We must determine what 'lots of' learning opportunities are, however. A learning opportunity ('challenge') to one person is the threat of change to another. Whilst all people are individuals with different learning styles and factors of motivation, most people still see their employment as a means to an end rather than an integral part of themselves.
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As companies and corporations become larger and more complex, so do the responsibilities of management and the call for structured strategies. In our world of exploding technological changes, the burden of change upon individuals becomes greater and there is also the continual threat of downsizing or being replaced by automation.
There are innumerable theories regarding human motivation and especially over the past twenty-five years, these theories have provided a maze through which management has walked, trying this and that; some theories worked, others did not. Let us examine just a few theories that have withstood the test of time and are the core of the newer theories.
We shall begin with the advent of Maslow's theory of hierarchy of needs, since it was Maslow who countered Sigmund Freud's statements of declaring people as inherently lazy creatures who are motivated at work only through reward, coercion, intimidation and punishment (accel Team, 2005).
A. H. Maslow brought management and workers out of the dark ages and delivered them into a refreshing affirmation of themselves as human beings rather than animals. According to Mazlow, the highest needs of a human are self-esteem and self-actualisation (Maslow, 1943, pp 381 - 383).
In the workplace (according to Maslow), the ability to exercise c...
In the workplace (according to Maslow), the ability to exercise creativity and decision-making whilst practicing new skills is central to the self-esteem of the worker. In terms of management, the harbingers of change began to emerge as the workplace became less oppressive and more balanced between doing and learning. Still, there was work to be done in terms of addressing psychological needs of workers in terms of balancing rewards for incentives and motivational learning within organisations.
Whilst an individual is hired on the basis of knowledge and skill for the task at hand, once in the work place, the individual needs the opportunity to climb higher, do better, if they so choose. This is where the balance of power can get sticky, for those in management also need to engage in learning and adapting to changing trends. If those on the higher end of the work spectrum fail to adapt and learn, those from below have the opportunity to move up and replace them; here is where fear becomes the motivating force, and its presence is counterproductive for all concerned.
The most famous motivation theories, upon which nearly all current theories are based, originate from four theorists: Sigmund Freud (Theory X), A. H. Maslow Theory Y), Douglas McGregor (Theory XY) and William Ouichi (Theory Z). It must be noted that there are arguments regarding the authorship of Theories Y and Z; we are referencing them here with the corresponding theorists for the sake of cenvenience.
In a nutshell, we shall install the core statements of each theory for purposes of clarity:
Theory X: Work is inherently distasteful; most people are not ambitious, motivation is only at
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Following that persuasion, I am applying to MY CHOSEN SCHOOL for the program of International Business, where I expect to learn International Business and develop my skills in an intellectually challenging environment.
My major motivation in studying International Business in MY CHOSEN COUNTRY is connected with my endeavor to pursue my career in Business on an international scale.
Sensory curiosity and cognitive curiosity are two kinds of curiosity that can stimulate intrinsic motivation. Sensory curiosity occurs through physical factors; such as change of lighting, sound, or changes in tone of voice that attract the attention of learners.
It is what causes us to take action, whether to persist in school to have a good future or go fasting to heal the thirst of what we believe in. According to Ryan and Deci, being motivated implies being moved to action1. An individual without impetus feelings or lacking the inspiration to act is thus unmotivated.
The paper also discusses factors associated with manufacturing work organization and leadership that are essential for improving organizational learning and for stimulating the competence development and motivation among personnel.
In recent years, an increasing number of manufacturing organizations have used different types of quality programmes in order to improve internal and external customer satisfaction.
Next, the social needs or needs to belong crop up only AFTER these basic needs are satisfied. Thus, the poor are not interested in developing their social needs as compared to the rich because their stomach
Learning and development is continuous process in every aspect whether it’s in organizational or in classroom, people or an employee always learn something new in every area which will help in developing its skills and knowledge which also support him/her to work better in an organization or any other working condition.
bilities which have become prerequisites to stay in business no longer offer competitive edge that is sustainable, organisations are increasingly focusing on their human capital and organisational management as a source for developing competitive platforms. In his book, In
ent is a systematic management approach that places at the heart of the priorities the issue of quality in all its facets; from the supply chain to the customer service and from the operations to the marketing practices (Wilkinson et al., 2007). Total Quality Management has
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