of hours each day, the person can choose when to arrive and when to leave. For example, a business that is open from 7 a.m. to 7 p.m. may decide that the core business hours are 9 a.m.-2 p.m. and that everyone has to be there during that time. However, a person could choose to come in at 7 a.m. or 9 a.m. and leave 7 hours later. One of the drawbacks to flextime is that not all jobs or all businesses can function with people picking when to arrive/leave. Job sharing is where 2 or more people share 1 job. This happens fairly frequently with parents being able to work regular hours yet have time for the children. With the advances of computer technology, more and more people can do work from their home on a computer linked with their office. This is referred to as telecommuting. For employees, big advantages are the decrease in time and stress of commuting and the increased flexibility in coping with family demands. But again, not all work can be structured for telecommuting. Also, managers need to ensure that the person is connected so that the person doesn’t miss out on subtleties that occur in an office environment.
24 Other ways that a manager can motivate employees is to recognize them as individuals and match people to the jobs. Likewise, establishing goals that are attainable can go a long way to motivate employees to achieve great performance.
25 As mentioned in the sections about minimum wage and professional employees, one way to motivate is to individualize rewards and ensure that the rewards are linked to the performance. Too often people are rewarded whether the performance is good or not. It is also important to check your internal pay system for equity. Again, it doesn’t help motivate people if there is a perception of unfairness in the reward systems. And last, but certainly not least, do not ignore money as a motivator. If the pay isn’t as it should be, no matter how much effort the manager may put in recognizing and praising employees, people may not be motivated due to low pay levels.
Having motivated employees is an important goal for any entrepreneur. For example, Sapient Corporation co-founders Jerry Greenberg and J. Stuart Moore recognized that employee motivation was critically important to their company’s ultimate success. They designed their organization so that individual employees are part of an industry-specific team that works on an entire project. Employee employer is an important motivational approach as successful entrepreneurial ventures must be quick and nimble, ready to pursue opportunities and go off in new directions. Empowered employees can provide that flexibility and speed. However, for many entrepreneurs it is a gradual process, includes delegation and eventually results in redesigning the job so that employees have discretion over the way they do their work.