It starts off with a discussion on how motivation and job satisfaction result in high performance. It then goes on and explains the difference between transactional and transformational styles of leadership…
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These are the guidelines that every organization in today’s era aims to establish in order to be successful.
Motivation is the thing that gets people to work and perform better. It is the driving force for the employees. However, it is important to note that different people have different motivators in different stages of life. As highlighted by Maslow’s Hierarchy of Needs, there are five broad categories that might act as motivators for different people. These are Physiological Needs, Security Needs, Social Needs, Esteem Needs, and on top of the pinnacle lies the Self Actualization Need. Depending on the level an individual is, these needs act as motivators for him or her, result in satisfaction and consequently effects his or her performance. (Wagner, n.d.)
Motivation will have almost no effect if the person involved has no intentions or is unable to do a job. Therefore, it is very important for the person who is in the managing or the leadership position to allocate the tasks depending on the person and the skills that he or she has. Proper execution of this is so important that if an employee is made to work on a particular task that he is unwilling or unable to do, then, even with motivators in place, it might back fire and result in depression and low morale. This would consequently lead to low overall performance. (Marques, n.d.)
There has been a prevailing mindset in the managers that eliminating job dissatisfaction would result in job satisfaction for the employees. But this is not the case. As pointed out by the theorist Frederick Herzberg, job satisfaction and job dissatisfaction depend on different factors. (Herzberg, et al., 2009)
Herzberg in his motivation theories highlights that job dissatisfaction is caused by factors such as unpleasant working conditions, poor or biased supervision, low salaries, improper policies, and so on. Eliminating these might remove job dissatisfaction
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Current annotate bibliography includes eight sources. Three of the eight articles included in the annotated bibliography tackled the area of positive organisational behaviour. Only Youssef and Luthans (2007) is a research article, while the other two are conceptual type articles.
Management and Organizational Behavio. Organizations are formed by groups of people with intensions to achieve certain goals that are targets for the organization as well as for the organizational members. Organizational behavior within organizations primarily deals with the human behavior of the organizational members.
Structure of an organization depends to a great extent on the size and the nature of operation of the company. In deciding the pattern of the organizational structure the understanding of the company’s culture signifies a paramount importance. It is because understanding of the organizational culture specifies the growth path of the company.
Peter introduced new product lines, which eventually resulted in downfall of the company. Many reasons are attributable to this collapse such as business strategies, leadership, employee commitment, product quality etc, which can be categorized into two main issues: change strategy and leadership.
A typical manager designs effective strategies that are relevant to the corporate objectives and ensures efficient application of those strategies. Management is the acknowledgement that employees form an important part of the company and as such there should be interplay between the human resource strategy and the principle strategy for the organization.
The importance of having shrewd knowledge about organisational behaviour (OB) cannot be stressed enough because of its close association with company’s success and customer satisfaction. Job satisfaction and motivation at work are among the most frequently analysed themes in relevance to OB and its management.
There are several problems with the way management has been treating its employees. First, there are no offers for continuous training to promote not only interest in the work of the employees, but also to increase education. By training employees, they will become not only valuable to the organization, but will feel that they, themselves, are more useful and will probably feel motivated to use the new techniques they have learned in training (Arthur, 2001).
A group is characterized by two or more individuals who are contingent upon each other, in the accomplishment of goals designated to them by the organization. They communicate effectively and divide work amongst them, such that maximum potential can be extracted from every member.
The report is structured into three broad divisions from this point. The immediate next section provides a comprehensive view of the problems faced by ELEC. The section on findings will clearly demonstrate the course of action that must be adopted by the management to solve the current crisis faced by disgruntled employees.
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